1

DETERMINING THE IMPACT OF DIVERSITY QUOTIENT AND SKILLS

INCLUSION ON THE WORK PERFORMANCE AMONG OFFICE
EMPLOYEES AT SELECTED COMPANIES WITHIN
FIRST CAVITE INDUSTRIAL ESTATE

Myra R. Biblanias
Marlyn D. Cairo
Marjhorie V. Corales
Jewel Alec T. Peren
Anthony V. Zara

An undergraduate thesis manuscript submitted to the faculty of the College of Business

and Office Management, AISAT College - Dasmariñas, City of Dasmariñas, Cavite in
partial fulfillment of the requirements for the degree of Bachelor of Science in Office
Administration, with Contribution No.__________. Prepared under the supervision of
Prof. Kathleen N Sangalang, MBA.

INTRODUCTION

The 21st century offers many innovative ideas, making the world a place everyone

must be reckoned with and included. Having diverse teams with various skilled

individuals has become a new concept in organizations, providing an edge and

competitive advantage in the contemporary workplace. Employees are no longer just

workers but have become the foundation of the company's life in a constantly evolving

work environment. One of the critical factors in an organization is the diversity quotient

and skills inclusion, which recognize and value a wide range of competencies and
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abilities within a team and among individuals. This trend has emerged in subsequent

generations.

The diversity quotient measures an individual's and an organization's ability to

manage various diverse constraints such as age, sex, educational attainment, length of

service, and geographic background. As workplaces become more interconnected,

acknowledging the unique strengths that diverse teams bring to the globalized standard

becomes vital. Recognizing diversity as population-based and championing it as a force

for creating an environment where employers and employees are comfortable is a factor

behind the success of business organizations. Having diverse teams sets the capacity for

significant achievements and opportunities for growth for both employees and employers,

benefiting the company's goals. The diversity quotient has become a metric associated

with more substantial opportunities and achievements, promoting creativity and good

decision-making and contributing significantly depending on the management's approach.

Skills inclusion is also a strategic approach that helps harness the unique strengths

of each team member, emphasizing the strategic importance of their skills. Skills

inclusion critically ensures that the workforce is not just equipped with the necessary

expertise but is also capable of navigating the complexities of the professional landscape.

It explores how employees showcase themselves during tough situations and

unpredictable challenges in the workplace. Skills inclusion is a core area employers

should adapt to, and employees should possess, offering numerous opportunities for

growth within the company or organization.

According to Ali (2024), organizations frequently have big goals and perhaps a

series of tiny but significant ones that change cultures, often unattainable by a single
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person or team. According to Dwyer (2021), maintaining several realities granted to a

diverse range of identities, such as the ability to speak and make decisions, is vital within

the workplace. Hire (2022) states that having a varied workforce is essential as it fosters

ideas and solutions from diverse backgrounds and viewpoints. According to Smith,

Brown, & Garcia (2021) and Johnson et al. (2022), the significance of having diverse

groups of people and effectively harnessing their array of skills positively influences

overall company performance. The International Labour Organization (2022) presents

compelling evidence that diversity quotient and skills inclusion in an organization lead to

better outcomes, including innovation, productivity, performance, talent recruitment and

retention, and workforce well-being.

Diversity quotient and skills inclusion are different approaches that have become

intertwined within the workplace environment and among the employees in an

organization. The cultural atmosphere shapes the workplace environment and ensures the

organization functions as a unified entity. Therefore, it is essential to have comprehensive

details about these factors and understand how the diversity quotient and skills inclusion

correlate with employee work performance in the organization. While some existing

literature acknowledges the diversity quotient and skills inclusion, there is a lack of

understanding of how these affect office employee work performance within an industrial

company. This study aims to address this gap by determining the impact of diversity

quotient and skills inclusion on the work performance of office employees at selected

companies in the First Cavite Industrial Estate.

The First Cavite Industrial Estate, spanning 159.5 hectares, was inaugurated in

1997 in Langkaan, City of Dasmariñas, Philippines. Initially, a joint project of three

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prestigious companies—National Development Company, Marubeni Corporation, and

Japan International Development Organization—it provides infrastructure, facilities, and

services such as a general industrial zone, an export processing zone, and plots ranging

from 1,000 sq. m. to 20 hectares, power, telecom, water supply, and a secure four-lane

road network. Its locational advantages include ample labor, industrial peace, and

proximity to a skilled workforce.

Statement of the Problem

This study aimed to determine the impact of diversity quotient and skills inclusion

on work performance among the office employees at the selected companies in First

Cavite Industrial Estate. Specifically, to answer the following questions:

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

1.1 Age

1.2 Sex

1.3 Length of Service

1.4 Educational Attainment

1.5 Ethnicity

1.6 Mother Tongue

1.7 Region

1.8 Religion

2. What is the impact of the diversity quotient on work performance in terms of:

2.1 Resiliency

2.2 Openness
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2.3 Values

2.4 Bridging

3. What is the impact of skills inclusion on work performance in terms of:

3.1 Flexibility

3.2 Communication

3.3 Competence

3.4 Reliability

4. What is the significant difference in the impact of the diversity quotient when

grouped according to demographic profile of the respondents?

5. What is the significant difference in the impact of skills inclusion when grouped

according to demographic profile of the respondents?

6. What is the significant relationship between the diversity quotient in the

organization and skills inclusion in the work performance of the respondents?

Objectives of the Study

This study aimed to determine the impact of diversity quotient and skills inclusion on

work performance among the office employees at the selected companies in First Cavite

Industrial Estate, specifically to:

1. Determine the demographic profile of the respondents in terms of:

1.1 Age

1.2 Sex

1.3 Length of Service

1.4 Educational Attainment

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1.5 Ethnicity

1.6 Mother Tongue

1.7 Region

1.8 Religion

2. Determine the impact of the diversity quotient on work performance in terms of:

2.1 Resiliency

2.2 Openness

2.3 Values

2.4 Bridging

3. Determine the impact of skills inclusion on work performance in terms of:

3.1 Flexibility

3.2 Communication

3.3 Competence

3.4 Reliability

4. Determine the significant difference in the impact of the diversity quotient when

grouped according to demographic profile of the respondents.

5. Determine the significant difference in the impact of skills inclusion when

grouped according to demographic profile of the respondents.

6. Determine the significant relationship between the diversity quotient in the

organization and skills inclusion on the work performance of the respondents.

Hypotheses

The following is the research hypothesis of the study:

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H01: There is no significant difference in the impact of the diversity quotient when

grouped according to their demographic profile of the respondents.

H02: There is no significant difference in the impact of skills inclusion when grouped

according to their demographic profile of the respondents.

H03: There is no significant relationship between the diversity quotient in the

organization and skills inclusion in the work performance of the respondents.

Theoretical Framework

Social Identity Theory

Social Identity Theory by Bright (2017) describes how people categorize others

into in-groups and out-groups. The in-group consists of members who hold favorable

views of each other and receive preferential treatment. Conversely, the outgroup

comprises those who do not belong to the ingroup. This categorization arises due to

limited interactions with out-group members and the strong cohesion within in-groups.

According to Tuning (2017), the diversity, culture, and identity of individuals

significantly impact the workplace.

Similarity Attraction Theory

In the similarity-attraction theory by Evie and Airth (2017), individuals tend to

draw to others who share similar attitudes, personal values, activities, and physical

appearances. Researchers have thoroughly studied this concept in both romantic and non-

romantic relationships. While personality may not be the most crucial factor, it is still a

significant component of attraction. In essence, people are more likely to be attracted to

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others who possess comparable qualities and interests to themselves. According to Bright

(2019), similarity-attraction states that individuals are attracted to others because of

common similarities.

Social attraction theory and similarity theory in the workplace could both be

valuable. While similarity theory asserted that particular characteristics in common made

people more drawn to others, social attraction theory contended that various reasons,

including similarity, drew people to one another. Both views reflected how colleagues

connected in the workplace based on shared ideals, interests, or traits.

Conceptual Framework

The input, as shown in Figure 1, would determine the correlation between the

demographic profile of office employees, including age, sex, educational attainment,

length of service, region, mother tongue, ethnicity, and religion. The objective was to

determine the impact of the diversity quotient in terms of resiliency, openness, values,

and bridging, as well as the impact of skills inclusion in terms of flexibility,

communication, competence, and reliability.

The study would process and analyze the demographic profile, impact of diversity

quotient, and skills inclusion among selected office employees using descriptive statistics

such as frequency counts, means, and percentages.

Moreover, the correlation test aimed to determine how the diversity quotient and

skills inclusion affect the work performance of office employees. The analysis would

serve as guide material in determining the effects of diversity quotient and skills inclusion

on the work performance of selected companies in the First Cavite Industrial Estate.
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Determine the Impact of the

Diversity Quotient on Work
Demographic Profile : Performance in terms of:
 Resiliency
 Age  Openness
 Sex  Values
 Educational  Bridging
Attainment
 Length of
Service Determine the Impact of The
 Region Skills Inclusion on Work
 Mother Tongue Performance in terms of:
 Ethnicity
 Flexibility
 Religion
 Communication
 Competence
Figure  Reliability 1.

Conceptual Framework

Significance of the Study

The study provided valuable information on determining the impact of diversity

quotient and skills inclusion on the work performance of office employees in the selected

companies in First Cavite Industrial Estate. This study aimed to determine the impact of

diversity quotient and skills inclusion on the work performance of office employees.

Thus, it provided valuable information to various parties, such as industrial companies,

office employees, the public, and future researchers.

For Industrial Companies. This enhances management's knowledge and creates

a more competent and high-performing office environment.

For Office Employees. This enlightens employees about embracing differences

among their colleagues.

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For the Public. This improves public knowledge about advocating diversity and

skills inclusion initiatives.

For Future Researchers. The study is a foundation for developing related

research on the impact of diversity quotient and skills inclusion on employee work

performance, improving future study outcomes.

Time and Place of the Study

Researchers conducted the study at selected companies in First Cavite Industrial

Estate. One hundred (100) respondents participated in the study to determine the impact

of diversity quotient and skills inclusion on their work performance.

Scope and Limitation

The study centered on 100 office employees from nine allowed industrial entities

within the First Cavite Industrial Estate: Double M. Garments Corp., Dongsheng

Electronics Philippines Corporation, Fatec Manufacturing Corporation, Fuji Name

Philippines Inc., Ishida Philippines Grating Inc., KSM Manufacturing Corp., MGK

Manufacturing Corp., Resonac Aluminum, and Ushio Philippines Inc. The aim was to

identify the demographic profile of the selected office employees regarding age, sex,

educational attainment, length of service, region, mother tongue, ethnicity, and religion,

regardless of their position as office workers. The study sought to provide an in-depth

analysis of the diversity quotient's effect on the work performance of office employees,

focusing on the organization's resilience, openness, values and bridging, and examining
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skills inclusion in work performance regarding employee flexibility, communication,

competence, and reliability.

However, while the study offered valuable insights, it was essential to

acknowledge potential limitations. Specifically, mother tongue, ethnicity, and religion

were anchored only to the commonly and majority-known. The mother tongue focused on

Tagalog, Cebuano, Iloko, and Bikol. Ethnicity emphasized Tagalog, Cebuano, Ilokano,

Bikolano, and Muslims. Religion concentrated on Roman Catholicism, Islam,

Christianity, and Iglesia ni Cristo. Additionally, the analysis was restricted solely to office

employees of nine selected industrial estates inside Cavite, located in Luzon, which might

limit the generalizability of the findings. Furthermore, factory workers and non-office

personnel were not within scope, and excluding other industrial companies in Luzon,

Visayas, and Mindanao might have impacted the broader applicability of the study's

results.

Definition of terms

Bridging - involves facilitating meaningful mutual understanding among

members from different backgrounds to create a strong connection.

Communication - being responsive and sensitive by actively listening and having

the knowledge to deliver clear and concise information and data.

Competence - refers to the collection of employee knowledge and skills to

perform a task successfully and sufficiently.

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Diversity Quotient - measures how much different groups need to conceal or

adjust identities to coexist in a community and intentionally build sustainable

relationships among people and organizations.

Flexibility - the ability to adapt to sudden changes in the short term, allowing

employees to handle unexpected tasks and problems with composure.

Openness - involves the act of sharing and receiving information transparently.

Openness in organizations means employees are free to express and offer individual

opinions about decision-making.

Reliability - trustworthy sources of information, ensuring consistency when

performing tasks.

Resiliency - means bouncing back from errors. A demonstration of resilience

includes an organization encouraging employees to return to work after experiencing a

problematic or burdensome event.

Skills Inclusion - actively integrates recognition of a diverse range of skills and

abilities within an organization.

The following terms are defined operationally for better understanding:

Values - refer to the guiding principles upheld by an individual or organization. In

the workplace, organizations play a crucial role in upholding these guiding principles to

create a work environment that drives success.

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REVIEW RELATED LITERATURE

This chapter was crucial for enhancing the study's credibility. The researcher

explored and analyzed concepts and theories related to diversity quotient, skills inclusion,

and work performance in the workplace. The main objective was to understand the

subject matter, including its complexities, comprehensively. The discussion concentrated

on specific aspects of these factors, providing an in-depth analysis of their impact on

overall workplace performance. Specifically, the study aimed to determine if both factors

correlated with employee performance.

Diversity Quotient

The diversity quotient by Lawrence (2023) refers to various human characteristics

and ways that individuals are different. Differences among people include those born and

raised, their family and cultural group, factual differences in personal identity, and chosen

differences in significant backgrounds. Some diversity relates primarily to culture, some

stems from biology, and some individuals define their diversity personally. Diversity

generally involves things that might significantly affect some people’s perceptions of

others, not just any way people happen to be different.

Thus, according to Kumar (2023), the workplace manifests internal diversity

through factors such as age, ethnicity, and assigned sex. External diversity is evident in

educational attainment, religion, mother tongue, and birth origin. Organizational diversity

encompasses length of service in the company, place of work, and union membership

aligned with goals and activities. Furthermore, worldview diversity in the workplace
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involves individuals' comprehensive approaches and perspectives. Notably, work ethics

extend beyond the professional realm, meaning personal and organizational. Similarly,

one's outlook on life encapsulates an overall strategy and perspective, influencing various

aspects of work and personal conduct.

Blakely and Hultzman (2023) elaborate on language diversity, emphasizing its

broad scope in capturing distinctions between various languages and the diverse modes of

human communication. Contemporary scientific understanding underscores language as a

defining feature distinguishing the human species from others on Earth.

Adding to the diversity perspective, Future Learn (2022) provides a specific

example of linguistic diversity in the Philippines, stating that the country boasts 183

languages, predominantly indigenous or regional. Remarkably, there is an 80%

probability that any two randomly selected individuals in the Philippines will grow up

speaking different languages, solidifying the nation's position as one of the most

linguistically diverse countries globally.

Diversity Quotient in Workplace

The diversity quotient in the workplace, according to Smith (2023), is about

assessing employee demographics, which is crucial for businesses aiming to attract the

right talent, as highlighted by a U.S. survey where 75% of employees felt the workplace

requires increased diversity. Malec (2021) highlighted that workplace diversity involves

hiring people from various demographic groups and backgrounds. However, focusing

solely on the surface-level diversity of an organization's staff was not enough. Diversity

in the workplace included more than just race and sexual orientation; it also encompassed
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factors like an organization's diverse workforce. According to Rock (2019), when people

work with those who are different from them, it forces a reexamination of facts, objective

viewpoints, and closer scrutiny of each other’s actions that helps team members become

more aware of their preferences, leading to better decision-making.

As per Green Thumb (2023), in the interconnected global landscape, workplace

diversity is no longer a mere obligation but a vital necessity for organizational success. It

enhanced productivity, fostered a healthier work culture, boosted employee engagement,

and mitigated favoritism. Effective communication of policies, procedures, and norms

was crucial, transcending language and cultural barriers through diverse means such as

translations, images, and infographics. Embracing diversity not only provides a

competitive edge but also allows teams to collaborate, understand different perspectives,

and prevent cultural misunderstandings. Sensitivity to employees' unique backgrounds,

encouraging diverse opinions, and fostering open communication will enhance efficiency

and productivity. Embracing differences, encouraging expression, and utilizing feedback

mechanisms to understand and address employees' concerns can lead to positive

organizational change.

Skills Inclusion

Skills inclusion, according to Staff (2023), involves workplace or transferable

skills crucial for an impactful employee. Tprestianni (2023) stated that skills inclusion

involves incorporating various organizational skills and abilities. It involved creating an

environment that includes individuals with expertise, contributing to a more dynamic and

effective workforce. According to Indeed (2023), when developing a professional résumé,

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it was crucial to integrate an employability skills section highlighting competencies

directly relevant to the specific position. These details served as essential cues, guiding

applicants to customize their presentations to align seamlessly with the company's

expectations. According to the Columbia Broadcasting Station (Young, 2023), employees

should not only have technical proficiency but also demonstrate capabilities such as

collaboration within a team, which means being transparent and efficient communicators

in completing tasks. A global survey conducted by LinkedIn involving 5,000 talented

professionals revealed that 92% of employers stated employability skills were the number

one need in their companies.

According to the 2024 report from the Chartered Institute of Personnel and

Development, organizations play a crucial role in enhancing skills inclusion in the

workforce, which is integral to boosting productivity and fostering economic growth.

Successful talent and succession planning requires a deep understanding of current and

future business requirements. Simultaneously, organizations needed to stay attuned to the

broader skills landscape and policy framework within the countries where they operate

for sustainable effectiveness.

Resiliency

Resiliency, according to Garabiles et al. (2022), is about acknowledging failures

objectively, emphasizing mistakes as neutral, and encouraging employees to learn, grow,

and improve, which is vital within the organization. Age differences showed slightly

higher resiliency among older employees, suggesting life experiences might have

contributed to this variation. Both male and female employees showed high resilience,
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regardless of tenure. Thus, Regalado (2023) posited that resiliency, regarded as an

admirable trait, manifested a dual nature within cultural values, presenting both

commendable and potentially detrimental aspects, particularly within the workplace

context.

Resilience, according to Studydocu (2023), focuses on building networks,

cooperative interaction, and authentic living, which are crucial for enhancing workplace

resilience. Understanding the primary workplace resilience factors allows for targeted

interventions that foster resilience in demanding environments. Expanding resilience

initiatives throughout the organization was pivotal for personnel development, facilitating

successful adaptation to demanding work roles and situations. However, Mind You

(2022) contended that while being accommodating and resilient contributes to exemplary

employee performance, employees must cultivate a discerning balance.

Openness

Organizational openness by Wilkinson (2018) pertains to promoting transparency,

unrestricted access to information, and positive collaboration among team members to

facilitate cooperative decision-making. The openness approach prioritized learning over

right-doing and created an environment where knowledge flows freely. In such a setting,

leaders ensure that decisions and underlying rationales are accessible to all team

members. The cornerstone of an open organization lies in providing free access to content

and information that goes beyond specific decisions and encompasses the organization's

overall culture.
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Openness, according to Lara P. (2021), involves engaging in teamwork activities

and participating in programs encouraging kindness and openness toward diverse

perspectives. An organization's culture plays a critical role in realizing the benefits of

organizational transparency. It had to actively support open decision-making for the

organization to fully leverage its agility, learning orientation, and absorptive capacity.

Organizations that embraced openness tended to exhibit higher levels of these traits,

fostering respect, trust, risk reduction, brand enhancement, and increased collaboration.

Values

Values, as per Abun (2021), are strong indicators throughout the work

environment. Indeed (2023), implicating people's values at work is the most crucial

principle for individuals and employers. Values are most important to a company, often

called corporate or core values, and relate to what employers expect from staff or team

members. According to Dilenschneider (2013), there are five core values that the

workplace possesses: integrity, accountability, action, diligence, perseverance, and

discipline.

As per Dorkenoo et al. (2022), the essential role of management is to integrate a

clear set of guiding principles and values within an organization. Establishing an inspiring

workplace value system involved more than symbolic gestures, emphasizing the need for

a robust system with critical components: a founder or influential leader instilling values,

commitment to aligned business operations, and genuine concern for employees' well-

being.
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Bridging

Gallup (2015) indicates that bridging is about recognizing the employer's and

employees' responsibility for bridging the engagement gap. Companies should foster a

culture that promotes employee engagement, starting with leadership and extending to

grassroots levels. Identifying individuals within the organization, regardless of official

positions, has become a recent trend in workplace engagement initiatives. As for Mind

You (2022), organizational culture and supervisory relationships also matter, varying in

interpretation across organizations. Achieving holistic well-being that involves social

support and recognizing its interdependence is crucial. For Kuligowski (2023), however,

with only 32% of employees having good engagement with the company, employers must

boost engagement to curb turnover rates. Welcoming new hires fosters engagement by

creating a positive work environment with career development opportunities that benefit

employees and the business, leading to growth. For Eisenhauer (2023), hiring people of

different ages also plays a vital role in shaping an organization. Understanding the

generational nuances is pivotal to bridging the gaps among different generations within a

workforce effectively.

For BrandRoom (2023), bridging encourages collaboration, fosters understanding,

and accelerates business outcomes through diverse perspectives. Thus, for De Jesus

(2023), bridging is about nurturing intergenerational relationships and creating spaces for

meaningful dialogue that can harness the collective wisdom and innovative ideas of

seasoned professionals and emerging talents.

Flexibility
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Individual flexibility, based on Indeed (2023), is crucial for workplace success.

Being a flexible employee means adapting to changes, taking on new responsibilities, and

being willing to help colleagues. Demonstrating flexibility can lead to more

opportunities, such as promotions. As per Gimenez (2022), workplace flexibility is the

ability to quickly adapt to changes in the working environment and mitigate potential

risks. Employees who demonstrate flexibility by aligning with the company's objectives

and actively working towards achievement are in a position to take advantage of a myriad

of opportunities in the workplace, including the potential for promotions and career

advancement.

Communication

Communication, as per Staff (2023), is about improving one's verbal and non-

verbal skills, which is a vital element for achieving success in both professional and

personal endeavors. An effective communication process is the exchanging of ideas,

thoughts, and data in a clear, concise, correct, complete, and compassionate manner, also

known as the "5 C's." For Ramos (2022), communication is vital to understand when

working. Recognizing communication patterns will help employees establish a good

rapport with colleagues and foster positive relationships. The communication style in the

workplace emphasizes indirectness, politeness, and an emphasis on saving face. Being

polite and respectful to others when communicating and avoiding confrontation preserves

harmony among co-workers. Thus, according to Rabia (2015), primary languages such as

the mother tongue serve as communication tools used by individuals in their daily lives to

convey information and arguments. In this context, language intertwines with culture,
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representing a group of people and closely linking to the attitudes and behaviors of

various groups of language speakers.

Competence

Competence, based on Indeed (2022), emphasizes the importance of competencies

in career development and is a comprehensive measure of an individual's potential

contribution to an organization. Competencies include knowledge, skills, and abilities,

reflecting an individual's ability to execute tasks sufficiently. The competencies can be

broad and applicable to all employees or tailored to specific roles. Understanding

competencies is crucial for career success, as these embodied multifaceted skills and

qualities that propelled employees toward achieving career aspirations.

The Philippine E-Journal (2019) directly links the performance of employees to

work competencies. Work competencies refer to the knowledge, skills, and abilities that

employees possess to carry out jobs sufficiently. When employees have strong work

competencies, the organization can be better equipped to execute quality work. In turn,

success follows as employees perform at peak levels. Overall, work competencies are

essential components of a thriving organization.

Reliability

Reliability, according to Vulkov (2022), is a person who is a trustworthy and

consistent colleague. Employers value reliable employees as the foundation of the

organization. A dependable employee can prioritize tasks effectively and reduce

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supervision requirements, as commitment and leadership have already demonstrated,

which eventually can lead to increased productivity. Reliable people also serve as

trustworthy sources of information, avoiding overestimation, dishonesty, and

manipulation of information. Therefore, it is crucial to demonstrate reliability in the

company to show commitment and lead by example.

For Michaelidou (2023), reliability is a cornerstone for career satisfaction and

success. By honing skills such as consistency, dependability, and trustworthiness in

various aspects, providing accurate information, and performing consistently, individuals

could not only deliver quality work but also foster positive relationships and inspire trust.

Thus, for Wika Instruments Philippines Inc. (2024), commitment to reliability ultimately

yielded twice the reward. However, according to Mendoza (2022), to improve workplace

reliability, managers should lead by example and ensure the performance management

process is reliable. Reliability deepened trust, which was not just a fluffy concept but

concrete and cemented by action.

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METHODOLOGY

The purpose of this chapter was to provide a detailed description of the procedural

steps that were essential for establishing the rationale of the study. The study

encompassed critical participant information, employed instruments, and procedural

methodologies, and applied statistical treatment. These components were crucial for

conducting a comprehensive analysis and evaluation of the present data. Furthermore,

this section aimed to elaborate on the researchers' rationale behind selecting

methodologies and instruments. It sought to explain the underlying reasons guiding

respondents, thus offering a comprehensive understanding of the strategic preferences

that shaped the research methodology.

Research Design

The study employed a quantitative method with descriptive-correlational analysis

to examine the influence of diversity quotient and skills inclusion on the work

performance of office employees in specific companies located in First Cavite Industrial

Estate. The main aim of the research was to gain a comprehensive understanding of how

diversity quotient and skills inclusion interacted to impact work performance within the

industrial sector.
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Participants of the Study

The study's respondents are 100 office employees at the selected companies in the

First Cavite Industrial Estate, which is one of the vital processes to keep the study

successful. Each participant had an office position at the selected industrial companies

that had consented to participate in the study. The researchers used a survey form to

collect information from the respondents.

Table 1. Distribution of Respondents per selected Company in the First Cavite Industrial
Estate
FCIE Companies Frequency Percentage
Industrial Company A 15 15%
Industrial Company B 8 8%
Industrial Company C 19 19%
Industrial Company D 7 7%
Industrial Company E 6 6%
Industrial Company F 6 6%
Industrial Company G 13 13%
Industrial Company H 10 10%
Industrial Company I 16 16%

TOTAL 100 100%

Sampling Techniques

The descriptive-correlational study employed purposive sampling; a non-

probability technique also known as selection sampling. Researchers intentionally

selected participants based on specific criteria relevant to the study objectives. The

method ensures a focused and meaningful data collection process by targeting individuals

with characteristics or experiences essential for the study. The aim was to assess and
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describe work performance, focusing on diversity quotient and skills inclusion, within

selected companies in First Cavite Industrial Estate. This approach allowed for a precise

study, gathering data from a significant portion of the sample.

Data Gathering Procedures

The thesis adviser, statistician, and academic research coordinator of the college

department guided and approved the formal process for developing research questions.

The study aimed to determine the impact of diversity quotient and skills inclusion on the

work performance of the respondents from selected companies in the First Cavite

Industrial Estate. The data collection process began with identifying office workers

within the selected companies. To achieve this, the researchers sought the cooperation of

the authorities at the selected companies to determine the estimated number of office

employees.

The researcher, with approval from the thesis adviser, drafted an official letter

seeking permission from the AISAT College Dasmariñas school director to administer a

questionnaire for a personal survey among a specific group of respondents. Subsequently,

researchers generated a second letter requesting authorization to research selected

companies in the First Cavite Industrial Estate.

Upon securing approval, the researchers administered the questionnaires to the

chosen respondents, ensuring prior permission from relevant individuals and authorities.

The researcher personally conducted the questionnaire sessions, allocating sufficient time

to each respondent to reveal authentic insights crucial to the study. Following the

questionnaire phase, the collected data underwent computations facilitated by the chosen
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AISAT College Dasmariñas statistician. Afterward, researchers comprehensively prepared

the data for presentation, thorough analysis, and insightful interpretation.

Research Instruments

The researcher prepared a survey questionnaire aimed at finding data to determine

the correlation between the diversity quotient and skills inclusion in the work

performance of the office employees in the selected companies of First Cavite Industrial

Estate. The survey instrument had three (3) parts classified accordingly: the demographic

profile, diversity quotient, and skills inclusion.

Researchers use the four-point Likert scale to rate the impact of diversity quotient

and skills inclusion on work performance among office employees at selected companies

in the First Cavite Industrial Estate.

Table 2. The Four-Point Likert Scale was used to Determine the Impact of Diversity
Quotient on the Work Performance of Office Employees
Rate Equivalent Verbal Interpretation
4 3.25 – 4.00 Always

3 2.50 – 3.24 Often

2 1.75 – 2.49 Sometimes

1 1.00 – 1.74 Rarely

Table 3. The Four-Point Likert Scale will be used in Determining the Impact of Skills
Inclusion on the Work Performance of Office Employees
Rate Equivalent Verbal Interpretation
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4 3.25 – 4.00 Always

3 2.50 – 3.24 Often

2 1.75 – 2.49 Sometimes

1 1.00 – 1.74 Rarely

Statistical Treatment of Data

The study used the following formulas:

Frequency and percentage show the results in proportional percentage form,

measuring the rate of the profile of the participants.

f
%= x 100
N

Where:

% = Percentage

f = Frequency

N = Number of cases

The independent T-test, also known as the two-sample t-test, was used to

compare the means of two independent groups to determine if there is a significant

difference between them.

t¿
X 1−X 2

√
2 2
S1 S2
+
n1 n2

Where:

𝑋̅1 and 𝑋̅2 are the sample means of the two groups.
 28

𝑆12 and 𝑆22 are the sample variances of the two groups.

𝑛1 and 𝑛2 are the sample sizes of the two groups.

The arithmetic and weighted mean was the sum of all observations divided by

the number of observations.

𝑛
n
1
A= ∑ ❑ ai
n i=1

Where:

A = arithmetic mean

n = number of values

ai = data set values

One-way analysis of variance, also known as within-subjects ANOVA, is used to

compare the mean value of samples to check whether both were significantly different.

MST
F=
MSE
k

∑ ❑ (T 2i /ni )−G2 /n
MST = i=1
k −1

ni
Y k
k ij−¿
2
∑ ❑ ( T 2i /ni)
MSE=∑ ❑ ∑ ❑ i=1
¿
i=1 j=1 n−k

Where:
 29

F= the variance ratio for the overall test,

MST = the mean square due to treatments or groups

MSE = the mean square due to error

Yij = an observation, Ti is a group total

G = the total of all observations, ni is the number in group i and n

is the total number of observations.

Pearson’s r correlation coefficient is a prevalent method for measuring the linear

correlation between two variables. This coefficient produces a numerical value between -

1 and 1, indicating the direction and strength of the relationship between the variables. As

one variable changed, the other variable changed correspondingly.

(∑❑ ❑ xy)−(∑❑ ❑ x )(∑❑ ❑ y )

❑ ❑ ❑
n
r=
√¿ ¿ ¿

Where:

r = Pearson Coefficient

n = number of pairs of the

stock

∑xy = sum of products of the paired stocks

∑x = sum of the x scores

∑y= sum of the y scores

∑x2 = sum of the squared x scores

∑y2 = sum of the squared y scores

Ethical Considerations
 30

Before initiating the study, the researchers diligently sought and obtained formal

consent from the school director of the AISAT College Dasmariñas, to ensure that the

researchers would meet all necessary ethical and legal requirements for conducting the

survey. Additionally, researchers secured permission to carry out the study within specific

industrial companies where the targeted respondents are located, thus recognizing the

importance of adhering to the regulations and policies of the respective organizations.

As a testament to the unwavering dedication to upholding ethical and professional

standards, researchers' integrity and professionalism in the survey are evident in the

meticulous establishment of comprehensive ethical research guidelines. Participants are

provided with a thorough and detailed explanation of the study's objectives and relevant

information, empowering respondents to make well-informed decisions by giving

voluntary consent to participate in the survey while ensuring their identities remain

confidential.

Emphasizing the paramount importance of safeguarding participant information,

the researchers implemented stringent measures to ensure the strict confidentiality of all

data collected, including protecting the identities and personal details of the participants

and meticulously handling the collected data with the utmost security. The researchers

made a deliberate effort to strictly adhere to the provisions of the Data Privacy Act,

particularly emphasizing compliance with RA 10173, as a clear demonstration of

commitment to upholding participant privacy and confidentiality at every stage of the

research process.
 31

RESULTS AND DISCUSSION

In this chapter, data was presented through tables to aid in analyzing survey

results. The discussion of the findings relied on relevant research that addressed the

problem under investigation.

Demographic Profile of the Respondents

Table 4. Frequency Distribution of Profile Variables in terms of Age

Age Frequency Percentage
21-28 years old 26 26%
29-38 years old 31 31%
39-48 years old 27 27%
49 years old and above 16 16%
Total 100 100%

Table 4 shows the frequency distribution of participants according to the age of

the respondents. 31 percent were aged 29–38 years old, 27 percent were aged 39–48 years

old, 26 percent were aged 21–28 years old, and 16 percent were aged 49 years old and

above. Consequently, most survey respondents were in the 29–38-year-old age bracket.
 32

Smith (2018) observed that having workers from diverse age groups within a

workplace promotes collaboration, knowledge exchange, and mutual support, thereby

contributing to a comprehensive and effective work environment.

Table 5. Frequency Distribution of Profile Variables in terms of Sex

Sex Frequency Age
Male 45 45%
Female 55 55%
Total 100 100%

Table 5 presents the frequency distribution of participants based on the

respondent's sex. According to the table, most respondents were female, accounting for

55 percent, while males constituted 45 percent.

For Smith (2018), women exhibited elevated agreeableness, susceptibility to

suggestion and persuasion, reduced assertiveness, more significant social desirability

bias, and a heightened interest in answering surveys.

Table 6. Frequency Distribution of Profile Variables in terms of Length of Service

Length of Service Frequency Percentage
0 - 6 months 17 17%
6 months – 1 year 19 19%
2 – 3 years 36 36%
4 years and above 28 28%
Total 100 100%

Table 6 illustrates the distribution of length of service among individuals. The

majority, comprising 36 percent of the respondents, had served for 2–3 years, indicating a
 33

significant portion of the group had relatively mid-range experience. 28 percent of

individuals had 4 or more years of service, reflecting a considerable portion with longer

tenures. 19 percent had tenures between 6 months and 1 year, while 17 percent had been

in service for 0–6 months. The group exhibits a diverse range of experience levels, with a

notable concentration in the 2–3-year category. This balanced distribution indicates a mix

of relatively new and more seasoned employees.

For CB (2020), this generation constituted a significant workforce. In today's

working world, employees typically remain in a job for an average of 2 years and 9

months, representing a substantial decrease in employee retention compared to previous

generations.

Table 7. Frequency Distribution of Profile Variables in terms of Educational Attainment

Educational Attainment Frequency Percentage
College Graduate 43 43%
College Level 34 34%
Vocational Graduate 23 23%
Total 100 100%

Table 7 shows the distribution of educational attainment among the respondents.

The findings indicated that 43 percent of the sample were college graduates, signifying a

substantial proportion of individuals with completed college degrees. 34 percent of the

respondents had attained a college level of education, suggesting the current pursuit of

higher education or completion of some college coursework. Furthermore, 23 percent of

the sample were vocational graduates, indicating the completion of vocational training or

education programs. Survey results revealed that most respondents were college
 34

graduates, followed by those with college-level and vocational qualifications,

respectively.

Krakoff (2019) asserted that attaining educational attainment would always

enhance one's career prospects. In today's competitive job market, it has become

increasingly common for employers to mandate a minimum of a bachelor's degree for

many positions.

Table 8. Frequency Distribution of Profile Variables in terms of Ethnicity

Ethnicity Frequency Percentage
Tagalog 59 59%

Cebuano 14 14%

Ilokano 5 5%

Bikolano 12 12%

Muslim 7 7%

Others 3 3%

Total 100 100

Table 8 illustrates the distribution of ethnicities among the respondents. The

majority belonged to the 59 percent Tagalog ethnicity—meanwhile, 14 percent of the

population identified as Cebuano. Bikolano represented 12 percent, indicating a diverse

range of ethnic backgrounds among the respondents. In the survey, 7 percent of

individuals identified as Muslim, representing a distinct ethnic group among the

respondents. Ilokano represented 5 percent, while 3 percent identified as belonging to

other ethnicities, signifying a more minor but notable representation. This finding
 35

emphasized the widespread presence of Tagalog ethnicity while recognizing the diversity

of ethnic identities.

According to Catherine (2018), Tagalog constituted 28 percent of the Philippines'

population and exerted significant influence in the nation's political, economic, and

cultural realms. The official language, Filipino, was based on the traditional Tagalog

language. Many Tagalog people had Spanish ancestry due to the country's history as a

Spanish colony.

Table 9. Frequency Distribution of Profile Variables in terms of Mother Tongue

Mother Tongue Frequency Percentage
Tagalog 61 61%
Cebuano 14 14%
Iloko 7 7%
Bikol 8 8%
Others 10 10%
Total 100 100%

The data presented in Table 9 depicts the distribution of mother tongues within the

surveyed population. The majority, constituting 61 percent, identified as Tagalog,

indicating a significant presence. 14 percent of the population is identified as Cebuano.

The dataset also revealed that 10 percent of the individuals identified as speakers of other

native languages. Moreover, 8 percent identified as Bikol, while 7 percent were Iloko.

These findings offered valuable insights into the composition of mother tongues,

underscoring the prevalence of Tagalog while also acknowledging the diversity of

languages present.

According to Hague (2019), the Philippines has eight major dialects spoken by

most Filipinos, including Tagalog, Cebuano, Ilocano, and Bicolano. Filipino was the
 36

national language used for communication among ethnic groups. It continued to develop

through borrowing from Philippine and non-native languages. There were over 76 major

language groups and more than 500 dialects in the country.

Table 10. Frequency Distribution of Profile Variables in terms of Region

Region Frequency Percentage
Luzon (Region I-V) 61 61%
Cordillera Administrative
3 3%
Region (CAR)
National Capital Region
11 11%
(NCR)
Visayas (Region VI-VIII) 15 15%
Mindanao (Region IX-
3 3%
XIII)
Bangsamoro Autonomous
Region in Muslim 7 7%
Mindanao (BARMM)
Total 100 100%

Table 10 presents the distribution profile in terms of region. The most significant

proportion, constituting 61 percent, originated from Luzon. Specifically, 15 percent of

respondents came from the Visayas (Regions VI to VIII), 11 percent from the National

Capital Region (NCR), and 7 percent were from the Bangsamoro Autonomous Region in

Muslim Mindanao (BARMM). The least represented regions were the Cordillera

Administrative Region (CAR) and Mindanao (Regions IX to XIII), each comprising 3

 37

percent of the respondents. These findings indicated that Luzon was the most

predominant region, followed by the National Capital Region (NCR) and the Visayas.

According to Staff (2023), Luzon Island is the largest in the Philippines and the

15th in the world. According to NIH (2024), the country comprises 17 regions within the

three island groups of Luzon (Regions I–V, the Cordillera Administrative Region [CAR],

and the National Capital Region [NCR]), Visayas (Regions VI-VIII), and Mindanao

(Regions IX–XIII and the Autonomous Region in Muslim Mindanao).

Table 11. Frequency Distribution of Profile Variables in terms of Religion

Religion Frequency Percentage
Roman Catholic 52 52%
Islam 6 6%
Christian 29 29%
Iglesia Ni Cristo 10 10%
Others 3 3%
Total 100 100%

The distribution in Table 11 illustrates the demographic profile of the respondents

based on religious affiliation. The data reveals that Roman Catholics comprise the

majority at 52 percent and Christians at 29 percent. Additionally, 10 percent identify as

Iglesia ni Cristo, 6 percent are Islam, and 3 percent fall into the "others."

According to Harvard (2024), Roman Catholicism is the predominant religion in

the Philippines, comprising around 90% of the population. Most of the country adheres to

the Catholic faith, with other Christian denominations, such as the popular Iglesia ni

Cristo, also present.

 38

Summary Tables of the Impact of the Diversity Quotient on Work Performance

Table 12. Summary Table of the Impact of Diversity Quotient on the Work Performance
in terms of Resiliency
Resiliency Weighted Mean Verbal Interpretation
1. To what extent does your
company support the different 3.32 Always
strengths and weaknesses of
employees in challenging roles that
require significant attention?

2. To what degree does a lack of 2.05 Sometimes

understanding of different work ethics
make you feel like it is harder for you
to bounce back from challenges?

3. How regularly do you express a 2.96 Often

willingness to adapt to different self-
beliefs in your workplace?
General Weighted Mean 2.78 Often

In Table 12, question 1, employees reported their company consistently supported

the strengths and weaknesses of employees in challenging roles, scoring 3.32 ("always").
 39

Patel and Singh (2020) emphasized the importance of tailored support for employees

facing significant challenges, fostering resilience and professional growth within the

organization.

In Table 12, question 2, employees sometimes struggled to bounce back from

challenges due to a lack of understanding of different work ethics, scoring 2.05

("sometimes"). Kim and Lee (2019) suggested that cultural differences in work ethics

could pose obstacles to resilience, requiring proactive efforts to bridge understanding and

foster adaptability.

Table 12, question 3, revealed that employees were often willing to adapt to

different self-beliefs, scoring 2.96 ('often'). Garcia and Martinez (2021) indicated that

embracing diverse perspectives and beliefs fostered a culture of inclusion and

adaptability, ultimately contributing to organizational resilience and success.

In Table 12, the general weighted mean was 2.78 ("often"), suggesting a consistent

demonstration of resilience within the workplace. This finding resonated with the meta-

analysis by Smith and Johnson (2018), which indicated that organizations promoting

resilience-building practices tended to experience higher levels of employee satisfaction

and overall performance.

 40

Table 13. Summary Table of the Impact of Diversity Quotient on Work Performance in
terms of Openness
Openness Weighted Mean Verbal Interpretation
1. To what extent does your
superior actively include
both sexes in decision- 3.25 Always
making, provided it aligns
with project goals?

2. To what degree do you

feel that your efforts to 1.97 Sometimes
collaborate go unnoticed
because you have a different
point of view than your other
colleagues?

3. To what degree does 3.25 Always

actively seeking feedback
from your superiors and
colleagues contribute to
enhancing collaboration and
understanding in your work?
General Weighted Mean 2.82 Often
 41

In Table 13, question 1, employees consistently reported that their superiors

actively included both sexes in decision-making, scoring 3.25 ("always"). Garcia and

Martinez (2021) suggested that inclusive decision-making processes contributed to a

more diverse range of perspectives, leading to better-informed decisions and improved

team morale.

In Table 13, question 2, employees sometimes felt that their efforts to collaborate

went unnoticed due to differing viewpoints, scoring 1.97 ("sometimes"). Kim and Lee

(2020) suggested that differences in opinion could sometimes lead to misunderstandings

or overlooked contributions within collaborative settings.

Table 13, question 3, revealed that actively seeking feedback from superiors and

colleagues always enhanced collaboration and understanding in the workplace, scoring

3.25 ('always'). Smith and Johnson (2019) indicated that soliciting feedback fostered open

communication channels and strengthened professional relationships, ultimately

improving work outcomes.

In Table 13, the general weighted mean was 2.82 ("often"), indicating a consistent

emphasis on openness within the workplace. This finding resonated with the meta-

analysis by Brown and Taylor (2018), which suggested that organizations promoting open

communication and collaboration tended to experience higher levels of innovation and

employee satisfaction.

Table 14. Summary Table of the Impact of Diversity Quotient on the Work Performance
in terms of Values
Values Weighted Mean Verbal Interpretation
1. To what degree do you
respect everyone's values 3.39 Always
in your workplace?
 42

2. To what degree does

your company support your 2.24 Sometimes
religious background?

3. To what degree do you

believe hiding your 2.93 Often
ethnicity is good for
assessing your
relationships with your
colleagues?
General weighted mean 2.85 Often

In Table 14, question 1, employees consistently reported respecting everyone's

values in the workplace, scoring 3.39 ("always"). Patel and Singh (2020) underscored the

importance of valuing diversity in the workplace, as it fostered a culture of inclusion and

respect, ultimately enhancing employee morale and performance.

In Table 14, question 2, employees sometimes felt that their religious background

was only supported by the company to a moderate extent, scoring 2.24 ("sometimes").

Chen and Wang (2019) suggested that while many organizations strived to accommodate

diverse religious beliefs, there may have been room for improvement in terms of

providing comprehensive support.

In Table 14, question 3, researchers revealed that employees often considered

hiding their ethnicity to assess their relationships with colleagues, scoring 2.93 ("often").

Lee et al. (2021) suggested that individuals might sometimes have concealed aspects of

their identity to navigate social dynamics within the workplace, highlighting the

complexities of diversity and inclusion efforts.

In Table 14, the general weighted mean was 2.85 ("often"), indicating a consistent

effort to navigate values-related dynamics within the workplace. Gomez and Martinez
 43

(2018) suggested that organizations prioritizing diversity and inclusion experience higher

levels of employee engagement and organizational performance.

Table 15. Summary Table of the Impact of Diversity Quotient on the Work Performance
in terms of Bridging
Bridging Weighted Mean Verbal interpretation
1. To what extent does your
company foster a positive culture 3.35 Always
despite having differences in work
roles?

2. To what extent do you

considerably detach yourself from 2.36 Sometimes
your superiors and colleagues?

3. To what degree do you fit

yourself into interacting with your 3.00 Often
superiors and colleagues due to an
age gap?
General weighted mean 2.90 Often
 44

In Table 15, question 1, employees consistently reported a positive culture despite

differences in work roles, scoring 3.35 ("always"). Zhang and Li (2021) suggested that

fostering a culture of inclusivity and respect for diverse perspectives could enhance team

cohesion and productivity, contributing to a positive work environment.

In Table 15, question 2, employees sometimes detached themselves from their

superiors and colleagues, scoring 2.36 ("sometimes"). Kim et al. (2019) indicated that

occasional detachment may have stemmed from differences in communication styles or

perceived power differentials within the organizational hierarchy.

In Table 15, question 3, researchers revealed that employees often tried interacting

with superiors and colleagues despite age gaps, scoring 3.00 ("often"). According to

Smith and Johnson (2020), bridging age-related differences through effective

communication and collaboration could foster knowledge-sharing and innovation within

the workplace.

In Table 15, the general weighted mean was 2.90 ("often"), indicating a consistent

effort to bridge differences within the workplace. Martinez and Garcia (2020) suggested

that organizations promoting bridging behaviors tend to experience higher levels of

employee satisfaction and overall performance.

Summary Tables of the Impact of Skills Inclusion on Work Performance

Table 16. Summary Table of the Impact of Skills Inclusion on Work Performance in terms
of Flexibility
Flexibility Weighted mean Verbal interpretation
1. To what degree do you
take on roles and
 45

responsibilities in helping 3.39 Always

your colleagues,
especially new
employees?

2. To what degree do you

find adjusting to changes 2.43 Sometimes
in your work environment
challenging?

3. How regularly do you

manage multiple tasks that 3.04 Often
are beyond your daily
tasks?
General weighted mean 2.95 Often

In Table 16, question 1, employees consistently took on additional roles and

responsibilities to assist their colleagues, particularly new employees, scoring 3.39

("always"). Johnson and Smith (2020) emphasized the positive impact of role flexibility

on employee engagement and team cohesion, highlighting its role in fostering a

supportive work environment.

In Table 16, question 2, employees sometimes found it challenging to adapt to

changes in their work environment, scoring 2.43 ("sometimes"). Williams et al. (2019)

suggested that organizational changes could disrupt established routines, leading to

temporary setbacks in employee adaptability and productivity.

In Table 16, question 3, researchers revealed that employees often managed tasks

beyond their daily responsibilities, scoring 3.04 ("often"). Garcia and Martinez (2021)

supported this finding, suggesting that employees who engaged in task expansion

demonstrated higher levels of initiative and adaptability, contributing to organizational

flexibility and resilience.

 46

In Table 16, the general weighted mean was 2.95 ("often"), indicating a consistent

demonstration of flexibility among employees. Brown and Jones (2018) suggest that

organizations with a culture of flexibility tend to experience higher levels of employee

satisfaction and overall performance.

Table 17. Summary Table of the Impact of Skills Inclusion on Work Performance in terms
of Communication
Communication Weighted mean Verbal interpretation
1. To what degree do you
considerably ensure clear
communication when answering 3.30 Always
queries in phone calls and
inputting data?

2. How commonly do you feel

underestimated because of your 1.91 Sometimes
accent?

3. To what degree are you

effectively coping with dialect 3.13 Often
differences with your colleagues
to express your ideas and opinions
comfortably?
General weighted mean 2.78 Often
 47

In Table 17, question 1, employees ensured clear communication and addressed

queries during phone calls and data input, with a weighted mean of 3.30 ("always"). Lean

Workplace (2023) highlighted the importance of clear communication in improving

overall workplace efficiency and reducing misunderstandings.

In Table 17, question 2, it was also revealed that some employees felt

underestimated because of their accent, with a weighted mean of 1.91 ("sometimes").

According to Plaza (2022), this could impact their confidence and willingness to

participate in discussions. Encouraging active listening and promoting a culture of respect

for diversity helped mitigate such challenges. The Strategic Advisor Board (2020)

emphasized that fostering a positive communication culture could improve engagement

and ensure the hearing of all voices.

In Table 17, question 3, employees frequently coped with dialect differences to

express their ideas comfortably, with a mean score of 3.13 ("often"). According to Rabia

(2015), language plays a crucial role as a communication tool individuals use daily to

express information and viewpoints. In this regard, workplace understanding in terms of

language differences was important.

In Table 17, the general weighted mean was 2.78 ("often"). According to Wilson

(2018), effective communication is vital in the workplace, fostering a collaborative and

productive environment. Clear communication ensured that team members could

efficiently share information, understand each other, and work together towards common

goals, leading to fewer mistakes and increased productivity.

Table 18. Summary Table of the Impact of Skills Inclusion on Work Performance in terms
of Competence
 48

Competence Weighted Mean Verbal Interpretation

1. How well are you self-
motivated to ensure that your 3.32 Always
current skills meet the needs of
your role?

2. To what degree do you notice 2.15 Sometimes

dissimilarities in applying your
skills compared to your
colleagues?

3. How actively do you assess 3.04 Often

your abilities before committing to
another work-related task?
General weighted mean 2.84 Often

Table 18, question 1, employees reported a high level of self-motivation regarding

their current skills meeting the needs of their roles, with a weighted mean of 3.32

("always"). Smith and Taylor (2023) highlight that self-motivation and aligning skills

with job requirements significantly enhance employee work performance and

engagement. Employees who believe their skills are adequate for their roles are more

likely to be proactive and committed to their work.

In Table 18, question 2, the survey indicates that employees "sometimes"

encounter dissimilarities in applying their skills compared to their colleagues, with a

weighted mean of 2.15. Nguyen and Patel (2022) argue that continuous professional

development and peer learning opportunities can mitigate such dissimilarities. By

fostering a collaborative work environment, organizations can help employees apply their

skills effectively.

In Table 18, question 3, employees reported "often" assessing their abilities before

committing to other work-related tasks, with a weighted mean of 3.04. As noted by Lee
 49

and Gomez (2024), regularly evaluating one's capabilities before taking on new tasks can

lead to better time management and reduced job stress.

In Table 18, the general weighted mean is 2.84 ("often") for competence,

suggesting that while employees generally feel competent in their roles, there are areas

that could benefit from further development. According to Brown and Taylor (2023),

encouraging a culture of continuous learning and skills enhancement can help all

employees feel equally competent in their roles. As emphasized, organizations that invest

in employee development tend to see higher levels of competence.

Table 19. Summary Table of the Impact of Skills Inclusion on Work Performance in terms
of Reliability
Reliability Weighted Mean Verbal Interpretation
1. How adequately do you
commit yourself to the 3.49 Always
confidentiality of
information or data shared
by your superior or
colleagues?

2. To what degree do you 2.02 Sometimes

inconsistently meet the
deadline for your work task?

3. How devoted are you to 3.12 Often

fulfilling your commitments
within team projects?
General weighted mean 2.88 Often
 50

In question 1, employees reported a high commitment to the confidentiality of

information or data shared by superiors or colleagues, with a weighted mean of 3.49

("always"). According to Johnson and Weaver (2023), maintaining confidentiality was a

fundamental aspect of professional conduct that enhanced trust and collaboration in the

workplace. Ensuring the protection of sensitive information fosters a secure and

trustworthy work environment.

Davis and Thomas (2022) noted that employees who "sometimes" met work

deadlines inconsistently, with a weighted mean of 2.02, could impact team performance

and project outcomes due to frequent issues with meeting deadlines. Providing clear

guidelines and practical time management training helped employees improve their

ability to meet deadlines consistently. Addressing this issue led to better project

management and increased productivity.

In question 3, employees reported being "often" dependable in fulfilling

commitments within team projects, with a weighted mean of 3.12. Brown and Smith

(2024) suggested that employees generally contributed reliably to team efforts, which is

essential for successful project completion. Dependability was a critical factor in team

dynamics, ensuring team members could rely on each other to complete tasks on time and

to a high standard. Promoting a culture of accountability and support further enhances

team reliability.

The general weighted mean was 2.88 ("often"). According to Parker and Lee

(2023), reliability suggests that employees generally exhibit reliable behavior but could

benefit from additional support to address areas of inconsistency. Implementing regular

check-ins and committing to open communication helped identify and mitigate issues that
 51

affected reliability. By focusing on these areas, organizations could enhance overall

reliability and improve team performance.

Significant Difference in the Impact of Diversity Quotient when Grouped according

to the Demographic Profile

Table 20. Significant Difference in the Impact of Diversity Quotient when Grouped
according to Age
Impact of
Diversity F-stat P-value Decision Interpretation
Quotient
Resiliency 3.062 0.013 Reject H01 With Significant
Difference
Openness 0.957 0.416 Failed to Reject H01 No Significant
difference
Values 0.531 0.662 Failed to Reject H01 No Significant
Difference
Bridging 1.616 0.191 Failed to Reject H01 No Significant
Difference

Resiliency and Age

 52

Table 20 showed an F-statistic of 3.082 with a P-value of 0.013, which reject H01

and suggesting a significant difference in resilience when grouped according to age.

According to Smith (2021), different age groups often exhibit varying levels of resiliency

due to differing life experiences and coping mechanisms developed over time.

Openness and Age

In Table 20, the F-statistic was 0.957 with a P-value of 0.416, indicating that H01

failed to reject, suggesting that openness had no significant difference when grouped

according to age. Johnson (2022) showed that openness to diversity may be more

influenced by individual personality traits than age, as it varies from person to person.

Values and Age

In Table 20, the F-statistic was 0.531 with a P-value of 0.662, indicating that H01

failed to reject, suggesting that values had no significant difference when grouped

according to age. Davis (2023) noted that core values are relatively stable across different

age groups. However, values played a crucial role within the company by setting the

organization's guiding principles.

Bridging and Age

In Table 20, the F-statistic was 1.616 with a P-value of 0.191, indicating that H01

failed to reject, suggesting that bridging had no significant difference when grouped

according to age. According to Brown (2024), bridging is the ability to connect and
 53

integrate diverse perspectives that could be developed through training and experience,

making it less dependent on age.

Table 21. Significant Difference in the Impact of Diversity Quotient when Grouped
according to Sex
Impact of
Diversity F-stat P-value Decision Interpretation
Quotient
Resiliency 0.970 0.327 Failed to Reject H01 No Significant
Difference
Openness 0.319 0.573 Failed to Reject H01 No Significant
difference
Values 1.377 0.243 Failed to Reject H01 No Significant
Difference
Bridging 0.076 0.783 Failed to Reject H01 No Significant
Difference

Resiliency and Sex

In Table 21, the F-statistic was 0.970 with a P-value of 0.327, which H01 failed to

reject, indicating that resilience had no significant difference when grouped according to
 54

sex. The idea that diverse perspectives contribute to enhanced organizational resilience,

regardless of sex, aligns with Nguyen and Patel's (2022) assertion that resilience is vital

in facilitating work roles.

Openness and Sex

In Table 21, the F-statistic was 0.319 with a P-value of 0.573, which H01 failed to

reject, indicating that openness had no significant difference according to sex. According

to Williams and Martinez (2023), this implies that openness does not directly affect

organizational cultures across all sexes. However, openness is vital in the workplace and

may lead to better decision-making.

Values and Sex

In Table 21, the F-statistic was 1.377 with a P-value of 0.243, which H01 failed to

reject, indicating that values had no significant difference when grouped according to sex.

Core values related to diversity were indirectly affected across sexes. However, societal

norms and cultural attitudes should shape individuals' values and vice versa, as noted by

Smith and Taylor (2023).

Bridging and Sex

In Table 21, the F-statistic was 0.076 with a P-value of 0.783, which H01 failed to

reject, indicating that bridging had no significant difference when grouped according to

sex. As suggested by Lee and Gomez (2024), inclusive policies benefited employees

universally, fostering collaboration irrespective of sex. However, an individual's sex may

 55

indirectly influence their ability to bridge across diverse perspectives through societal

norms and gender roles.

Table 22. Significant Difference in the Impact of Diversity Quotient when Grouped
according to Length of Service
Impact of
Diversity F-stat P-value Decision Interpretation
Quotient
Resiliency 2.146 0.100 Failed to Reject H01 No Significant
Difference
Openness 0.563 0.641 Failed to Reject H01 No Significant
difference
Values 0.663 0.577 Failed to Reject H01 No Significant
Difference
Bridging 1.120 0.345 Failed to Reject H01 No Significant
Difference

Resiliency and Length of Service

In Table 22, the F-statistic was 2.146 with a P-value of 0.100, which H01 failed to

reject, indicating that resiliency had no significant difference when grouped according to

length of service. Smith and Johnson (2023) noted that this alignment suggests resiliency
 56

and length of service were not directly influenced by each other. However, longer tenure

within an organization allows individuals to develop and demonstrate resilience in

response to various challenges.

Openness and Length of Service

In Table 22, the F-statistic was 0.563 with a P-value of 0.641, which H01 failed to

reject, indicating that openness had no significant difference when grouped according to

length of service. Garcia and Martinez (2023) highlighted the importance of inclusive

leadership behaviors in fostering openness among employees with varying lengths of

service. While openness and length of service were not directly linked, individuals who

remained employed within an organization for a prolonged period developed openness

through exposure to diverse experiences and perspectives.

Values and Length of Service

In Table 22, the F-statistic was 0.663 with a P-value of 0.577, which H01 failed to

reject, indicating that values had no significant difference when grouped according to

length of service. Taylor and Brown (2024) suggested that employees did not uniformly

embrace core values related to diversity across service lengths but instead emphasized

that organizational communication reinforces and aligns these values across different

tenure levels.

Bridging and Length of Service

 57

In Table 22, the F-statistic was 1.120 with a P-value of 0.345, which H01 failed to

reject, indicating that bridging had no significant difference when grouped according to

length of service. Rodriguez and Lee (2023) suggested that inclusive policies benefited

employees universally, fostering collaboration irrespective of tenure. Taylor and Brown

(2024) also highlighted the importance of cross-generational collaboration facilitated by

inclusive diversity strategies in bridging gaps and fostering understanding within

organizations.

Table 23. Significant Difference in the Impact of Diversity Quotient when Grouped
according to Educational Attainment
Impact of
Diversity F-stat P-value Decision Interpretation
Quotient
Resiliency 0.532 0.589 Failed to Reject H01 No Significant
Difference
Openness 0.622 0.539 Failed to Reject H01 No Significant
Difference
Values 4.063 0.020 Reject H01 With Significant
Difference
Bridging 0.549 0.580 Failed to Reject H01 No Significant
Difference

Resiliency and Educational Attainment

In Table 23, the F-statistic was 0.532 with a P-value of 0.589, which H01 failed to

reject, indicating that resilience had no significant difference when grouped according to

educational attainment. Thompson and Martinez (2024) demonstrated that diverse

 58

perspectives may not have significantly influenced perceptions of organizational

resilience across educational backgrounds. However, individuals should have engaged

with diverse perspectives and experiences within the workplace to enhance resilience

further.

Openness and Educational Attainment

In Table 23, the F-statistic was 0.622 with a P-value of 0.539, which reject H01,

indicating that openness had no significant difference when grouped according to

educational attainment. Rodriguez and Lee (2024) highlighted that openness to diverse

perspectives is a crucial trait in modern workplaces, regardless of an individual's

educational background.

Values and Educational Attainment

In Table 23, the F-statistic was 4.063 with a P-value of 0.020, which H01 failed to

reject, indicating that values had a significant difference when grouped according to

educational attainment. Garcia and Taylor (2024) implied that core values related to

diversity might have been perceived differently based on educational background, and

individuals with higher educational attainment levels might have had a more nuanced

understanding of the impact of diversity on organizational values.

Bridging and Educational Attainment

In Table 23, the F-statistic was 0.549 with a P-value of 0.580, which H01 failed to

reject, indicating that bridging had no significant difference when grouped according to
 59

educational attainment. Smith and Johnson (2024) emphasized that regardless of good

engagement within the workplace, organizational practices play a role in bridging diverse

educational backgrounds and promoting collaboration and understanding among

employees.

Table 24. Significant Difference in the Impact of Diversity Quotient when Grouped
according to Region
Impact of
Diversity F-stat P-value Decision Interpretation
Quotient
Resiliency 1.260 0.288 Failed to Reject H01 No Significant
Difference
Openness 2.771 0.022 Reject H01 With Significant
Difference
Values 1.516 0.192 Failed to Reject H01 No Significant
Difference
Bridging 0.736 0.598 Failed to Reject H01 No Significant
Difference

Resiliency and Region

In Table 24, the F-statistic was 1.260 with a P-value of 0.288, which H01 failed to

reject, indicating that resilience had no significant difference when grouped according to
 60

region. Rodriguez and Martinez (2024) suggested that diverse perspectives may not have

significantly influenced perceptions of organizational resilience across regions, as

resilience is a universal concept vital regardless of geographical location.

Openness and Region

In Table 24, the F-statistic was 2.771 with a P-value of 0.022, which H01 failed to

reject, indicating that openness had a significant difference when grouped according to

region. Johnson and Garcia (2024) suggested that promoting openness resonated

differently across regions and highlighted regional variations in cultural norms and

attitudes toward diversity that influenced perceptions of openness among employees in

different geographic locations.

Values and Region

In Table 24, the F-statistic is 1.516 with a P-value of 0.192, which H01 failed to

reject, indicating that values have no significant difference when grouped according to

region. Thompson and Smith (2024) imply that people perceive core values related to

diversity differently across regions and highlight that organizations increasingly

emphasize diversity values globally.

Bridging and Region

In Table 24, the F-statistic was 0.736 with a P-value of 0.598, which H01 failed to

reject, indicating that bridging had no significant difference when grouped according to

region. Lee and Taylor (2024) suggested that inclusive policies benefited employees
 61

universally, fostering collaboration among employees from diverse areas, regardless of

cross-regional understanding and cooperation.

Table 25. Significant Difference in the Impact of Diversity Quotient when Grouped
according to Mother Tongue
Impact of
Diversity F-stat P-value Decision Interpretation
Quotient
Resiliency 1.768 0.127 Failed to Reject H01 No Significant
Difference
Openness 1.027 0.407 Failed to Reject H01 No Significant
Difference
Values 3.115 0.012 Reject H01 With Significant
Difference
Bridging 0.276 0.925 Failed to Reject H01 No Significant
Difference

Resiliency and Mother Tongue

 62

In Table 25, the F-statistic was 1.768 with a P-value of 0.127, which H01 failed to

reject, indicating that resiliency had no significant difference when grouped according to

mother tongue. Rodriguez and Martinez (2024) noted that diverse language backgrounds

did not significantly influence perceptions of organizational resilience, a universal

concept important across different linguistic backgrounds, leading to consistent

perceptions of resiliency regardless of the primary language learned.

Openness and Mother Tongue

In Table 25, the F-statistic was 1.027 with a P-value of 0.407, which H01 failed to

reject, indicating that openness had no significant difference when grouped according to

mother tongue. Johnson and Garcia (2024) demonstrated that organizational cultures

promoting inclusivity may not have varied similarly across different dialects but

highlighted the importance of inclusive communication practices in fostering openness

and inclusivity among employees from diverse linguistic backgrounds.

Values and Mother Tongue

In Table 25, the F-statistic was 3.115 with a P-value of 0.012, which reject H01,

indicating that values had a significant difference when grouped according to mother

tongue. Thus, Thompson and Smith (2024) implied that core values related to diversity

were perceived to have linguistic nuances influencing perceptions of organizational

values related to diversity, leading to varying interpretations among individuals.

Bridging and Mother Tongue

 63

In Table 25, the F-statistic was 0.276 with a P-value of 0.925, which H01 failed to

reject, indicating that bridging had no significant difference when grouped according to

mother tongue. Lee and Taylor (2024) emphasized the role of inclusive organizational

practices in fostering bridging and collaboration among employees, regardless of their

linguistic backgrounds.

Table 26. Significant Difference in the Impact of Diversity Quotient when Grouped
according to Ethnicity
Impact of
Diversity F-stat P-value Decision Interpretation
Quotient
Resiliency 1.654 0.153 Failed to Reject H01 No Significant
Difference
Openness 1.244 0.295 Failed to Reject H01 No Significant
Difference
Values 1.498 0.198 Failed to Reject H01 No Significant
Difference
Bridging 0.631 0.676 Failed to Reject H01 No Significant
Difference
 64

Resiliency and Ethnicity

In Table 26, the F-statistic was 1.654 with a P-value of 0.153, which H01 failed to

reject, indicating that resilience had no significant difference when grouped according to

ethnicity. Smith and Patel (2024) suggested that diverse ethnic backgrounds may not

significantly influence employees' perceptions of organizational resilience, as people

universally value resilience across diverse ethnicities.

Openness and Ethnicity

In Table 26, the F-statistic was 1.244 with a P-value of 0.295, which H01 failed to

reject, indicating that openness had no significant difference when grouped according to

ethnicity. Johnson and Rodriguez (2024) suggested that organizational cultures promoting

inclusivity may not have resonated similarly across ethnic backgrounds. Smith and Patel

(2024) highlighted the importance of inclusive organizational policies and practices in

fostering openness and inclusivity among employees from diverse ethnic backgrounds.

Values and Ethnicity

In Table 26, the F-statistic was 1.498 with a P-value of 0.198, which H01 failed to

reject, indicating that values had no significant difference when grouped according to

ethnicity. Thompson and Garcia (2024) suggested that diversity-related core values may

not have been perceived similarly across ethnic groups. However, as organizations

increasingly emphasize these values, employees from diverse ethnic backgrounds may

have developed more consistent perceptions of them.

 65

Bridging and Ethnicity

In Table 26, the F-statistic was 0.631 with a P-value of 0.676, which H01 failed to

reject, indicating that bridging had no significant difference when grouped according to

ethnicity. Lee and Martinez (2024) noted that good engagement may not have directly

influenced ethnicity. However, emphasis was placed on how inclusive policies benefited

employees universally and on the role of inclusive organizational practices in fostering

bridging among employees from diverse ethnic backgrounds, promoting mutual

understanding and cooperation.

Table 27. Significant Difference in the Impact of Diversity Quotient when Grouped
according to Religion
Impact of
Diversity F-stat P-value Decision Interpretation
Quotient
Resiliency 1.611 0.178 Failed to Reject H01 No Significant
Difference
Openness 2.078 0.090 Failed to Reject H01 No Significant
Difference
Values 1.876 0.121 Failed to Reject H01 No Significant
Difference
Bridging 0.757 0.556 Failed to Reject H01 No Significant
Difference
 66

Resiliency and Religion

In Table 27, the F-statistic was 1.611 with a P-value of 0.178, which H01 failed to

reject, indicating that resilience had no significant difference when grouped according to

religion. Johnson and Smith (2024) demonstrated that diverse religious beliefs may not

have significantly influenced perceptions of organizational resilience but universally

valued values across diverse religious backgrounds.

Openness and Religion

In Table 27, the F-statistic was 2.078 with a P-value of 0.090, which H01 failed to

reject, indicating that openness had no significant difference when grouped according to

religion. Rodriguez and Garcia (2024) emphasized the importance of inclusive

organizational policies and practices in fostering openness and inclusivity among

employees from diverse religious backgrounds, despite an indirect relationship between

openness and religion.

Values and Religion

In Table 27, the F-statistic was 1.876 with a P-value of 0.121, which H01 failed to

reject, indicating that values had no significant difference when grouped according to

religion. Thompson and Lee (2024) suggested that values and religion were not directly

linked because these represented separate aspects of an individual's identity and beliefs.

However, an individual's religious affiliation might have indirectly shaped their values

through cultural teachings and personal experiences.

 67

Bridging and Religion

In Table 27, the F-statistic was 0.757 with a P-value of 0.556, which H01 failed to

reject, indicating that bridging had no significant difference when grouped according to

religion. Martinez and Patel (2024) suggested that fostering collaboration among

employees from diverse religious backgrounds promoted mutual understanding and

cooperation. However, an individual's religious background may have indirectly impacted

their willingness to collaborate through cultural norms and personal values.

Significant Difference in the Impact of Skills Inclusion on Work Performance when

Grouped according to Demographic Profile

Table 28. Significant Difference in the Impact of Skills Inclusion when Grouped
according to Age
Impact of
Skills F-stat P-value Decision Interpretation
Inclusion
Flexibility 0.743 0.52 9 Failed to Reject H02 No Significant
Difference
Communication 3.004 0.034 Reject H02 With Significant
Difference
Competence 0.289 0.833 Failed to Reject H02 No Significant
Difference
Reliability 0.925 0.432 Failed to Reject H02 No Significant
 68

Difference

Flexibility and Age

In Table 28, the F-statistic was 0.743 with a P-value of 0.529, which H02 failed to

reject, indicating that flexibility had no significant difference when grouped according to

age. Turner and Ali (2024) implied that employees across age groups indirectly

acknowledged flexibility as a benefit of skills inclusion.

Communication and Age

In Table 28, the F-statistic was 3.004 with a P-value of 0.034, which reject H02,

indicating that communication had no significant difference when grouped according to

age. Kim and Johnson (2024) suggested that skills inclusion impacted communication

skills differently across age groups, potentially due to varying communication styles and

preferences among generations. Turner and Ali (2024) emphasized that employees

perceived communication skills development through skills inclusion programs

differently across age groups, reflecting generational differences in communication

preferences and styles.

Competence and Age

In Table 28, the F-statistic was 0.289 with a P-value of 0.833, which H02 failed to

reject, indicating that competence had no significant difference when grouped according

to age. Williams and Zhang (2024) suggested that skills inclusion contributed to the

perceived competence innate to all employees, regardless of age.

 69

Reliability and Age

In Table 28, the F-statistic was 0.925 with a P-value of 0.432, which H02 failed to

reject, indicating that reliability had no significant difference when grouped according to

age. Garcia and Brown (2024) suggested that the influence of skills inclusion on

reliability was perceived similarly across various age demographics and emphasized that

skills inclusion fostered consistency in work performance and dependability.

Table 29. Significant Difference in the Impact of Skills Inclusion when Grouped
according to Sex
Impact of
Skills F-stat P-value Decision Interpretation
Inclusion
Flexibility 0.541 0.464 Failed to Reject H02 No Significant
Difference
Communication 1.520 0.221 Failed to Reject H02 No Significant
difference
Competence 0.003 0.954 Failed to Reject H02 No Significant
Difference
Reliability 0.016 0.898 Failed to Reject H02 No Significant
Difference

Flexibility and Sex

 70

In Table 29, the F-statistic was 0.541 with a P-value of 0.464, which H02 failed to

reject, indicating that flexibility had no significant difference when grouped according to

sex. Johnson and Smith (2023) implied that flexibility, influenced by skills inclusion, was

equally appreciated by both men and women through skills initiatives.

Communication and Sex

In Table 29, the F-statistic was 1.520 with a P-value of 0.221, which H02 failed to

reject, indicating that communication had no significant difference when grouped

according to sex. Kim and Lee (2023) suggested that skills inclusion programs aimed at

improving communication skills were perceived similarly regardless of sex, although

communication styles may vary between men and women.

Competence and Sex

In Table 29, the F-statistic was 0.003 with a P-value of 0.954, which H02 failed to

reject, indicating that competence had no significant difference when grouped according

to sex. Brown and Taylor (2024) suggested that the perception of competence benefited

from skills inclusion initiatives equally across sexes, emphasizing that skills inclusion

programs enhanced perceived competence equally among male and female employees,

ensuring all benefited from competence development.

Reliability and Sex

 71

In Table 29, the F-statistic was 0.016 with a P-value of 0.898, which H02 failed to

reject, indicating that reliability had no significant difference when grouped according to

sex. Garcia and Patel (2024) suggested that the effect of reliability varied for both sexes

in terms of how individuals perceived dependability in work performance.

Table 30. Significant Difference in the Impact of Skills Inclusion when Grouped
according to the Length of Service
Impact of
Skills F-stat P-value Decision Interpretation
Inclusion
Flexibility 0.665 0.575 Failed to Reject H02 No Significant
Difference
Communication 0.459 0.712 Failed to Reject H02 No Significant
difference
Competence 0.775 0.511 Failed to Reject H02 No Significant
Difference
Reliability 0.292 0.831 Failed to Reject H02 No Significant
Difference

Flexibility and Length of Service

 72

In Table 30, the F-statistic was 0.665 with a P-value of 0.575, which H02 failed to

reject, indicating that flexibility had no significant difference when grouped according to

length of service. Johnson and Brown (2022) implied that flexibility, influenced by skills

inclusion, varied across tenures depending on the adaptability of both employers and

employee strategies.

Communication and Length of Service

In Table 30, the F-statistic was 0.459 with a P-value of 0.712, which H02 failed to

reject, indicating that communication had no significant difference when grouped

according to length of service. Lee and Zhang (2023) suggested that skills inclusion

programs aimed at improving communication skills were perceived similarly by

employees regardless of their tenure, and communication training and skills inclusion

programs were equally effective and appreciated by employees with varying lengths of

service.

Competence and Length of Service

In Table 30, the F-statistic was 0.775 with a P-value of 0.511, which H02 failed to

reject, indicating that competence had no significant difference when grouped according

to length of service. Smith and Taylor (2023) suggested that the perception of competence

benefited from skills inclusion uniformly across different lengths of service and

highlighted that skills inclusion initiatives enhanced perceived competence equally

among employees, regardless of their tenure and continuous professional development.

 73

Reliability and Length of Service

In Table 30, the F-statistic was 0.292 with a P-value of 0.831, which H02 failed to

reject, indicating that reliability had no significant difference when grouped according to

length of service. Garcia and Patel (2024) emphasized that skills inclusion fostered

reliability among employees regardless of tenure, ensuring consistent and trustworthy

work performance.
 74

31. Significant Difference in the Impact of Skills Inclusion when Grouped according
to Educational Attainment
Impact of
Skills F-stat P-value Decision Interpretation
Inclusion
Flexibility 0.180 0.836 Failed to Reject H02 No Significant
Difference

Communication 1.079 0.344 Failed to Reject H02 No Significant

Difference

Competence 1.986 0.143 Failed to Reject H02 No Significant

Difference

Reliability 0.406 0.667 Failed to Reject H02 No Significant

Difference

Flexibility and Educational Attainment

In Table 31, the F-statistic was 0.180 with a P-value of 0.836, which H02 failed to

reject, indicating that flexibility had no significant difference when grouped according to

educational attainment. Davis and Kim (2022) argued that personality traits, mindset, and

the ability to learn and apply new skills in various contexts shape adaptability more than

educational attainment alone. Thus, while education could play a role in skills inclusion,

it did not directly determine an individual's level of flexibility.

Communication and Educational Attainment

In Table 31, the F-statistic was 1.079 with a P-value of 0.344, which H02 failed to

reject, indicating that communication had no significant difference when grouped

according to educational attainment. Thompson and Williams (2023) implied that

employees appreciated communication skills enhanced through skills inclusion programs

 75

equally, irrespective of educational level, and found that communication training

programs were beneficial and perceived similarly by all employees.

Competence and Educational Attainment

In Table 31, the F-statistic was 1.986 with a P-value of 0.143, which H02 failed to

reject, indicating that competence had no significant difference when grouped according

to educational attainment. Chen and Lee (2023) demonstrated that skills inclusion

programs may not have been perceived as enhancing competence across educational

backgrounds but posited that professional development programs, including skills

inclusion, enhanced perceived competence across educational levels, reflecting the

growing need for continuous learning in the workplace.

Reliability and Educational Attainment

In Table 31, the F-statistic was 0.406 with a P-value of 0.667, which H02 failed to

reject, indicating that reliability had no significant difference when grouped according to

educational attainment. Martin and Garcia (2024) suggested that the perception of

reliability that benefited from skills inclusion was not related to educational background

but emphasized that skills inclusion initiatives aimed at improving reliability.

 76

32. Significant Difference in the Impact of Skills Inclusion when Grouped according
to Region
Impact of
Skills F-stat P-value Decision Interpretation
Inclusion
Flexibility 0.474 0.794 Failed to Reject H02 No Significant
Difference
Communication 3.848 0.003 Reject H02 With Significant
Difference
Competence 0.919 0.472 Failed to Reject H02 No Significant
Difference
Reliability 1.450 0.214 Failed to Reject H02 No Significant
Difference

Flexibility and Region

In Table 32, the F-statistic was 0.474 with a P-value of 0.794, which H02 failed to

reject, indicating that flexibility had no significant difference when grouped according to

region. Smith and Johnson (2022) implicate that regional differences did not significantly

influence the perception of flexibility derived from skills inclusion and noted that

flexibility was a universally valued trait in modern workplaces, with employees from

various regions recognizing the importance of adaptable skill sets.

Communication and Region

In Table 32, the F-statistic was 3.848 with a P-value of 0.003, which reject H02,

indicating that communication had a significant difference when grouped according to

region. Williams and Martinez (2023) implied that skills enhanced through skills

inclusion programs were perceived differently across regions, possibly due to varying

regional communication styles and cultural differences. The study found that regions

could significantly influence communication styles and the effectiveness of

 77

communication training, highlighting the importance of tailoring skills inclusion

programs to regional needs.

Competence and Region

In Table 32, the F-statistic was 0.919 with a P-value of 0.472, which H02 failed to

reject, indicating that competence had no significant difference when grouped according

to region. Davis and Lee (2023) suggested that skills inclusion programs contributed to

perceived competence irrespective of the region, which emphasizes that professional

development programs were beneficial, reflecting the global importance of continuous

learning in competence development.

Reliability and Region

In Table 32, the F-statistic was 1.450 with a P-value of 0.214, which H02 failed to

reject, indicating that reliability had no significant difference when grouped according to

region. Martin and Chen (2024) suggested that the perception of reliability benefited

consistently from skills inclusion consistently, as reliability is a critical performance

metric regardless of region.

 78

33. Significant Difference in the Impact of Skills Inclusion when Grouped according
to Mother Tongue
Impact of
Skills F-stat P-value Decision Interpretation
Inclusion
Flexibility 1.268 0.284 Failed to Reject H02 No Significant
Difference
Communication 1.666 0.150 Failed to Reject H02 No Significant
Difference
Competence 3.648 0.005 Reject H02 With Significant
Difference
Reliability 1.470 0.207 Failed to Reject H02 No Significant
Difference

Flexibility and Mother Tongue

In Table 33, the F-statistic was 1.268 with a P-value of 0.284, which H02 failed to

reject, indicating that flexibility had no significant difference when grouped according to

mother tongue. According to Harrison and Klein (2023), organizational culture and

individual adaptability influence flexibility in the workplace more than linguistic

differences alone. Skills related to flexibility, such as adaptability and open-mindedness,

were often universally valued and developed in various diverse linguistic groups.

Communication and Mother Tongue

In Table 33, the F-statistic was 1.666 with a P-value of 0.150, which H02 failed to

reject, indicating that communication had no significant difference when grouped

according to mother tongue. As per Chen and Smith (2024), effective communication was

often a result of organizational training and practices that promoted clarity and

understanding, regardless of one's primary language. Organizations that prioritized

 79

inclusive understanding in communication strategies tended to mitigate language barriers

effectively.

Competence and Mother Tongue

In Table 33, the F-statistic was 3.648 with a P-value of 0.005, which H02 failed to

reject, indicating that competence had a significant difference when grouped according to

mother tongue. As per Adams and Gupta (2023), linguistic diversity within the workforce

impacted perceptions of competence, highlighting the need for inclusive skills

development programs. Fluency in the mother tongue was essential in the workplace. It

also enhanced access to resources and opportunities within one's community, shaping

competence development and integration into skills inclusion initiatives.

Reliability and Mother Tongue

In Table 33, the F-statistic was 1.470 with a P-value of 0.207, which H02 failed to

reject, indicating that reliability had no significant difference when grouped according to

mother tongue. According to Lewis and Martinez (2024), organizations could cultivate

consistent performance and dependability through robust training and inclusive practices,

often resulting from individual work ethics and organizational support systems that

transcend linguistic differences. Individual work ethics and organizational support

systems are crucial determinants of reliability in diverse workplaces/

 80

34. Significant Difference in the Impact of Skills Inclusion when Grouped according
to Ethnicity
Impact of
Skills F-stat P-value Decision Interpretation
Inclusion
Flexibility 1.037 0.400 Failed to Reject H02 No Significant
Difference
Communicatio 1.373 0.242 Failed to Reject H02 No Significant
n Difference
Competence 0.449 0.813 Failed to Reject H02 No Significant
Difference
Reliability 1.349 0.251 Failed to Reject H02 No Significant
Difference

Flexibility and Ethnicity

In Table 34, the F-statistic was 1.037 with a P-value of 0.400, which H02 failed to

reject, indicating that flexibility had no significant difference when grouped according to

ethnicity. According to Johnson and Roberts (2023), organizational culture and individual

adaptability largely shape workplace flexibility rather than ethnic differences. However,

an individual's ethnicity may indirectly influence their level of flexibility through cultural

norms and social experiences.

Communication and Ethnicity

In Table 34, the F-statistic was 1.373 with a P-value of 0.242, which H02 failed to

reject, indicating that communication had no significant difference when grouped

according to ethnicity. Garcia and Lee (2023) revealed that inclusive communication

strategies and tools often support effective communication in diverse workplaces,

transcending ethnic backgrounds. Ethnically diverse teams benefited from comprehensive

communication training that addressed diverse linguistic and cultural nuances. Inclusive
 81

communication strategies were essential for enhancing communication skills in ethnically

diverse teams.

Competence and Ethnicity

In Table 34, the F-statistic was 0.449 with a P-value of 0.813, which H02 failed to

reject, indicating that competence had no significant difference when grouped according

to ethnicity. As per Thompson and Green (2023), equitable access to professional

development opportunities ensured that competence was recognized and developed

across all ethnic groups, as determined by the individual.

Reliability and Ethnicity

In Table 34, the F-statistic was 1.349 with a P-value of 0.251, which H02 failed to

reject, indicating that reliability had no significant difference when grouped according to

ethnicity. Baker and Smith (2024) revealed that organizations can cultivate reliability by

measuring an individual's consistency and dependability through organizational support

and inclusive practices. Diverse workplaces emphasizing reliability and consistency in

performance tended to have robust support systems that benefited all employees.
 82

35. Significant Difference in the Impact of Skills Inclusion when Grouped according to
Religion
Impact of
Skills F-stat P-value Decision Interpretation
Inclusion
Flexibility 0.191 0.943 Failed to Reject H02 No Significant
Difference
Communication 1.456 0.222 Failed to Reject H02 No Significant
Difference
Competence 0.609 0.657 Failed to Reject H02 No Significant
Difference
Reliability 0.157 0.203 Failed to Reject H02 No Significant
Difference

Flexibility and Religion

In Table 35, the F-statistic was 0.191 with a P-value of 0.943, which H02 failed to

reject, indicating that flexibility had no significant difference when grouped according to

religion. As per Adams and Wang (2023), companies with inclusive cultures typically

have flexibility as a universal value, regardless of diverse religious practices among

employees.

Communication and Religion

In Table 35, the F-statistic was 1.456 with a P-value of 0.222, which H02 failed to

reject, indicating that communication had no significant difference when grouped

according to religion. Clark and Ahmed (2023) revealed that inclusive communication

strategies facilitate effective communication in a diverse workplace, catering to all

religious backgrounds. Training programs focused on intercultural communication helped

bridge any potential gaps arising from religious differences. Intercultural communication
 83

training enhanced workplace communication skills, reducing the impact of religious

differences.

Competence and Religion

In Table 35, the F-statistic was 0.609 with a P-value of 0.657, which H02 failed to

reject, indicating that competence had no significant difference when grouped according

to religion. Taylor and Lewis (2023) emphasize that organizations base their evaluation

on an individual's skills, knowledge, and performance rather than their religious beliefs,

ensuring competence is applied through skills by providing equal opportunities for

professional development.

Reliability and Religion

In Table 35, the F-statistic was 1.517 with a P-value of 0.203, which H02 failed to

reject, indicating that reliability had no significant difference when grouped according to

religion. Jones and Patel (2024) observed that organizations emphasizing reliability in

performance tended to provide robust support systems that benefited employees, shaping

workplace reliability through organizational support systems and consistent performance

standards based on employee skills.

 84

Determine the Correlation between Diversity Quotient and Skills Inclusion on the
Work Performance of the Respondents

36. Significant Relationship between the Diversity Quotient in the Organization and
Skills Inclusion on the Work Performance of the Respondents
Group Pearson P-value Decision Interpretation
Correlation
Diversity
Quotient
in the
Organization
0.209 0.037 Reject H03 With Significant
Relationship
Skills Inclusion
on the Work
Performance

Table 36 above shows the result of the analysis yielded a Pearson correlation of

0.209 with a P-value of 0.037, leading to the rejection of H03. There was a significant

relationship between the diversity quotient in the organization, skills inclusion, and the

work performance of the selected office employees.

The Pearson correlation coefficient of 0.209 with a P-value of 0.037 suggested

that higher diversity quotient and skills inclusion within the organization were positively

related to improved work performance. This finding implies that diverse and skills-

inclusive environments significantly enhance employee performance.

According to Brown and Garcia (2023), workplace diversity and inclusion

significantly impact employee performance, with diverse teams often outperforming less

diverse ones due to enhanced creativity and problem-solving capabilities. Garcia and Lee

(2023) also found that skills inclusion showed a significant relationship with the work
 85

performance of office employees, highlighting the importance of providing opportunities

for all employees to develop and apply their skills effectively.

SUMMARY, CONCLUSION AND RECOMMENDATIONS

The purpose of this chapter was to provide a brief understanding of the impact of

diversity quotient and skills inclusion on the work performance of office employees. The

first part summarized the aim of the study, the instrument used, and the overall data

gathered. The second part emphasized the study's conclusions and the last part

concentrated on the recommendations.

Summary

The study aimed to determine the impact of diversity quotient and skills inclusion

on the work performance of the selected office employees. Specifically, it sought to: first,

determine the demographic profile of the participants in terms of age, sex, length of

service, educational attainment, ethnicity, mother tongue, region, and religion; second,

assess the impact of the diversity quotient on work performance in terms of resilience,

openness, values, and bridging; third, evaluate the impact of skills inclusion on work

performance in terms of flexibility, communication, competence, and reliability; fourth,

identify significant differences in the impact of the diversity quotient when grouped

according to demographic profile; fifth, identify substantial differences in the impact of

skills inclusion when grouped according to demographic profile; sixth, determine the

significant relationship between diversity quotient and skills inclusion on the work
 86

performance of the respondents; and lastly, recommend strategies to enhance further the

diversity quotient and skills inclusion to improve employee work performance.

The researcher engaged 100 office employees across different industrial

companies in the First Cavite Industrial Estate, using hard copies of the questionnaire as

the study instrument. The research questionnaire first part of the research captured

demographic information such as age, sex, length of service, educational attainment,

ethnicity, mother tongue, region, and religion from the participants. The second part

focused on assessing the impact of diversity on work performance in terms of resilience,

openness, values, and bridging. The last part evaluated the impact of skills inclusion on

work performance concerning flexibility, communication, competence, and reliability.

Researchers collected data through one hundred (100) survey forms distributed to

the participants as the primary instrument. They employed a descriptive-correlational

research method and used tools such as frequency and percentage, weighted mean, one-

way analysis of variance, independent T-test, and Pearson-R correlation to interpret the

data.

The age results in Table 4 showed that the majority were 21–28 years old, which

accounted for 31 percent, and the minority were 49 years old and older, accounting for 16

percent. In Table 5, which covered sex, most respondents were female, constituting 55

percent, while the minority were male, comprising 45 percent. Regarding length of

service in Table 6, most respondents had worked in the office for at least 2–3 years,

amounting to 36 percent, whereas a minority had worked there for 0–6 months, totalling

17 percent. In educational attainment, as per Table 7, college graduates constituted 43

percent, college level graduates’ 34 percent, and vocational graduates’ 23 percent. In

 87

terms of ethnicity from Table 8, most of the respondents were Tagalog, comprising 59

percent, with other ethnicities making up 3 percent. For the mother tongue in Table 9, the

majority spoke Tagalog, accounting for 61 percent, with 10 percent speaking different

mother tongues. In Table 10, region, the majority hailed from Luzon regions I–V,

totalling 61 percent, with a minority of 3 percent originating from Mindanao regions IX–

XIII. In Table 11, concerning religion, the majority were Roman Catholic, making up 52

percent, with other religions constituting 3 percent.

The study results indicated that the office employees' work performance showed

no significant relationship regarding diversity quotient when grouped according to

demographic profile, except for perceived significant differences in age, educational

attainment, region, and mother tongue. Similarly, the study indicated that the office

employees' work performance mainly showed no significant difference in skills inclusion

when grouped according to demographic profile, except for perceived significant

differences in age, region, and mother tongue.

Lastly, the study's results revealed the impact of diversity quotient in the

organization and skills inclusion on the work performance of office employees within the

First Cavite Industrial Estate, with a P-correlation of 0.209 and a P-value of 0.03. The

study indicated that diversity quotient and skills inclusion had significant relationships

with the work performance of office employees. Understanding diverse backgrounds in

the workplace enhanced employees' effectiveness from various perspectives and problem-

solving approaches. Skills inclusion ensured that all abilities were recognized, promoting

a more competent and engaged workforce. The study emphasized the need for tailored

strategies, particularly in understanding the general communication styles of employees

 88

from different backgrounds, to maximize their work performance. These insights

underscored the necessity for organizations to integrate diversity and skills inclusion

initiatives into core practices for a productive and harmonious work environment in

industrial companies.

Conclusion

Most office employees in the First Cavite Industrial Estate were female,

predominantly aged 21–28, and had been working there for 2-3 years. Most had

completed college and vocational education and were primarily Tagalog speakers from

the Luzon region, with Roman Catholicism being the most common religion among the

respondents. In terms of the impact of the diversity quotient on work performance in

terms of resiliency, openness, values, and bridging, there were notably significant

differences observed in resilience when grouped according to age, values when grouped

according to educational attainment and mother tongue, and openness when grouped

according to region. The impact of skills inclusion on work performance regarding

flexibility, communication, competence, and reliability showed significant differences in

communication when grouped according to region and age and competence when

grouped according to mother tongue.

While most demographic factors did not show substantial differences, age, region,

religion, mother tongue, and educational attainment influenced the impact of diversity

quotient and skills inclusion. However, sex, length of service, and ethnicity did not show

significant differences in this context. Based on these findings, researchers developed

strategies to enhance quotient and skills inclusion tailored to improve overall work
 89

performance in industrial office settings. The study underscored that generational

perspectives and different communication styles of employees from diverse origins were

crucial factors in how diversity and skills inclusion affected employee work performance,

playing a pivotal role in workplace dynamics.

An inclusively diverse environment where employees felt comfortable regardless

of their backgrounds fostered a positive mindset that enhanced creativity, productivity,

and abilities, which nuancedly impacted the work performance of office employees.

Integrating skills inclusion involved recognizing and utilizing various skills in a practical

work environment that showcased a diverse talent pool. Therefore, both diversity quotient

and skills inclusion were vital collectively in the complex nature of workplace

performance and the development of office employees.

Recommendations

Based on the results of the study, the researcher recommends the following:

1. Resiliency

The researchers recommend personalized development plans, refresher courses,

and training for new employees. Enhancing training involves strategizing onboarding,

involving current employees, and maintaining balanced communication. Refresher

training maintains competence, adapts to industry shifts, and upholds professionalism.

Holding managers accountable for policy enforcement and setting measurable goals is

beneficial.

2. Openness
 90

The researchers recommend promoting transparency and inclusive decision-

making. Priest (2024) emphasizes cross-cultural exchange for effective collaboration,

communication, respect, and creativity in diverse teams.

The researchers recommend accommodating employees' religious affiliations with

policies and support measures. Casciani (2024) suggests incorporating holidays, offering

flexibility, promoting attire, and providing prayer rooms. Establishing an interfaith

employee resource group fosters dialogue, understanding, and accommodations for

diverse religious identities.

3. Values

The researchers recommend fostering an inclusive workplace through respect and

diversity celebrations. Archive (2021) emphasizes higher education's role in developing

critical thinking, problem-solving, ethics, and communication skills for a successful

workforce. Employers should support ongoing growth and create environments that value

integrity, teamwork, and innovation across diverse skills backgrounds.

4. Bridging

The researchers suggest implementing intergenerational mentorship programs to

address age-related disparities. West (2023) highlights the importance of professional

mentoring for knowledge transfer, skills development, and cross-generational learning in

workplaces. These efforts aim to build resilience and foster a culture of continuous

learning and mutual respect.

5. Flexibility
 91

The researchers recommend managing multiple tasks efficiently using time

management techniques like the Eisenhower matrix. Asana (2024) describes the matrix as

a tool for categorizing tasks into urgent, important, scheduled, delegated, and eliminated

categories, helping prioritize and streamline workflow effectively.

6. Communication

The researchers emphasize embracing diverse accents to enrich communication

and foster inclusivity. Blackwell (2024) underscores the importance of promoting

linguistic diversity to cultivate unique perspectives and a harmonious workplace culture

through clear communication and inclusive practices.

7. Competence

The researchers recommend embracing differences in skills application among

team members to foster mutual learning. SmartSuite (2021) emphasizes that cross-

functional teams leverage diverse skills for superior results, providing comprehensive

project perspectives and enhancing team competence through collaboration and

knowledge sharing.

8. Reliability

The researchers recommend ensuring reliability through realistic workloads and

effective task prioritization. Eucléa Business School (2023) emphasizes aligning with

project goals through team meetings, providing regular updates, and fostering transparent

communication and accountability for a cohesive work environment.

9. Diversity Quotient
 92

The researchers recommend recognizing diverse backgrounds through team-

building activities. Pathak (2024) highlights that team building enhances individual and

organizational productivity, improves team performance, efficiency, and work output, and

fosters strong bonds and connections essential for embracing different backgrounds

10. Skills Inclusion

The researchers recommend cross-training workshops. MindTools (2024)

highlights benefit like cost savings, adaptability, team dynamics, and job satisfaction.

People Start (2022) stresses training's role in educating employees and notes that success

relies on expectations, leadership, culture, and team performance.

11. For Office Employees

The researchers recommend actively seeking feedback from peers and supervisors

for personal growth. Indeed (2022) highlights the importance of team feedback for

clarifying objectives and monitoring progress, emphasizing constructive and engaging

approaches for effective feedback delivery within teams.

The researchers recommend regular skills assessments and targeted professional

development for office employees to enhance capabilities aligned with job roles. Upwork

(2023) emphasizes the importance of evaluating skills for workforce planning,

engagement, and retention, ensuring equity, and fostering continuous improvement for

organizational success.

12. For Industrial Companies

The researchers recommend industrial companies promote cross-cultural

collaboration through communication training. Fox (2018) emphasizes diversity's role in

 93

practical problem-solving, talent retention, and fostering trust and cooperation among

diverse groups for creative solutions.

The researchers recommend industrial companies promote proactive self-

assessment of abilities before tasks. Paylocity (2023) underscores the importance of self-

assessment in performance reviews for objective evaluation, identifying strengths and

areas for improvement, enhancing communication with management, fostering ongoing

progress, and informing talent management decisions.

13. For Public

The researchers recommend enhancing public knowledge about diversity through

educational campaigns like dialogues, forums, and cultural exchange programs. Havens

(2024) underscores the importance of promoting equality and diversity within local

government for establishing inclusive communities and improving public service delivery

through inclusive policies and training.

14. For Future Researchers

The researchers recommend using this study as a foundation for future research

on diversity quotient and skills inclusion's impact on work performance. Springer Nature

(2023) emphasizes the importance of research replication for verifying and validating

study findings to enhance reliability and applicability.

The researchers recommend applying study aspects to various industries

employing significant office employees. Penn (2023) highlights the benefits for

companies fostering diverse, equitable, and inclusive environments, including expanding

talent pools, attracting top-tier professionals, and effectively engaging diverse customer

segments for improved market reach.

 94

The researchers recommend future researchers have a more significant sample

size increase to produce more accurate results. Charlesworth (2022) highlights that larger

sample sizes increase statistical power and accuracy in research outcomes.

The researchers recommend conducting future studies on diversity quotient and

skills inclusion in different geographical locations like Visayas and Mindanao. Zoller

(2023) emphasizes the importance of selecting appropriate research locations for research

and development initiatives to enhance study authenticity, quality, and feasibility.

Generally, for industrial companies, the study recommends enhancing the

diversity quotient and skills inclusion through various implementations and targeted

training programs. Office employees are encouraged to understand the diversity of

backgrounds and skills within the organization by participating in seminars, mentorship

programs, and team-building activities to build their confidence and connections. The

public is encouraged to do educational campaigns about diversity and inclusion. Future

researchers can use the study as a foundation to explore it in various industries that

employ significant office employees, selecting substantial sample sizes and conducting

similar studies in different geographical settings.

 95

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