The most effective method to develop the competence and skills of students is

through hands – on training – the on-the-job training. This process exposes the students

to the different fields and learn from it. Moreover, it allows the students to become

familiar and made known with the actual operation of the business and the state-of-the-

art of the facilities, equipment and technology used. Many opportunities for development

can be found on-the-job. Trainees can learn as they contribute to the goals of the firm.

The students will develop their practical and managerial skills in the working

environment and be able to apply them effectively. Morale, productivity, and

professionalism will normally be high in those individuals that employed in an OJT

program. As per CHED requirements, graduating students of Bachelor of Science in

Hotel and Restaurant Management undergoes on-the-job training with a said required

time. Perhaps this would be a stepping stone for the student-trainee to develop

themselves to become professionals in their own field of specialization and acquire new

learning through gained experiences during trainings. It is very essential component of

the learning process, geared towards preparing students future career. However,

student-trainee along the way encountered uncertainties and problems that in one way

or another affects their on-the-job performances. Some would feel disappointed and

dissatisfied to the on-the-job training they receive. On the job training or internship is a

big part in the practical experience opportunity of the students. Students will acquire the

technical knowledge and the practical experience that puts them on the go. On the job

training plays an important role in preparing students to understand the real business

world. Thus, it is also an opportunity for applying, elevating and enhancing their acquired

knowledge in the school in their respective field of specialization and it is usually a

realistic experiential activity which they cannot learn within the borders of their

classroom.

1
Background of the Study

The BSHRM is a four-year program designed to provide the needed professional

preparation and training for exciting and rewarding careers in the Hospitality and Hotel

and Restaurant industry. The program integrates a competency-based training

methodology to prepare graduates to become globally competitive, professionally

competent, morally upright, and socially responsible contributors to national

development. The BSHRM program develops student’s professional and technical

competence in preparation for leadership responsibilities in hospitality-related

enterprises. It also provides intellectual growth, communication skills, and ethical

awareness, appreciation of values and society and professional knowledge of hospitality

industry. It aims to develop potential hoteliers and entrepreneurs who are equipped with

the latest technical and managerial skills geared towards maximum utilization of e-

commerce application software in hotel and related travel institutions operations.

The sustainability of the course lies in the ability of the school to produce competitive

graduates that could acclimatize to global changes such that they are equipped with the

academic and technical skills concocted by both academe and industry-based

curriculum. The conjecture was based from the observations garnered by the researcher

upon gathering On-the-job Training Performance of Hotel and Restaurant Management

Students in Norzagaray, Bulacan that such findings of the study would enable the

researcher to point out which part or parts of the practicum training curriculum or

program need/s to be reviewed and enhanced for them to acquire the necessary skills

that would make them globally competitive and more apt to the needs of the current local

and foreign industries.

2
Statement of the Problem

This study aimed to determine the factors affecting the on – the – job training of the

Bachelor of Science in Hotel and Restaurant Management students of Norzagaray

College. Specifically, it sought to answer the following sub-problems.

1. What is the demographic profile of the respondents in terms of the following

variables:

1.1. Gender;

1.2. Age;

1.3. Civil Status;

1.4. Year Level;

1.5. Assigned Department;

2. How does the practicumers assess the factors affecting the on-the-job training such

as:

2.1 Personal Factors;

2.2 Management Related Factors;

2.3 Interpersonal Factors;

2.4 Environment Related Factors;

3. Is there any significant relationship between the demographic profile and factors of

OJT?

4. What are the factors that affect the OJT of the BSHRM students of NC?

3
Significance of the Study

This segment will provide the various significances of determining the On-the-job

Training Performance of the off-campus practicumers of Bachelor of Science in Hotel

and Restaurant Management Students in Norzagaray College.

To the Students, this will serve as their tool in enhancing their knowledge on the

current realities in the hospitality industries and acquiring the necessary skills for them to

be at par level with the international standards.

To the Practicum coordinator/ adviser, this will help them to have a deeper

understanding of the current realities of the hospitality industries and provide them with

the necessary data on the specific skills required to increase the chances of students’

employability.

To the Norzagaray College, this will help the institution to have up to date information

about the status of the HRM Graduates, help reformat or revising the underperforming

facets of the HRM Program and adapt current trends and practices in hospitality

industries worldwide.

To the Future researchers, this will benefit and help the future researcher as their

guide in developing another different glamorous and popular course that attracts more

students with higher employment chances.

4
Theoretical Framework

“Social learning theory” is a theory of learning and social behavior which proposes that

new behaviors can be acquired by observing and imitating others. It states that learning

is a cognitive process that takes place in a social context and can occur purely through

observation or direct instruction, even in the absence of motor reproduction or direct

reinforcement. In addition to the observation of behavior, learning also occurs through

the observation of rewards and punishments, a process known as vicarious

reinforcement. When a behavior is rewarded regularly, it will most likely persist;

conversely, if a particular behavior is constantly punished, it will most likely desist. The

theory expands on traditional behavioral theories, in which behavior is governed solely

by reinforcements, by placing emphasis on the important roles of various internal

processes in the learning individual.

https://en.wikipedia.org/wiki/Social_learning_theory

5
 Conceptual Framework

Input Process Output

Distribution of the Perceived Level of

Level of
preparedness in Survey Preparedness and On
terms of:  Assigned The Job Training
 Physical Department Performance of BSHRM
 Social  Academic in Norzagaray College :
 Emotional Grade A Correlational Study
 Academic
S A.Y 2018-2019

FEEDBACK

FIGURE 1: CONCEPTUAL PARADIGM OF THE STUDY

On the first frame, the input shows the level of preparedness according to
physical, social, emotional and academic aspects of the on the job training of the
students. On the process, to make the study reliable and valid, the distribution of the
survey is divided into two: Assigned Department and Academic Grade which serves the
main basis of the researcher in conducting a survey through questionnaire and will
evaluate the results to attain wide range of data. In the output, it signifies the the level of
preparedness and on the job training performance of BSHRM of Norzagaray College.
On the feedback, the researcher will create series of assessments through observation
on the results to know whether the output results gave a concrete solution to the
problem.

6
Scope and Delimitations of the Study

The study focused on the level of preparedness and on – the – job training

performance of the Bachelor of Science in Hotel and Restaurant Management

Norzagaray College. The respondents of the study are students of Bachelor of Science

in Hotel and Restaurant Management Batch 2017-2018 from the Norzagaray College at

Norzagaray, Bulacan who already conducted their ojt.

Definition of terms

Assessment - It means to examine the significance and value of the factors that affects

the on-the-job training of the practicums.

Career - This pertains to the chosen pursuit, profession or occupation, especially one

requiring special training, followed as one’s lifework.

Hospitality - This is the relationship between guest and host, or the act or practice of

being hospitable. Specifically, this includes the reception and entertainment of guests,

visitors, or strangers, membership clubs, conventions, attractions special events, and

other services for travelers and tourists.

Hospitality Industry - This industry is one that is primarily focused on customer

satisfaction. For the most part, it is built on leisure or is luxury-based, as opposed to

meeting basic needs. Hotels and resorts, cruise lines, airlines, and other various forms

of travel, tourism, special event planning, and restaurant all generally fall under the

hospitality industry.

On-the-Job Training - This term refers to the program conducted by the cooperating

firm, company or industry, sponsored by the school in order to expose the students to

actual training.

7
Practicumers - This refers to the student trainees who are currently enrolled BSHRM

students of the Norzagaray College in their practicum course.

Social learning theory - Is a theory of learning and social behavior which proposes that

new behaviors can be acquired by observing and imitating others.

Chapter 2

REVIEW OF RELATED LITERATURE AND STUDIES

8
 This chapter presents the foreign and the local literature, foreign and local studies

relevant to the topic the job targets and perceived skills of BSHRM students.

According to Heath field (2016), On-the-job training, also known as OJT, is teaching

the skills, knowledge, and competencies that are needed for employees to perform a

specific job within the workplace and work environment. Employees learn in an

environment in which they will need to practice the knowledge and skills taught in the on-

the-job training. On-the-job training uses the regular or existing workplace tools,

machines, documents, equipment, knowledge, and skills necessary for an employee to

learn to effectively perform his or her job. It occurs within the normal working

environment that an employee experiences on the job. It may occur as the employee

performs actual work, or it may occur elsewhere within the workplace using training

rooms, training workstations, or training equipment.

According to Spek (2013) Internships are important, both in terms of employability

and creating future industry leaders. If employees are already operational when they

start, this will fast track them in the right direction, achieving middle management and

executive levels at an increased rate. Internships as a route to entry have a proven

success rate.

According to Bajao (2013) Tourism is the world’s largest industry and employing

hundreds of million people worldwide. In March 2013, over 2,000 schools in the country

graduated almost 300,000 college students. It was reported that the country generates

more than 120,000 hotel and restaurant management graduates every year. Most of the

HRM Graduates also need an additional skills training to be able to qualify for

employment locally and even lack of employable HRM Graduates. The hotel and

restaurant management schools need to produce employable graduates, “even if they’re

graduates, they might not have the qualification, competencies, and experiences that the

9
job requires overseas. Despite numerous vacancies, a local and overseas employer

often complains about the.

According to Yui and Law (2012), the internship is one of the most effective models

of experiential learning in hospitality education. However, to be successful, it requires

the cooperation of students, employers, and educators. This article identifies the role

and value of the internship in hospitality education. Its benefits and drawbacks are

discussed from the perspectives of the three stakeholders, and an overall assessment is

discussed. The article ends by proposing suggestions for future research.

According to Wu and Suh (2011) the purpose of this study is to explore and examine

the motivation and satisfaction of hospitality student volunteers in food and wine

festivals. It aims to investigate and identify the factors that festival managers need to use

to motivate, satisfy, and retain hospitality student volunteers in order marketing, and

personnel management.

According to Jeong (2010) Curriculum assessment has been an important tool in

measuring the effectiveness of the curriculum to evaluate student learning and

preparedness. This study develops a conceptual framework, based on course offerings

and descriptions of the Hospitality and Tourism Management Program at the University

of Massachusetts Amherst, to evaluate how the curriculum contributes to students’

preparedness for their future career. Using an online field survey, this study examines

the skills that contribute to students’ preparedness. Besides putting forward the

strengths and weaknesses of the program, and identifying the significant skill areas that

contribute significantly to students’ preparedness, findings of this study indicate that

students are quite well prepared and overall satisfied with the program. Results also

highlight the importance of work experience as an integral part of the curriculum in

affecting students’ preparedness.

10
 According to Lam et al (2007), suggested that formal or informal meeting with the

student trainees should be arranged by the managers or industry mentors to discuss

various issues related to their observation, training progress, or problems. Managers

should also include mentorship guidelines and train-the –trainer programs which given

emphasis on educating and. training supervisors in a way that they know how to train the

student trainees effectively.

According to Ko (2007) success learning, supportive administrations and quality

training are vital components of student’s confidence regarding their future careers and it

can also contribute to the improvements of the student’s satisfactions desire to stay in

the hospitality industry.

Local Literature Studies

According to Villafranca (2014) the restaurant industry is driven by a split

personality. The front of the house is on display for the guests and is a reflection of the

11
image a restaurant seeks to portray. On the other hand, the back of the house is the

machine that feeds (literally) the restaurants profit center. If either side of the house is

not managed properly, the restaurant may have difficulty surviving. Culinary

professionals are excellent candidates for hotel and restaurant management training. By

learning all aspects of the business they are better able to convey their culinary creativity

in a successful and thriving restaurant environment.

According To Sudan (2007) food and beverage serving and related workers require

practical knowledge of operations as even a small error can cause displeasure to the

guest. Coordination of activities of all outlets is essential to provide the guest with quality

service at all times. Teamwork is the watchword in any Food and Beverage Service

department. A dedicated and committed team, with able leadership, under ideal working

conditions and helps in fulfilling the establishment's ultimate goal of guest satisfaction.

According to Galang (2011) a survey of Philippine corporations was conducted to

find out the prevalence and impact of practices in hiring, training and development,

performance appraisal, pay and occupational health and safety. Comparisons with US

and Canadian data show that there were differences is most practices, but with the

Philippines show me a higher extent of HRM practices and more correlations with

organizational characteristic than the US Canadian the US samples.

According to Andrews (2007) most integral departments within the hotel, the

Housekeeping staff is responsible for the immaculate care and upkeep of all guest

rooms and public areas. Traditionally, housekeeping has been dominated by women.

This was done on the belief that the hotel was an extension of the home and that women

had the skills and competencies to execute the function best.

According to Perna (2010) studied work habits and academic demands. Recent

research suggests a trend toward increased student employment while completing

degrees at all types of university and college campuses identified. Colleges and

12
universities need to increase their support of working students and respond to the trend

by developing connections between employment and academic skills, and formally

recognizing students’ employment experiences in their program of study (Perna, 2010).

Perna suggested that offering a better institutional support for working students may

positively affect both retention and graduation rates.

According to Arroyo (2011) this study was conducted to assess the level of on- the-

job training (OJT) performance of the B.S Hotel and Restaurant Management and Food

Business Management praticumers of Central Mindanao University (CMU) at Musuan,

Bukidnon. The study had as its respondents the 16 on- campus and 26 off- campus

practicumers and 10 OJT supervisors. The statistical tools used for the analysis and

interpretation of the data were the weighted mean, Pearson Product Moment correlation

coefficient, and t- test. The OJT programs have been implemented effectively, enabling

the on- and off- campus practicumers to perform well in their jobs as evidenced by the

high ratings they obtained in the level of job performance of the practicumers. The higher

the job performance evaluation by OJT supervisors. The level of implementation of the

OJT programs significantly influences implementation of the OJT program is, the better

the level of job performance of the practicums is also. Being so, the school and its

partner companies should further intensify the OJT programs in place to fully prepare the

practicums for their OJT and employment afterwards. To make the OJT Vol. 1 No. 1

January 2011 ISSN: 2094-9251 pp. 145-166 International Peer Reviewed Journal Asian

Journal of Business Governance Business Education Section Asian Journal of Business

and Governance 146 program more effective, the school should appropriately address

the identified concerns of the practicums.

The Synthesis

13
 The studies presented in this chapter justified that the students taking up the Bachelor

of Science in Hotel and Restaurant Management need to be a knowledgeable,

multitasking, and competitive to reform effectively his or her job for hospitality

management. According to the past studies, a survey of Philippine corporations was

conducted to find out the prevalence and impact of practices in hiring, training and

development, performance appraisal, pay and occupational health and safety.

Comparisons with US and Canadian data show that there were differences is most

practices, but with the Philippines it shows a higher extent of HRM practices and more

correlations with organizational characteristic than the US Canadian the US samples.

The related studies gathered have a different approach to the present studies.

Numerous hospitality programs offer students the opportunity to learn how to become

managers in this dynamic and growing field.

14
 CHAPTER 3

Research Methodology

This chapter presents the methodology and techniques used in this study. It includes

research design, respondents of the study, research instrument, data gathering

procedure, and statistical treatment.

Research Design

The descriptive research method of research employing a questionnaire were used in

conducting the study. The questionnaire was issued to gather additional information of

student’s a gender, age, civil status, year level, assigned department, evaluation grade,

and factors affecting the on – the – job training students. This study is designed to

assess the factors affecting the on – the – job training of the Bachelor of Science in

Hotel and Restaurant Management students of Norzagaray College.

Respondents of the study

The researchers will conduct a survey from 21 3rd year students and 27 4th year

student respondents with a total of 48 students are covered by this study. The

respondents are between ages 19-25 and taking up BSHRM at Norzagaray College A.Y.

2017 - 2018. The researcher used quota sampling technique in surveying the

respondents.

Research Instrument

The questionnaire is the major instrument used in gathering the information from the

respondents which is necessary for the completion of the study. A purposive response

type of questionnaire is prepared to gather data for research.

15
The questionnaire is divided into two parts, the first part consists of questions about the

demographic profile of the respondents and the second part is about the factors affecting

the on-the-job training of the student of the Bachelor of Science in Hotel and Restaurant

Management students. A purposive sample is where a researcher selects a sample

based on their knowledge about the study and population.

Level of Agreeableness

SCALE RANGE VERBAL INTERPRETATION

5 4.21-5.00 Strongly agree
4 3.41-4.20 Agree
3 2.61-3.40 Neither agree nor disagree
2 1.81-2.60 Disagree
1 1.00-1.80 Strongly disagree

Data Gathering Procedure

First, the researcher asked permission to conduct a study and wrote a letter

addressed to the Dean of BSHRM students to know the schedule of the respondents.

The researchers will then create the questions from the statement of the problem to

analyze what is really going on with students in HRM.

Statistical Treatment

1. Percentage. Frequency and percentage distribution of the profile of the

respondents and the factors affecting the on – the – job training is shown in the

formula below:

f
Formula: P= x 100
n

Where: P = Percentage

f = Frequency of answer

n = Total number of respondents

16
 2. Weighted Mean. The mean is the most frequent used in measure of central

tendency because it is subject to less error. The tabulate data will be treated

with the use of frequency distribution, percentage and weighted mean and it is

computed below:

X = ∑fx .

∑n

Where X = weighted mean

∑fx = sum of all the products

∑f = sum of all the respondents

3. Likert scale. The following qualitative description was adopted to quantify the

responses of the respondents in every item.

Reliability and Validity

FACTORS NUMBER OF CRONBACH’S REMARKS

ITEMS ALPHA
Personal factors 7 .761 Acceptable
Management 5 .799 Acceptable
Factors
Interpersonal 5 .716 Acceptable
Factors
Environment- 6 .801 Good
related Factors
Overall .868 Good

17
 Chapter 4

Presentation of Analysis and Interpretation of Data

This chapter discusses the data analysis and findings from 48 questionnaires

completed by BSHRM students of Norzagaray College A.Y 2018 – 2019. The purpose of

this study was to identify the factors affecting the on – the – job training of the Bachelor

of Science in Hotel and Restaurant Management students of Norzagaray College.

Frequency and Percentage Distribution of Respondents

According to age of the HRM Students

Frequency Percent Rank

18 AND BELOW 5 10.4 2

19-21 YO 37 77.1 1

22-24 YO 4 8.3 3

25 AND ABOVE 2 4.2 4

Total 48 100
TABLE 1 FREQUENCY DISTRIBUTION OF AGE

This table shows that the frequency 37 or 77.1% of the respondents are between 19-21

years old and got the 1st rank. The frequency of 5 or 10.4% of the respondents are 18

and above years old and ranked 2nd, While the frequency of 4 or 8.3% of the

respondents aged 22 above got the 3rd rank, the same with the frequency of 2 or 4.2% of

the respondents aged 25 and above.

18
 Frequency and Percentage Distribution of Respondents

According to Sex of the HRM Students

Frequency Percent Rank

MALE 27 56.3 1
FEMALE 21 43.8 2

Total 48 100
TABLE 2 FREQUENCY AND PERCENTAGE DISTRIBUTION OF SEX

According to Table 2 most of the respondents of the study surveyed were male with a

frequency of 27 (or 56.3%). There were only 21 female respondents surveyed.

Frequency and Percentage Distribution of Respondents

According to year level of the HRM Students

Rank
Frequency Percent
2
3RD YEAR 21 43.8
1
4TH YEAR 27 56.3

Total 48 100
TABLE 3 FREQUENCY AND PERCENTAGE DISTRIBUTION OF YEAR LEVEL

This table shows that the frequency of 21 or 43.8% of the respondents are all 3rd year

students and ranked 1st, while the frequency of 27 or 56.3% of the respondents are all

4th year students and are ranked 2nd.

19
 Frequency and Percentage Distribution of Respondents

According to assigned department of the HRM Students

Frequency Percent Rank

Dining 23 47.9 1

F&B 5 10.4 3

Kitchen 16 31.9 2

Receptionist 4 8.3 4
Total 48 100
TABLE 4 FREQUENCY AND PERCENTAGE DISTRIBUTION OF ASSIGNED

DEPARTMENT

This table shows that the frequency of 23 or 47.9% of the respondents are assigned in

the dining, and got 1st rank, and the frequency of 16 or 32.9% of the respondents are

assigned in the kitchen and got 2nd rank, and the frequency of 5 or 10.4% of the

respondents are assigned in the f&b, and got 3 rd rank, and the frequency of 4 or 8.3% of

the respondents are assigned in the reception which got 4th rank.

20
 Weighted Mean on the Personal Factors that Affect the On-The-Job
Training of HRM Students in Norzagaray College

A. Personal Factors

Verbal
Items Mean Interpretation

Report to the work place neatly and well-groomed. 4.2917 Agree

Showing self-confidence. 4.2500 Agree

Ability to work under pressure. 4.0417 Agree

Good communication skills. 3.9375 Agree

Proper knowledge about the work. 4.0417 Agree

Observe proper breaktime period. 3.9792 Agree

Always come to workplace on time. 4.1042 Agree

OVERALL WEIGHTED MEAN 4.0923 Agree

Likert Scale: Strongly agree- 4.21-5.00 Agree-3.41-4.20
Neitheragree nor disagree-2.61-3.40 Disagree-1.81-2.60
Strongly disagree-1.00-1.80

The table reflected the identified of the Personal Factors Affecting the OJT’s of HRM
Students in Norzagaray College. According to them, reporting to the workplace neat and
clean is an important factor that affects their attitude towards on-the-job trainings
followed by Good communication skills, Proper knowledge about the work, Observe
proper breaktime period and the last Always come to workplace on time. While the
category of response under verbal interpretation, the “Agree” response connotes that
forty-eight (48) of them agreed that these are the personal factors that must be
considered during on-the-job trainings.

21
 Weighted Mean on the Management Related Factors that Affect the On-The-Job
Training of HRM Students in Norzagaray College

B. Management Related Factors

Verbal
Items Mean Interpretation

Communication with the employees. 4.2292 Agree

Customer service skills. 3.9167 Agree

Analytical skills. 3.8958 Agree

Leadership skills. 3.9375 Agree

Offering incentives to employees. 4.0417 Agree

OVERALL WEIGHTED MEAN 4.0042 Agree

Likert Scale: Strongly agree- 4.21-5.00 Agree-3.41-4.20
Neitheragree nor disagree-2.61-3.40 Disagree-1.81-2.60
Strongly disagree-1.00-1.80

The table reflected the identified of the Management Related Factors Affecting the OJT’s
of HRM Students in Norzagaray College. According to them, Communication with the
employees is an important factor that affects their attitude towards on-the-job trainings
followed by Customer service skills, Analytical skills, Leadership skills and the last
Offering incentives to employees. While the category of response under verbal
interpretation, the “Agree” response connotes that forty-eight (48) of them agreed that
these are the management related factors that must be considered during on-the-job
trainings.

22
 Weighted Mean on the Management Related Factors that Affect the On-The-
Job Training of HRM Students in Norzagaray College

C. Interpersonal Factors

Verbal
Items Mean Interpretation

Self – motivated employees. 4.1458 Agree

Possessing a positive attitude. 4.1667 Agree

Exhibit professional behaviors at all times. 4.1042 Agree

Dependable and responsible employees. 3.9375 Agree

Good communicators. 4.1250 Agree

OVERALL WEIGHTED MEAN 4.0958 Agree

Likert Scale: Strongly agree- 4.21-5.00 Agree-3.41-4.20
Neitheragree nor disagree-2.61-3.40 Disagree-1.81-2.60
Strongly disagree-1.00-1.80

The table points out the responses of the students on the Interpersonal Factors affecting
the on-the-job training of the students. Among the many other factors, these items got
the highest mean among the others, those includes self–motivated employees,
possessing a positive attitude, exhibit professional behaviors at all times, dependable
and responsible employees, and good communicators. On the response category under
verbal interpretation, forty-eight (48) agreed that these are interpersonal factors affecting
the on-the-job training of the students.

23
 Weighted Mean on the Interpersonal Factors that Affect the On-The-Job
Training of HRM Students in Norzagaray College

D. Environment Related Factors

Verbal
Items Mean Interpretation

The training method is efficient. 4.1875 Agree

The firm environment is exclusive for learning. 4.0417 Agree

Great restaurant concept. 4.1042 Agree

Safety and health of the work place. 4.2500 Agree

Ambiance of the work place. 4.1250 Agree

Convenient work place. 4.0833 Agree

OVERALL WEIGHTED MEAN 4.1319 Agree

Likert Scale: Strongly agree- 4.21-5.00 Agree-3.41-4.20
Neitheragree nor disagree-2.61-3.40 Disagree-1.81-2.60
Strongly disagree-1.00-1.80

The table points out the responses of the students on the environmental related factors
affecting the on-the-job training of the students. Among the many other factors, these
items got the highest mean among the others, those includes the training method is
efficient, the firm environment is exclusive for learning, great restaurant concept, safety
and health of the work place, ambiance of the work place and convenient work place. On
the response category under verbal interpretation, forty-eight (48) agreed that these are
environmental related factors affecting the on-the-job training of the students.

24
SECTION 3- Correlations Between OJT Factors and Demographic Profile

A. Personal Factors* Demographic Profile

  Pearson-r p-value Remarks Decision

Sex 0.181 0.219 Not Significant Accept Ho, reject Ha
Age 0.091 0.539 Not Significant Accept Ho, reject Ha
Civil Status -0.123 0.403 Not Significant Accept Ho, reject Ha
Year Level -0.06 0.687 Not Significant Accept Ho, reject Ha
*Correlation is significance at level .05.

B. Management Related Factors* Demographic Profile

  Pearson-r p-value Remarks Decision

Sex 0.043 0.773 Not Significant Accept Ho, reject Ha
Age -0.015 0.92 Not Significant Accept Ho, reject Ha
Civil Status -0.001 0.993 Not Significant Accept Ho, reject Ha
Year Level -0.06 0.688 Not Significant Accept Ho, reject Ha
*Correlation is significance at level .05.

C. Interpersonal Factors* Demographic Profile

  Pearson-r p-value Remarks Decision

Sex 0.037 0.803 Not Significant Accept Ho, reject Ha
Age 0.025 0.866 Not Significant Accept Ho, reject Ha
Civil Status -0.231 0.114 Not Significant Accept Ho, reject Ha
Year Level 0.135 0.361 Not Significant Accept Ho, reject Ha
*Correlation is significance at level .05.

D. Environment Related Factors * Demographic Profile

  Pearson-r p-value Remarks Decision

Sex 0.074 0.616 Not Significant Accept Ho, reject Ha
Age -0.02 0.895 Not Significant Accept Ho, reject Ha
Civil Status -0.224 0.127 Not Significant Accept Ho, reject Ha
Year Level -0.057 0.699 Not Significant Accept Ho, reject Ha
*Correlation is significance at level .05.

25
Overall Assessment

The correlation between OJT factors and Demographic profile shows that in Personal

Factors, sex got 0.181 in the pearson-r and the p-value is 0.219, age got 0.091 in the

person-r and the p-value is 0.539, in civil status got -0.123 in the pearson-r and the p-

value is 0.403, in year level got -0.06 in pearson-r and the p-value is 0.687, in

Management Related Factors, sex got 0.043 in the pearson-r and the p-value is 0.773,

age got -0.015 in the person-r and the p-value is 0.92, in civil status got -0.001 in the

pearson-r and the p-value is 0.993, in year level got -0.06 in pearson-r and the p-value is

0.688, in Interpersonal Factors, sex got 0.037 in the pearson-r and the p-value is 0.803,

age got 0.025 in the person-r and the p-value is -0.231, in civil status got 0.114 in the

pearson-r and the p-value is 0.993, in year level got 0.135 in pearson-r and the p-value

is 0.361, and in Environmental Related Factors, sex got 0.074 in the pearson-r and the

p-value is 0.616, age got -0.02 in the person-r and the p-value is 0.895, in civil status got

-0.224 in the pearson-r and the p-value is 0.127, in year level got -0.057 in pearson-r

and the p-value is 0.699.

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 CHAPTER 5

SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS

This chapter presents the summary of findings, conclusions and

recommendations of the study.

Brief Review of the Study

This study aimed to determine the factors affecting the on – the – job
training of the Bachelor of Science in Hotel and Restaurant Management students of
Norzagaray College. Specifically, it sought to answer the following sub-problems.
Demographic profile of the respondents in terms of the following variables:

1.1 Gender;

1.2 Age;

1.3 Civil Status

1.4 Year Level

1.5 Assigned Department;

Summary of Findings

The statement of the problem served as a frame of reference in presenting the

salient findings of this research.

I. Profile of the Students

Four (2) personal variables were reckoned in describing the profile of the respondents in
terms of age and gender.

1.1 Majority of the students 37 or 77.1% of the respondents are 19-21 years old. The

frequency of 5 or 10.4% of the respondents are 22-24 years old and the frequency of 4

or 8.3% of the respondents are 18 and above years old and same with the frequency of

2 or 4.2% of the respondents are 25 and above years old.

1.2 Out of forty-eight (48) randomly chosen students 27 or 56.3% of the respondents are
male and the frequencies of 21 or 43.8% of the respondents are female.

27
 II. Factors Affecting the On the Job Training of HRM Students of
Norzagaray College

2.1 The weighted mean of 4.1 falls on the category of response “Agree”. This connotes
that the forty-eight (48) where agree that there are personal factors affecting the on the
job training of the students

2.2 The weighted mean of 3.0 falls on the category of response “Agree”. This connotes
that the forty-eight (48) where neither agree nor disagree that there are management
related factors affecting the on the job training of the students.

2.3 The weighted mean of 4.2 falls on the category of response “Agree”. This connotes
that the forty-eight (48) where agree that there are interpersonal factors affecting the on
the job training of the students.

2.4 The weighted mean of 4.1 falls on the category of response “Agree”. This connotes
that the forty-eight (48) where agree that there are environment related factors affecting
the on the job training of the students.

Conclusions
Based on the significant findings of the study the following conclusions were drawn:

1. Most of the respondents are between 19 to 21 years old

2. The respondents did agree that there are personal factors affecting the on the
job training
of the students

3. According to the respondents, that they neither agree nor disagree that there
are management related factors affecting the on the job training of the
students

4. The respondents did agree that there are interpersonal factors affecting the
on the job training of the students.

5. According to the respondents, they did agree that there are environment
related factors affecting the on the job training of the students.

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Recommendations
Regarding the significant findings of the study, the following recommendations
are offered:

1. The environment on where HRM students do their job training should have a
good ambiance and healthy working relationships

2. The school administration should have clear policies regarding on the job
trainings and must secure the healthy working environment of their
practicumers.

3. Giving special merit/awards to the practicumers for successfully completing

their trainings. Praise and recognition are essential to an outstanding
workplace.

4. School administrators must strategically partner with institutions known for

their excellent reputation both locally and abroad. In this, interest and
strength of the students will be highlighted.

5. It is important for the school to hear feedbacks of the students to the

institution/establishment/hotel who manages trainees under internship or on-
the-job training. Feedbacks about work ethics, employability skills and
opportunity development.

References

Virginia N. Gordon, Ph.D. & George E. Steele, Ph.D. (2015). The undecided college
student: An Academic and Career Advising Challenge (4th ed.)

Article in Journal of European Industrial Training 26(2/3/4) · January 1997 with 7,941

Reads

Sunjay Taladtad, Working at Emerson Electric Asia, (Ltd.) – ROHQ

Mary Grace T. Delelis, International Journal of Advanced Research in Management and

Social Sciences

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