Ateneo Public Policy Paper

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    CHAPTER I

    INTRODUCTION

    Background of the Study

    The Internal Affairs Services (IAS), Bureau of Fire Protection (BFP)-National

    Headquarters is one of the executive staff of the OFFICE OF THE CHIEF BFP which has

    exceptionally done its mandated tasks of helping the Chief, BFP in instituting reforms to

    improve the image of the BFP force through assessment, analysis and evaluation of the

    character and behavior of BFP personnel.

    The BFP IAS personnel were able to do their function by out rightly receiving cases

    pending through investigation of formal administrative charges against erring BFP high

    ranking officials and undertakes prosecution of cases that are formally charged before the

    BFP Hearing Office. Its other functions include evaluation and review of request for

    financial support or known as Class E' allotment, conducting investigation for medical

    reimbursement claims and also issuances of clearance to BFP personnel.

    IAS was not part of BFPs precursor under the Presidential Decree No. 765 dated January

    1, 1975, the Fire Department was at the time integrated with the Philippine

    Constabulary/Integrated National Police (PC/INP) until it was organized as the Bureau of

    Fire Protection (BFP) under R.A. No. 6975, the Department of the Interior and Local

    Government Act, enacted in 1990. The BFP is mandated to ensure public safety through

    the prevention and suppression of all kinds of destructive fires; enforce the Fire Code of

    the Philippines (PD 1185); investigate all causes of fires and file complaints with the

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    appropriate agencies; and assist the Armed Forces of the Philippines (AFP) during national

    emergencies.

    The scope of BFPs mandate does not rest in ensuring the safety of the community but

    also in setting the standards to safety itself, a power which according to Myint (2000) is

    constantly equated to corruption not only in the Philippines but in other parts of the world.

    Violating building codes through the connivance of corrupt officials and building

    contractors has resulted in collapse of apartment buildings, department stores and hotels is

    common in a lot of countries. Paying bribes to deliberately observe proper fire prevention

    and safety regulations has caused supermarkets, hotels and discos, filled with shoppers and

    customers to go up in flames.

    With this in mind, IAS was tasked to support the Chief, BFP to ensure the departments

    integrity through the following capabilities:

    To conduct thorough and final investigation on matters related to personnel,

    equipment, funds, facilities and the like;

    To conduct inspection on all units of the BFP related to performances, morals and

    welfare, discipline and utilization of funds and equipment;

    To conduct investigation on vehicular accident involving fire trucks and other

    accidents involving BFP personnel;

    To file administrative cases against erring BFP personnel with strict observance to

    due process of law;

    To conduct intelligence coverage on reported anomalous activities involving BFP

    personnel;

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    To prepare special projects that will enhance administrative efficiency and

    operational readiness;

    To conduct background investigation in the accreditation of dealers/suppliers and

    BFP applicants on any positions.

    As the internal auditing body of the BFP, IAS personnel are expected to be at their utmost

    competence in dealing with the cases they are hearing. The integrity of the BFP largely

    depends on how each of IAS personnel responds in the situation presented to them.

    The researcher firmly believes that one important factor that distinguishes BFP-IAS

    personnel is their concept and context to the idea of corruption in public governance.

    Self-perceptions are a persons own beliefs or predictions concerning their abilities and

    performance. This may be different from an individuals actual performance. Both self-

    perceptions and actual competence have traditionally been divided into four smaller

    categories. These include academic, social, emotional, and behavioral (self-) perceptions

    (Harter, 1982). The following review will discuss self-perception in terms of the academic

    category. Although all of the subcategories are important for providing a complete picture

    of self-perceptions, academic self-perceptions can be most directly related to the IAS

    personnel.

    Rationale of the study

    The BFP-IAS personnel address issues on corruption on a daily basis, with this study the

    researcher will be able to gage not only the departments perceived competence but also

    their concept and context on corruption in the public governance.

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    According to a World Bank study in 2008, corruption in the Philippines is considered to be

    the worst among East Asias leading economies and the country has sunk even lower

    among those seen to be lagging in governance reforms. The 2009 Corruption Perceptions

    Index published by global watchdog Transparency International, showed that the situation

    in the country had improved slightly but still remained serious.

    The Philippines ranked 139th among 180 countries included in the index, up from its

    previous 141st ranking in 2008. The nation scored 2.4 in the TI index, compared to 2.3 in

    2008, which ranked it equal to Pakistan, Bangladesh and the Baltic state of Belarus.

    This result of the correlational study will be able to help the department in pinpointing

    areas of development to consider and probable actions in order to carry on their mandate

    more efficiently.

    Statement of the problem

    This study was conducted to provide answers to the following questions:

    1. What is the current profile of the BFP Personnel assigned to IAS along the

    following stratification?

    A. Age

    B. Gender

    C. Civil Status

    D. Highest Educational Attainment

    E. Number of years in the service

    F. Status of appointment

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    G. Type of appointment

    H. Rank

    I. Position/Designation

    J. Salary grade

    K. Salary Grade for non-uniformed

    L. Year of Last Promotion?

    2. What is the level of competence of the IAS BFP personnel based on their self-

    assessment?

    3. How does the IAS BFP personnel understand corruption in public governance?

    4. Is there a relationship between (a) the perceived level of competence of the IAS

    BFP personnel and (b) their concept and context of corruption in public governance?

    Objectives of the study

    This study aims to:

    1. Determine the current profile of the BFP Personnel assigned to ;

    2. Identify the level of competence of the IAS BFP personnel based on their self-

    assessment;

    3. Assess the IAS BFP personnel understanding of corruption in public governance;

    4. Find out if there is a relationship between (a) the perceived level of competence of

    the IAS BFP personnel and (b) their concept and context of corruption in public

    governance.

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    Significance of the study

    The results of this study will be beneficial to the following:

    BFP. Results of this study will enable the Bureau to look into the problems faced

    by the BFP Personnel assigned to IAS NHQ and make appropriate actions to improve the

    service. Likewise, serve as basis for policy formulation.

    BFP Personnel. Results of this study will enable the BFP Personnel to be extra

    careful in handling functions at work and be aware of the charges that could be filed

    against them. Likewise, serve as a basis as to what type of complain to file against an

    erring BFP Personnel.

    IAS. This study will serve as a guide what to provide to its personnel for an

    effective and efficient delivery of services.

    Fire Chief. This will enable the Fire Chief to support and look into the needs of the

    BFP Personnel assigned to IAS specifically in the prompt processing of their CFC.

    Scope and delimitation of the study

    This study aims find out if there is a relationship between the perceived levels of

    competence of the BFP Personnel assigned to IAS National Headquarters and their concept

    and context of corruption in public governance. The respondents are the current working

    group of the department located in Agham Road Diliman, Quezon City with data gathered

    from two instruments between November 2012 and June 2013.

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    Facets of this study exist that could not be controlled as there are only 12 active personnel

    under the BFP IAS department aside from the researcher where he is assigned. There is

    also no precedence for studying the relationship between the perceived levels of

    competence and the concept and context of corruption in public governance.

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    CHAPTER II

    REVIEW OF RELATED LITERATURE AND STUDIES

    This chapter presents the review of related literature and studies relevant to the present

    study. The literature and studies cited served as a guide and basis in the conduct of this

    study.

    Related Literature

    Firefighting is one of the worlds most honored but dangerous occupations (Hall &

    Adams, 1998). Saving lives, incident stabilization and property conservation summarizes

    the duty of every fire station. The job of a firefighter is not easy; it is a profession that

    exposes an individual to a hazardous situation. Firefighting requires a high sense of

    personal dedication, a genuine desire to help people and a high level of skill.

    The Bureau of Fire Protection (BFP) is mandated to carry out the firefighting job

    here in our country. The men and women behind this gallant organization are appreciated

    by some and belittle by others. As public safety employees, they are often times

    confronted in an extraordinary situation where the public wants them to be extraordinary

    persons (Almaden,.2007).

    Firefighter training never ends (Hall & Adams, 1998). New ideas and

    equipment require new methods that must be learned. Unpredictable environments and

    new technology create challenges that never before existed.

    The creation of the Internal Affairs Services (IAS) of the Bureau of Fire Protection

    is an answer to the above-cited realities that call for new ideas and new methods to

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    improve the system. As an executive staff of the Office of the Chief, BFP to resolve cases

    pending through investigation of formal administrative charges against erring BFP

    Personnel at the same time prosecutes case with formal charge and which evaluates review

    of request for financial support and above all conducts investigation for medical

    reimbursement claims, it is but imperative to adopt new ideas, equipment and methods to

    be able to deliver effective and efficient services to its clientele.

    There are a lot of factors to be considered in measuring competencies of a

    worker/employee. The researcher believes that factors such as age, gender, civil status,

    educational attainment, number of years in the service, and status of appointment are some

    of the contributory factors that could affect performance of employees. Thus, the above

    enumerated factors were used in this study.

    Sison (1976), pointed out that an incompetent worker or employee who is

    inadvertently hired due to poor selection becomes a liability to the establishment. He is

    not only a direct loss to the company in terms of substandard performance and low

    productivity, but he is also a potential source of problems to management, his co-workers

    and customers. Sison has been cited in this study as it has direct bearing to the present

    study in that it also speaks of the cause of incompetence of a worker or employee.

    Although the present study has yet to determine the level of competency of BFP Personnel

    assigned to IAS in a particular task..

    Sison (1991) stressed that there are two types of seniority. Straight and qualified

    seniority. Straight seniority determines employment references through length of service.

    Employees in this category are given priority in job opportunities such as promotion and

    transfer. They may also be retained in the service during .lay-off. However, in qualified

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    seniority, length of service is only one factor used in determining preference in the

    employment opportunities. Other factors considered are educational attainment, fitness for

    the job, training and experience in the type of job to be filled up. Qualified seniority gives

    merit and efficiency of the employee, and has greater weight than the plain seniority.

    Likewise, his study showed that senioritys role in the practice of basing the right of

    employment and job opportunities upon the employees relation to length of service in any

    organization is often used as basis for promotion, transfer, layoff, rehiring and other

    personnel actions. It is also the factor in boosting the morale of the employee.

    Franco (1991) in his book entitled, Training Center for Development Management

    and Productivity, emphasized training as learning to change the performance of people

    doing jobs. According to him it is deliberate and forceful not a hit-or-miss and is result

    oriented. Continuous training for individual helps in making better decisions and effective

    problem-solving, and aids in energizing and achieving self-development and self-

    confidence.

    In fact, it has been noted that one of the responsibilities of any organization is to

    send employees to trainings, seminars more so to encourage them to pursue further studies

    to enhance the knowledge and skills of their workers in the organization to be able to apply

    in the work place new methods and techniques acquired during the course of their training,

    seminars and studies. Hence, come up with a productive, efficient and effective service.

    Martinez (1988) study revealed that the following institutional variables:

    workplace, work design, relationships between and among individuals and organizations

    groups, reward system, career development and continuing training, affect tremendously

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    the workers productivity, while individual goals constitute another relevant factor,

    especially from the management point of view.

    Gomez (1994) recommended in his study entitled, Policies and Practices in the

    Acquisition and Maintenance of Human Resources in Selected Educational Institutions in

    Metro Manila: an Assessment that schools should provide opportunities for their

    personnel to grow professionally. Likewise, trainings and seminars be undertaken to

    strengthen and maintain morale and efficiency of the workers.

    Anti-corruption efforts in the Philippines are largely diffused and uncoordinated.

    There are gaps and overlaps in anti-corruption policy development, enforcement and

    system improvement. There is also no performance tracking / accounting system to

    determine how far the country has come in achieving its anti-corruption goals and

    objectives. Although there are multi-sectoral anti-corruption efforts in the Philippines, the

    anti-corruption actors seem to pursue their own initiatives with little regard for the bigger

    national picture.

    The magnitude and seriousness of the problem of corruption in our country will

    need the methodical convergence not only of synchronized action from all stakeholders but

    also of resource sharing. Well-managed resource utilization will produce a multiplier effect

    in concerted anticorruption programs.

    With this point intact, it is vital for the BFP IAS personnel to understand the proper

    concept and context of what corruption is which will provide valuable cause in their

    progress against delivering their duties to remove it in the system.

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    According to Wikipedia, in philosophical, theological, or moral discussions,

    corruption is spiritual or moral impurity or deviation from an ideal. Corruption may

    include many activities including bribery and embezzlement. Government, or 'political',

    corruption occurs when an office-holder or other governmental employee acts in an official

    capacity for his or her own personal gain. With this being it deals with the commonplace

    use of the term corruption to mean dishonest or fraudulent conduct by those in power.

    While according to the World Bank, Corruption is a complex phenomenon. Its

    roots lie deep in bureaucratic and political institutions, and its effect on development varies

    with country conditions. But while costs may vary and systemic corruption may coexist

    with strong economic performance, experience suggests that corruption is bad for

    development. It leads governments to intervene where they need not, and it undermines

    their ability to enact and implement policies in areas in which government intervention is

    clearly neededwhether environmental regulation, health and safety regulation, social

    safety nets, macroeconomic stabilization, or contract enforcement. This chapter looks at

    the complex nature of corruption, its causes, and its effects on development.

    But perhaps, the most concise and precise way to put it is the Transparency

    Internationals definition, the abuse of entrusted power for private gain.'

    The researcher plans to use a specially formulated rubric in order to measure the

    BFP IAS personnels existing concept and context on what corruption is. By being able to

    define what something is then we can understand how to prevent it. That is not the same

    as suggesting that you ignore corruption. It is the opposite. Blandly labelling something as

    corruption is meaningless. For example, we can not cure cancer unless we know what type

    of cancer it is.

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    Traditionally, intellectual argument on ethics in Ireland has qualified as assuming that

    corrupt behaviour is wrong. We know that. The challenge is to diagnose it so we can cure

    it.

    In this paper, corruption is defined as the use of public office for private gain, or in other

    words, use of official position, rank or status by an office bearer for his own personal

    benefit. Following from this definition, examples of corrupt behavior would include: (a)

    bribery, (b) extortion, (c) fraud, (d) embezzlement, (e) nepotism, (f) cronyism, (g)

    appropriation of public assets and property for private use, and (h) influence peddling.

    In this list of corrupt behavior, an official can undertake activities such as fraud and

    embezzlement alone and without involvement of a second party.

    While others such as bribery, extortion and influence peddling involve two parties the

    giver and taker in a corrupt deal.

    The two party type of corruption can arise under a variety of circumstances.

    Often mentioned are concerned with the following:

    (i) Government contracts: bribes can influence who gets the contract, the terms of the

    contract, as well as terms of subcontracts when the project is implemented.

    (ii) Government benefits: bribes can influence the allocation of monetary benefits such as

    credit subsidies and favored prices and exchange rates where price controls and multiple

    exchange rates exist. Bribes can also be important in obtaining licenses and permits to

    engage in lucrative economic activities such as importing certain goods in high demand

    and in short supply. Moreover, bribes can be employed to acquire in-kind benefits such as

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    access to privileged schools, subsidized medical care, subsidized housing and real estate,

    and attractive ownership stakes in enterprises that are being privatized.

    (iii) Government revenue: bribes can be used to reduce the amount of taxes, fees, dues,

    custom duties, and electricity and other public utility charges collected from business firms

    and private individuals.

    (iv) Time savings and regulatory avoidance: bribes can speed up the granting of

    permission, licenses and permits to carry out activities that are perfectly legal. This is the

    so-called grease money to turn the wheels of bureaucracy more smoothly, speedily and

    hopefully in the right direction. It is also not difficult to think of a really awful situation

    where rules and regulations, and the way they are applied, are so complex and burdensome

    that the only way left to get things done is to pay money to avoid them.

    (v) Influencing outcomes of legal and regulatory processes: bribes can be used to provide

    incentives to regulatory authorities to refrain from taking action, and to look the other way,

    when private parties engage in activities that are in violation of existing laws, rules and

    regulations such as those relating to controlling pollution, preventing health hazards, or

    promoting public safety as in the case of building codes and traffic regulations. Similarly,

    bribes can be given to favor one party over another in court cases or in other legal and

    regulatory proceedings.

    Rules, regulations and their transparency and consistency

    The conduct of economic and business affairs, like engaging in a sporting event such as a

    football match, requires observance of certain rules of thegame for activities to proceed

    in an orderly fashion. Rules and regulations are required to maintain a sense of fair play; to

    prevent disastrous conflicts; keep greed, predatory and other unsavory human instincts in

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    check; minimize socially undesirable consequences; and generally to ensure that players

    and referees abide by certain accepted standards of moral conduct and good behavior.

    Naturally, for rules to be properly observed, they must be transparent, that is, must be set

    out clearly and made known in advance to all concerned, so that they can be understood

    and obeyed by participants in the game. The game cannot proceed in an orderly way if

    players are uncertain about what constitutes a foul for which they will be penalized, or the

    referee is not sure when to blow the whistle. Aside from being clear, rules must also be

    applied in an impartial manner with respect to all players and must be consistent and not be

    subject to frequent and arbitrary changes. Obviously, the game will become unplayable and

    players will pack up and leave, if rules keep changing as the game proceeds and the referee

    keeps blowing his whistle whenever he feels like it.

    Working Definition

    The decisive role of the state is reflected in most definitions of corruption, which will

    define corruption as a particular (and, one could say, perverted) state-society relation.

    Corruption is conventionally understood, and referred to, as the private wealth-seeking

    behavior of someone who represents the state and the public authority. It is the misuse of

    public resources by public officials, for private gains. The encyclopedic and working

    definition used by the World Bank, Transparency

    International and others is that corruption is the abuse of public power for private benefit

    (or profit). Another widely used description is that corruption is a transaction between

    private and public sector actors through which collective goods are illegitimately converted

    into private-regarding payoffs (Heidenheimer et al. 1989:6).

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    This point is also emphasized by Rose-Ackerman, who says corruption exists at the

    interface of the public and private sectors (Rose-Ackerman 1978), and stressed by

    researchers who point to the Weberian distinction between public and private as the

    foundation of non-corrupt politics and administration (Mdard 1986, 1991).

    In Colin Nyes classical definition, corruption is behavior that deviates from the formal

    duties of a public role (elective or appointive) because of private-regarding (personal, close

    family, private clique) wealth or status gains (Nye 1967:416). An updated version with

    the same elements is the definition by Mushtaq Khan, who says corruption is behavior

    that deviates from the formal rules of conduct governing the actions of someone in a

    position of public authority because of private-regarding motives such as wealth, power, or

    status (Khan 1996:12). Samuel Huntington noted that where political opportunities are

    scarce, corruption occurs as people use wealth to buy power, and where economic

    opportunities are few, corruption occurs when political power is used to pursue wealth

    (Huntington 1968).

    By looking at the different kinds of resources transferred, a distinction has been made

    between corruption in economic terms and corruption in social terms. Economic corruption

    takes place in a market-like situation and entails an exchange of cash or material goods,

    which is basic to corruption. This is a strict definition of corruption, reflected in the

    regulations that stipulate limits to what amounts can be given before it is considered a

    bribe. Transfers are not only in cash or other tangibles, however, and the exchange takes

    place in a social setting with a number of cultural and moral meanings. Corruption

    understood in these broader terms has been called social exchange and social corruption.

    Social corruption is conventionally understood as an integrated element of clientelism.

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    Clientelism often implies an exchange of material benefits but cannot be reduced to this,

    because clientelism has a wider cultural and social implication. Clientelism, nepotism,

    ethnic and other favoritism are all variants of corruption, in social terms (Mdard

    1998:308).

    Rent-seeking is sometimes used interchangeably with corruption, and there is a large area

    of overlap. But, while corruption involves the misuse of public power for private benefit,

    rent-seeking derives from the economic concept of rents, i.e. earnings in excess of all

    relevant costs, and equals what most people think of as monopoly profits.

    Rent-seeking, the effort to acquire rents, is not necessarily banned by law or regarded as

    immoral in society, or necessarily uneconomical in terms of development if reinvested

    productively, but it is largely directly unproductive, wasteful and very often

    economically inefficient (Coolidge and Rose-Ackerman 2000).

    Given a definition of corruption as a particular state-society relationship, the genesis of

    corruption is consequently found at the two fields of interaction between the state and the

    society beyond it, namely at the national and the international arena. Besides, it takes place

    within the state itself, between its various layers or levels.

    On the international arena, the globalization of markets, finances, and numerous other

    transactions have expanded the opportunity of collusive and concealed transactions,

    including between the various non-state players and the host governments and their

    representatives. Multinational companies are for instance buying concessions, preferences

    and monopolies; kickbacks are offered on tenders, including travels, computers and other

    fringe benefits for local officials sometimes eases through loans and contracts; and

    development projects.

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    Corrupt host countries are sometimes particularly attractive for certain businesses from

    abroad (Bayart et al. 1999). However, international actors (in business, politics and

    development co-operation) can be both possible corrupters and reform supporters (Rose-

    Ackerman 1999; Moody-Stuart 1997). Foreign-sponsored bribery tends to be held by many

    observers in developing countries as the most significant contributing factor to corruption.

    On the national arena, corruption takes place at the meeting point between the state and the

    various non-state actors. On the one side is the corrupt state official; on the other side is the

    corrupter, the supplier of bribes. The officials can be anyone from the president and top

    political leadership (political corruption) down through the hierarchy (bureaucratic

    corruption) to the most remote local government public servant. The many possible non-

    state counterparts include the general public, any non-governmental and non-public

    individual, corporate and organizational. Many theories and conceptualizations of

    corruption will call attention to the corrupters, those who offer the bribes in the first

    place, and the advantages they gain. Other theories will emphasize the corrupted and their

    advantages.

    On the national institutional arena, i.e. within the various levels and agencies of the state,

    corruption can take place between the different branches of government (like the

    executive, legislative and judicial branches), and between the political an

    administrative/bureaucratic institutions (the civil service, local authorities and parastatals).

    These relationships can be corrupted because of overlapping and conflicting authority,

    political power-struggles over access to scarce resources, manipulated flows of

    information, and personal relationships of dependence and loyalty. In particular, a weak

    separation between civil service and party politics, a weak professionalization of the

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    bureaucracy, a lack of administrative accountability and transparency, and deficient

    political control and auditing mechanisms will increase corruption at these junctures. The

    more discretion officials have through abundant, complex and non-transparent regulations,

    the more corruption becomes likely.

    Corruption, however, also exists within and between private businesses and within non-

    governmental organizations, without any state agency or state official being involved.

    There is corruption in terms of bribing, swindling and mafia-methods in businesses, and

    there are disloyal employees in private firms, non-governmental organizations and

    associations. Besides, corruption also exists as a moral and cultural problem in society,

    among individuals in their personal dealings. Accepted and expected practices of gift-

    giving, tipping and patronage exist in most societies, even when such habits may be illegal.

    Generally, such practices impose hidden costs on public services and/or confuse the

    distinction between public and private.

    The level of private corruption can indeed be symptomatic for the general economic and

    political development of a society. Besides, all forms of private corruption can be

    destructive to the public morale and undermine the general trust and confidence in rules

    and regulations. However, most definitions of corruption will emphasize corruption as a

    state-society relationship because public sector corruption is believed to be a more

    fundamental problem than private sector corruption, and because controlling public sector

    corruption is a prerequisite for controlling private sector corruption.

    Forms of corruption

    A recent study has characterized some main forms or manifestations of corruption,

    according to a number of basic characteristics (Amundsen 1999). The main forms

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    considered are bribery, embezzlement, fraud and extortion. Even when these concepts are

    partly overlapping and at times interchangeable with other concepts, they may identify

    some basic varieties of corruption.

    Bribery is the payment (in money or kind) that is given or taken in a corrupt relationship.

    To pay or receive a bribe is corruption per se, and should be understood as the essence of

    corruption. A bribe is a fixed sum, a certain percentage of a contract, or any other favor in

    money of kind, usually paid to a state official that can make contracts on behalf of the state

    or otherwise distribute benefits to companies or individuals, businessmen and clients.

    There are many equivalent terms to bribery, like kickbacks, gratuities, commercial

    arrangements, baksheesh, sweeteners, pay-offs, speed- and grease money, which are all

    notions of corruption in terms of the money or favors paid to employees in private

    enterprises, public officials, and politicians. These are payments or returns needed or

    demanded to make things pass swifter, smoother or more favorably through the state or

    government bureaucracies. By greasing palms corporations and business interests can for

    instance buy political favors and escape the full burden of taxation and environmental

    regulations, they can buy protected markets and monopolies, import/export licenses and

    quotas, and get access to large state contracts on capital goods, on-going supplies, major

    civil engineering projects, construction works, and so on.

    Embezzlement is theft of resources by people who are put to administer it; it is when

    disloyal employees steal from their employers. This is a serious offence when public

    officials are misappropriating public resources, when state official steals from the public

    institution in which he or she is employed and from resources he is supposed to administer

    on behalf of the public.

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    Embezzlement is not considered as corruption from a strict legal point of view, but is

    included in the broader definitions. In legal terms, corruption is a transaction between two

    individuals, one state agent and one civilian, where the state agent goes beyond the

    limits of the law and regulations in order to secure himself a personal benefit in the form of

    a bribe. Embezzlement is regarded as theft because it does not involve the civilian side

    directly. The general public is deprived when public funds are embezzled, but no

    individual property is stolen and individual citizens are bereft of legal rights to present

    themselves as forfeited.

    This points to one of the dangers of embezzlement. There will have to be a political will as

    well as an independent judiciary and a legal capacity to clamp down on embezzlement.

    Embezzlement is a form of corruption and power abuse that can develop in closed

    institutional and moral spheres, independently of the public moral and with few

    possibilities of public sanction. In many thoroughly corrupt countries, embezzlement is a

    fundamental part of the resource extractive capacity of a ruling elite, even more important

    than extraction through bribes.

    Straddling, the process by which some power-holders systematically use their political

    office to enter into, secure and expand their private business interests, should be regarded

    as another form of embezzlement. In some countries the political elite has nationalized

    foreign businesses, property and monopoly rights, and redistributed these to the members

    of the ruling families.

    Fraud is an economic crime that involves some kind of trickery, swindle or deceit.

    Fraud involves a manipulation or distortion of information, facts and expertise, by public

    officials positioned between politicians and citizens, who seeks to draw a private profit.

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    Fraud is when a public official (agent), who is responsible for carrying out the orders or

    tasks assigned by his superiors (principal), manipulates the flow of information to his

    private profit; hence the widely used principal-agent or incentive theory employed by

    economists to study this phenomenon (Eskeland and Thiele 1999; Fjeldstad 1999).

    Fraud is also a broader legal and popular term that covers more than bribery and

    embezzlement. It is fraud for instance when state agencies and state representatives are

    engaged in illegal trade networks, counterfeit and racketing, and when forgery, smuggling

    and other organized economic crime is propped up by official sanction and/or

    involvement. It is fraud when politicians and state agents take a share for closing their eyes

    on economic crimes, and it is serious fraud when they have an active role in it.

    Extortion is money and other resources extracted by the use of coercion, violence or the

    threats to use force. Blackmailing and extortion are corrupt transactions where money is

    violently extracted by those who have the power to do it, but where very little is returned

    to the clients (perhaps only some vague promises of exception from further harassment).

    Protection or security money can be extorted in the classical, well-known mafia style,

    where organized criminals use insecurity, harassment and intimidation to extort money

    from individual citizens, private businesses and public officials. Corruption in the form of

    extortion is usually understood as a form of extraction from below, by mafias and

    criminals.

    Corrupt practices of this kind can, however, also be from above, when the state itself is

    the biggest mafia of them all. This is for instance when the state, and in particular its

    security services and paramilitary groups, extorts money from individuals, groups and

    businesses. With more or less concealed threats, taxes, fees and other resources are

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    extracted from travellers, market vendors, transporters and other private sector businesses.

    Furthermore, various state officials may extract under the table fees and gifts from

    individual citizens as they approach the state as clients, customers, patients, school

    children etc. These practices may be interpreted as informal forms taxation.

    Favoritism is a mechanism of power abuse implying privatization and a highly biased

    distribution of state resources, no matter how these resources have been accumulated in the

    first place. Favoritism is the natural human proclivity to favor friends, family and anybody

    close and trusted. Favoritism is closely related to corruption insofar as it implies a

    corrupted (undemocratic, privatized) distribution of resources. In other words, this is the

    other side of the coin where corruption is the accumulation of resources.

    Favoritism is the penchant of state officials and politicians, who have access to state

    resources and the power to decide upon the distribution of these, to give preferential

    treatment to certain people. Clientelist favoritism is the rather everyday proclivity o most

    people to favor his own kin (family, clan, tribe, ethnic, religious or regional group).

    Favoritism or cronyism is for instance to grant an office to a friend or a relative, regardless

    of merit.

    Favoritism is a basic political mechanism in many authoritarian and semi-democratic

    countries. In most non-democratic systems, the president has for instance the constitutional

    right to appoint all high-ranking positions, a legal or customary right that exceedingly

    extends the possibilities for favoritism. It easily adds up to several hundred positions

    within the ministries, the military and security apparatus, in the parastatal and public

    companies, in the diplomatic corps and in the ruling party.

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    Nepotism is a special form of favoritism, in which an office holder (ruler) prefers his

    proper kinfolk and family members (wife, brothers and sisters, children, nephews, cousins,

    in-laws etc.). Many unrestricted presidents have tried to secure their (precarious) power

    position by nominating family members to key political, economic and military/security

    positions in the state apparatus.

    Related Studies

    Power breeds competence, not corruption, according to a new study in the May

    issue of Psychological Science. The study, a collaboration between U.S. and Dutch

    researchers, finds that if people feel powerful in their roles, they may be less likely to make

    on-the-job errors like administering the wrong medication to a patient. Contrary to

    conventional wisdom, the study suggests that people at the bottom of the workplace totem

    pole don't end up there for lack of ability, but rather that being low and powerless in a

    hierarchy leads to more mistakes. It's a finding that surprised even the study's authors. "I'll

    be totally honest. When we started this research," says Adam Galinsky, a co-author and a

    social psychology professor at the Kellogg School of Management at Northwestern

    University, "we first had the hypothesis that maybe power might impair [cognitive]

    functioning."

    Talania (1999), in his study showed that matured personnel whose age range from

    41-56 and above were presumed to perform their duties accordingly as indicated in rule X I

    of their Manual of Operations of the BJMP. In terms of gender, his findings revealed that

    disciplinary services are predominantly assigned to males and that he attributed this to the

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    fact that investigating and hearing administrative cases is a tedious task which maybe

    considered more appropriate for male personnel. Another possible reason is that during

    the period covered by the study, the number of female personnel in the Bureau was very

    much smaller than that of the male, so that the males dominate in all the units or divisions

    of the Bureau. Another factor pointed out by Talania (1999), is the civil status. His

    findings revealed that married persons are usually matured, established and experienced

    that they are able to grasp and relate to the situations more closely and better understand

    the reasons and factors that lead to the commission of these administrative offense. His

    findings likewise showed that majority of the respondents have training in the law

    profession being graduates in Law. As college graduates with legal training they are

    qualified to be members of the disciplinary machinery. Their knowledge of law on

    account of their educational background, that they are in a better position to investigate,

    hear and decide on administrative cases, since they are able to interpret the rules and

    regulations of the BJMP and the Civil Service, as well as the laws of the country. In terms

    of trainings and seminars, the study reflected that majority of the respondents have

    adequate orientation and training in relation to their job. Hence, they were in better

    position to perform their task more effectively and efficiently than those without related

    training. Still another factor on eligibility implied that there is security in their job on

    account of their eligibility and therefore are permanent/regular employees of BJMP.

    Talania (1999), further revealed that majority of the respondents encountered the

    following problems: inadequate trained personnel, inadequate office supplies and

    equipment and mobility problem.

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    Researchers employed several different tests of executive function, the best-known among

    them being the Stroop test, a measure of cognitive attention developed in the 1930s:

    participants are shown color words, such as "red," "blue" or "yellow," printed in colors that

    are different from the color that the word actually names. So, the word "blue" might be

    written in green lettering, "red" would appear in blue, and so forth. The participant's goal is

    to name the color of the font he or she seesan exercise of mental effort, called "directed

    attention," that requires people to override the immediate and automatic urge to simply

    read the word.

    Galinsky expected that the empowered participants would be distracted by their own high-

    powered perch and would behave more impulsively, leading to more errors in recognizing

    the color of the font. Rather, he found the opposite was true. The students who were

    primed to feel devoid of power actually performed significantly worse than the powerful

    group perhaps because the former group felt, as the study concludes, "guided by

    situational constraints... rather than by their own goals and values." In other words, low-

    power participants did not, in a way, feel in control of their own ability to complete tasks,

    feeling instead that they were "the means for other people's goals."

    The approach presented in this paper is essentially holistic. Corruption is viewed as a

    systemic issue requiring the donors to work on several fronts and collaboration among the

    branches of government and many parts of society. The approach to promote good

    governance through among other things, prevention, is to help client countries curb

    corruption and build integrity, and therefore, improve their public services and create an

    enabling environment for the private sector. The Governance and Anti-Corruption program

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    comprises three principal activity areas: (a) improving public sector service delivery by

    focusing on public sector accountability and legal reform in order to re-introduce rule of

    law; (b) building integrity by promoting governmental accountability and transparency;

    and (c) building a prevention and anti-corruption capacity of the public sectorand of civil

    society, particularly by strengthening non-governmental organizations (NGOs) and the

    media. The program dovetails with other reforms such as: Public Sector Management

    program, which focuses on prevention through civil-service reform and public-expenditure

    planning and management, as well as, on supporting governance activities, research and

    dissemination of findings.

    Legislative reforms to strengthen the government role in overseeing the executive but also

    the passing of new anti-corruption legislation

    Legal reforms; that strengthen the rule of law

    Building integrity, which means using public powers for the public good, is the flip

    side of fighting corruption. Experience gained from work with client countries

    demonstrates that it is preferable to focus on prevention through the building of integrity,

    which suggests a positive, pro-active preventive approach. It is often easier to get various

    stakeholder groups to support preventive measures through the creation of a system of

    national integrity rather than specific measures designed to fight corruption.

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    CHAPTER III

    RESEARCH FRAMEWORK

    Conceptual Framework

    This review found that few studies examine or establish a direct relationship between the

    perceived level of competency and the level of understanding in the concept and context of

    corruption in public governance. Self-Perceived Competence or the lack of, by itself, does

    not produce a thorough understanding of the concept and context of corruption. Rather,

    corruption has direct consequences on a personnels performance, intermediaries that in

    turn produce incompetency. Thus, the relationship examined by researchers is an indirect

    one.

    Two models emerge from the research literature. The correlational model postulates that

    self-perceived competence affects the judgment of the BFP IAS personnel by first

    impacting their comprehension, which, in turn, impact their concept and context on what

    corruption is. In other words, decreased self-perceived competence reduces

    comprehension, distorts job function, hinders good judgment, creates inefficiencies and

    bends the idea of what corruption is.

    Within Self-Determination Theory, competence is assumed to be one of three fundamental

    psychological needs, so the feelings or perceptions of competence with respect to an

    activity or domain is theorized to be important both because it facilitates peoples goal

    attainment and also provides them with a sense of need satisfaction from engaging in an

    activity at which they feel effective. Thus, perceived competence has been assessed in

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    various studies and used, along with perceived autonomy (i.e., an autonomous regulatory

    style) to predict maintained behavior change, effective performance, and internalization of

    ambient values.

    This study is anchored on the Psychomotor Skills Theory. According to this theory, this

    results from organized muscle activity in response to stimuli from the environment. The

    sensory and motor cortex of the brain, as well as the new fibers that connect the two

    hemispheres of the brain controls psychomotor skills.

    A skill is not a reflex action. A skill is a complex movement that requires practice.

    To acquire psychomotor learning we usually develop the skills quite quickly during

    reinforced practice. Studies have shown that we retain psychomotor skills longer that we

    retain learned text material, because we tend to over learn these skills. Environmental

    factors such as heat/cold, amount of oxygen, and noise have been shown to interfere with

    the acquisition and performance of psychomotor skills.

    The term skill also refers to the level of proficiency at which someone can

    perform a certain task. For example, sports are often complex tasks, requiring

    coordination, speed,a nd endurance. These motor skills are essential for a player to be

    considered skilled, but performance will always be limited by our basic abilities.

    Skill performance is analyzed using several criteria at fixed intervals. First, the

    performer must be alert and attentive enough to realize that sensory information is being

    transmitted. At the sensory cue, the performer must be able to decide whether or not to

    respond and with what type of response. Performance is based upon past experience in

    similar activities, speed, the amount of force exerted, and the persons basic ability.

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    Figure 1. Schematic diagram of the study showing the profile, level of competence, and concept and context of Corruption in

    Public Governance among the IAS BFP Personnel

    IAS BFP

    Profile of the IAS

    BFP Age

    Gender

    Civil Status

    Educational

    Qualification

    No. of years in

    the service

    Status of

    Appointment

    Rank

    Position

    Salary

    Year of last

    promotion

    Level of Competence of the IAS BFP

    Conducting investigation

    related to: personnel,

    equipment, funds, facilities

    Conducting Inspection on all

    units of the IAS-BFP relatedto: performance, morale,

    welfare, discipline ,utilization

    of funds

    Conducting investigation on

    vehicular accidents involvingfire trucks and BFP Personnel

    Conducting intelligence

    coverage on reportedanomalous activitiesinvolving BFP Personnel

    Preparing special project to

    enhance administrative and

    Ideal

    Concept

    and

    Context of

    Corruption

    in Public

    Governanc

    e

    Improve

    d

    Services

    of the

    BFP IAS

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    Operational Definition of Terms

    The following terms are defined for easy understanding of the study:

    Accreditor. - one who establishes firms who are applying for accreditation whether or not

    it possesses the legal qualification to be a supplier of the BFP. Likewise, conducts ocular

    inspection of the firms office warehouse and stockrooms to determine its physical

    existence and capacity.

    Assessment - as used in this study is the process of evaluating and appraising the level of

    competency of BFP Personnel assigned to IAS.

    Bureau of Fire Protectiona Bureau who takes charge of saving lives and property.

    IAS, BFP-NHQis one of the executive staff of the OFFICE OF THE CHIEF, BFP to

    resolve cases pending through investigation of formal administrative charges against erring

    BFP Personnel and undertakes as the prosecuting case with formal charged before the BFP

    Hearing Office. Its other functions include evaluation/review of request for financial

    support or known as Class E allotment, conducting investigation for medical

    reimbursement claims and also issuances of clearance to BFP Personnel.

    IAS BFP Personnelactive BFP Personnel assigned at the Office of the Internal Affairs

    Service.

    Investigatorone who receives complaints filed against BFP Personnel (Uniformed and

    Non-Uniformed) and conducts investigation either emanating or indorsed by DILG, CSC,

    and Ombudsman.

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    Self-perceptions a persons own beliefs or predictions concerning their abilities and

    performance. This may be different from an individuals actual performance. Both self-

    perceptions and actual competence have traditionally been divided into four smaller

    categories. These include academic, social, emotional, and behavioral (self-) perception.

    Correlationis computed into what is known as the correlation coefficient, which ranges

    between -1 and +1. Perfect positive correlation (a correlation co-efficient of +1) implies

    that as one security moves, either up or down, the other security will move in lockstep, in

    the same direction. Alternatively, perfect negative correlation means that if one security

    moves in either direction the security that is perfectly negatively correlated will move in

    the opposite direction. If the correlation is 0, the movements of the securities are said to

    have no correlation; they are completely random.

    In real life, perfectly correlated securities are rare, rather you will find securities with some

    degree of correlation.

    Research Hypothesis

    There have been no studies yet with regards to the correlation of the two variables

    presented in the study as it is a new concept, the results from this will produce data that

    will potentially support one of the following hypotheses:

    H1A: There is a significant correlation between the perceived level of competency among

    BFP-IAS personnel and their concept and context of corruption in public governance

    H1O: here is no significant correlation between the perceived level of competency among

    BFP-IAS personnel and their concept and context of corruption in public governance

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    CHAPTER IV

    RESEARCH METHODOLOGY

    Research design

    The study was implemented in a management approach focusing on the correlational

    analysis of two traits characterized through the self-perceived competence of the BFA-IAS

    personnel and their concept and context of corruption in the public governance. Therefore

    evaluating their self-worth and understanding of the nature of their mandate.

    Locals of the Study

    The subjects of the research were the BFP personnel assigned to IAS NHQ. Total

    enumeration was used in this study, as there were only fifteen (15) personnel from BFP

    who were assigned to IAS NHQ. Each of the IAS BFP were given survey questionnaires

    which were prepared by the researcher.

    The Department of the Interior and Local Government, Bureau of Fire Protection National

    Headquarters issued a memorandum to the Office of the Fire Chief with the subject,

    Roster of Personnel of Internal Affairs Services (IAS) last March 1, 2012. The letter

    contained the list of active BFP Personnel assigned at the Office of the Internal Affairs

    Service, BFP-National Headquarters as the basis for the processing of their CFC the period

    March 1 15, 2012. The letter specified that there were a total of fifteen (15) personnel

    who are categorized as active personnel and two (2) as detached service PACC-DILG.

    The BFP IAS office is located at Agham Rd., Diliman, Quezon City.

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    Data Collection Methods

    The needed information of this study were obtained in two parts, first is from the

    questionnaire that were distributed to the respondents and retrieved at once from the

    respondents as the said respondents were just assigned in the Office where the researcher is

    also assigned. Hence, after answering the questions, the respondents immediately handed

    in the questionnaires to the researcher who personally administered the questionnaires. The

    second part, was based on the recorded and transcribed interview where the respondents

    were asked to give a brief description on what is corruption in public governance and is

    BFP-IAS

    Office

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    given appropriate grade based on the rubrics on the working definition of corruption in the

    related review of literature and studies.

    Sampling Plan

    The researcher managed to take the entire populace in order to get the real figures

    without applicable biases on his part as a member of the BFP IAS personnel.

    Data Gathering Instruments

    The research instrument was a modified questionnaire in terms of the demographic

    variables and the level of competencies of the IAS-BFP. The checklist contained questions

    that sought inquiries on the personnels profile and self perceived competency level. To

    measure these competencies, answers of respondents were based on a 5 point Likert

    scale.

    As for the context and concept of corruption, the researcher made use of a

    qualitative interview measured through a rubric form. The rubrics guide came from the

    literature and studies review presenting the working definition of corruption in public

    governance.

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    Method of Data Analysis

    He study will make use of simple mode, modal, and mean testing in realizing its objective

    other than the Spearmans Rho Correlation Regression expressed as:

    One final resource was utilized to conduct this analysis, and this involved the input of

    experts opinions. The researcher asked the external service of a statistician and

    proofreader to better analyze the study in identifying correlations between through the self-

    perceived competence of the BFA-IAS personnel and their concept and context of

    corruption in the public governance. The expert was used due to the lack of research into

    these relationships. The correlations were analyzed using the Pearson or product-moment

    correlation. The study also includes a variation on this type called partial correlation. The

    latter is useful when you want to look at the relationship between two variables while

    removing the effect of one or two other variables.

    The main result of a correlation is called the correlation coefficient (or "r"). It ranges from

    -1.0 to +1.0. The closer r is to +1 or -1, the more closely the two variables are related.

    If r is close to 0, it means there is no relationship between the variables. If r is positive, it

    means that as one variable gets larger the other gets larger. If r is negative it means that as

    one gets larger, the other gets smaller (often called an "inverse" correlation).

    While correlation coefficients are normally reported as r = (a value between -1 and +1),

    squaring them makes then easier to understand. The square of the coefficient (or r square)

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    is equal to the percent of the variation in one variable that is related to the variation in the

    other. After squaring r, ignore the decimal point. An r of .5 means 25% of the variation is

    related (.5 squared =.25). An r value of .7 means 49% of the variance is related (.7 squared

    = .49).

    Meanwhile, the researcher used weighted mean in the Likert scale, which was used in

    identifying problems encountered by the BFP IAS Personnel a list of identified problems

    were enumerated for the respondents to select/choose which will evaluate the current

    profile of the BFP IAS Personnel used in the study.

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    CHAPTER V

    RESULTS AND DISCUSSION

    This chapter presents the analysis and the interpretation of the data gathered and their

    implications thereof.

    Profile of the Respondents

    Age. Table 1 below shows that 92% of the employees are between 30 to 39 years

    old. Thus, almost all employees of BFP are still young compare to any other government

    agencies. In other words, young employees are more likely competent and more capable in

    handling the task involving hard tasks as they are physically fit to handle functions outside

    the office specifically in handling investigative matters which is a bit risky.

    Table 1

    Age of the respondents.

    Frequency Percentage

    2129

    30394049

    5055

    56 and above

    0

    111

    0

    0

    0.0

    91.78.3

    0.0

    0.0

    Total 12 100.0

    Gender. Table 2 shows the gender of the employees. Table below only shows that

    gender is not equally distributed in the office of BFP. There are about 58% female

    employees and about 42% male employees. This implies that female employees

    are the ones fit for office work as compared with the male employees. This can be

    attributed to the type of work and the risk that will be faced by females if they will

    be the one exposed outside office.

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    Table 2

    Gender of the respondents.

    Frequency Percentage

    Male

    Female

    5

    7

    41.7

    58.3Total 12 100.0

    Civil Status. Table 3 shows the civil status of the employees. Table shows that

    half of the employees are already married. In addition about 42% of the total employees

    are still single and about 8% is separated from his/her wife/husband.

    Table 3

    Civil Status of the Respondents.

    Frequency Percentage

    SingleMarried

    Widow/er

    Separated

    56

    0

    1

    41.750.0

    0.0

    8.3

    Total 12 100.0

    Educational Attainment. Table 4 showed the highest educational attainment of

    the employees. The table shows that 10 out of 12 employees are college graduate. While,

    one employee has units in the Masters degree and the other is a post graduate. It only

    implies that employees should further study since most of them are still college graduate

    given that degree in the post graduate is required in the promotions. Hence, most of them

    can be considered not competent still in this aspect and that their knowledge in handling

    cases related to BFP-IAS is still limited as reflected in the result of the educational

    attainment obtained by most of the personnel of the said office..

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    Table 4

    Highest educational attainment of the respondents.

    Frequency Percentage

    HS Undergraduate

    HS GraduateCollege Undergraduate

    College Graduate

    With Units in the Masteral DegreePost Graduate

    0

    00

    10

    11

    0.0

    0.00.0

    83.3

    8.38.3

    Total 12 100.0

    Number of Years in the Service. Table 5 below shows the employees number of

    years in service. Table 5 shows that half of the total employees were employed 6 to 10

    years ago while the 42% were employed 11 to 15 years ago. The longest possible number

    of years in service of an employee is only 15 years. Possibly, employees retire when they

    reach 20 years in service as soon as they receive retirement benefits. It can be implied that

    their competence in handling the functions in the BFP IAS can already be considered that

    competent enough as most of them had already gained experience in handling the services

    of the IAS as well as in performing the corresponding functions assigned to them.

    Table 5

    Number of Years in the Service

    Frequency Percentage

    5 years and below

    610 years1115 years

    1620 years

    2125 years

    26 years and above

    1

    65

    0

    0

    0

    8.3

    50.041.7

    0.0

    0.0

    0.0

    Total 12 100.0

    Status of Appointment. Table 6 shows the status of appointment of the

    employees. It shows that all employees are already permanent. Thus, it can be implied

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    that masters degree is not a requirement for permanency. Moreover, this cannot be

    considered determinant in terms of competency as new employees are at once given

    permanent status.

    Table 6

    Status of Appointment of the Respondents.

    Frequency Percentage

    Permanent

    Temporary

    12

    0

    100.0

    0.0

    Total 12 100.0

    Appointment of the Employee. Table 7 shows the type of appointment of the

    employees. It showed that all employees are categorized as having the uniformed type of

    appointment.

    Table 7

    Type of Appointment of the Respondents.

    Frequency Percentage

    Uniformed

    Non-uniformed

    12

    0

    100.0

    0.0

    Total 12 100.0

    Rank of the Employee. Table 8 shows the rank of the employees. It shows that

    75% of the total employees have rank from FO1 to FO3, 17% have rank from SFO1 to

    SFO4, and the 8% have rank Insp Sr Insp. The employee mentioned in table 4 who is a

    post graduate has a rank Insp Sr Insp. This can be implied that the higher the educational

    attainment the higher the rank will be. Hence, this could served as motivation for the BFP-

    IAS personnel to pursue post graduate studies as it is for their own advantage to help them

    achieve a higher rank or position.

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    Table 8

    Rank of the Employees

    Frequency Percentage

    FO1FO3SFO1SFO4Insp Sr Insp

    C Insp-Supt

    Sr. Supt

    921

    0

    0

    75.016.78.3

    0.0

    0.0

    Total 12 100.0

    Table 9 shows the salary grade of the employees. It shows that about 67% of the

    total employees have salary grade between 14 to 16 while one employee has salary grade

    above 20. This implies that most of the employees of IAS-BFP belonged to the lower rank

    and therefore has to take further studies and training to be able to be promoted a higher

    rank.

    Table 9

    Salary Grade of the Respondents.

    Frequency Percentage

    Below 10

    11 -1314 -16

    1719

    20 and above

    0

    18

    2

    1

    0.0

    8.366.7

    16.7

    8.3

    Total 12 100.0

    Year of last Promotion of the Employees. Table 10 shows the year of the last

    promotion of the employees. The table showed that 75% of the total employees were

    promoted last 2010. Furthermore, three employees were promoted last 1999, 2008, and

    2009. It can be implied that BFP-IAS should be vigilant in submitting their papers for

    promotion and likewise upgrade their educational qualification, seminars and training to

    avail of the promotion granted by the Office almost every year.

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    Table 10

    Year of last Promotion of the Employees

    Frequency Percentage

    1999

    20082009

    2010

    1

    11

    9

    8.3

    8.38.3

    75.0

    Total 12 100.0

    Level of competence of the employees

    Table 11 shows the level of competence of the employees in conducting thorough

    investigation on matters related to personnel, equipments, fund, and facilities. The result

    in the table shows that employees have high level of competence in conducting thorough

    investigation on matters related to personnel. Thus, given this result employees are already

    equipped in investigating matters related to personnel.

    However, employees have moderate level of competence in conducting thorough

    investigation related to equipments, funds, and facilities. Thus, the office should conduct

    such activity or seminar to further enhance the competence of the employees along the area

    on investigation.

    Table 11

    Level of competence of the respondents in conducting thorough investigation on

    matters related to the following:

    Mean Interpretation

    Personnel

    Equipments

    Funds

    Facilities

    4.45

    3.55

    3.64

    3.36

    High level of competency

    Moderate level of competency

    Moderate level of competency

    Moderate level of competency

    Overall mean 3.75 High level of competency

    Table 12 shows the level of competence of the employees in conducting inspection

    on all units of the BFP related to their performance, morale, welfare, discipline, and

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    utilization of funds. The result in the table shows that employees have high level of

    competence in conducting inspection on all units of the BFP related to their performance,

    morale, welfare and discipline. Thus, given this result employees are already equipped on

    these matters.

    However, employees have moderate level of competence in conducting inspection

    on all units of the BFP related to the utilization of funds. Thus, the office should look to

    this matter to increase the level of competence of the employees in the utilization of funds.

    Table 12

    Level of competence of the respondents in conducting inspection on all units of the

    BFP related to the following:

    Mean Interpretation

    PerformanceMorale

    Welfare

    DisciplineUtilization of funds

    4.004.00

    4.00

    4.093.70

    High level of competencyHigh level of competency

    High level of competency

    High level of competencyModerate level of competent

    Overall mean 3.96 High level of cmpetency

    Table 13 shows the level of competence of the employees. The result in the table

    shows that employees have high level of competence in conducting intelligence accident

    involving BFP personnel and performing related tasks as directed by the chief of BFP. On

    the other hand, the employees have moderately level of competence in conducting

    investigation on vehicular accidents and performing special projects.

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    Table 13

    Level of competence of the employees.

    Level of competence in Mean Interpretation1. Conducting investigation on vehicularaccidents involving fire trucks.

    2. Conducting investigation on accidentinvolving BFP personnel.

    3. Conducting intelligence coverage onreported anomalous activities involving

    BFP personnel.4. Preparing special project that will

    enhance administrative efficiency.

    5. Preparing special project that willenhance operational readiness.

    6. Performing other related tasks asdirected by the chief, BFP.

    3.09

    3.36

    3.82

    3.36

    3.36

    4.18

    Moderate level of competent

    Moderate level of competent

    High level of competency

    Moderate level of competent

    Moderate level of competent

    High level of competency

    Table 14 shows the problems encountered by the employees of BFP in discharging

    functions or duties. Table below shows that 75% of the employees said that they have

    problems on the logistical and financial support of the office. While 33% of the employees

    said that lack of cooperation of witnesses and dilatory tactics of counsels are problems that

    they have encountered.

    Table 14

    Problems encountered by the respondents in discharging functions/duties.

    Frequency Percentage

    1. Inadequacy of trained personnel.2. Inadequacy of logistical and financial

    support.

    3. Lack of cooperation of witnesses anddilatory tactics of counsels.

    4. Mobility

    2

    9

    4

    2

    16.7

    75.0

    33.3

    16.7

    Table 15 shows the propose recommendations of the employees of BFP to enhance

    the services of the IAS NHQ BFP. Table below shows that 55% of the employees

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    recommend for an additional computer, internet services, travel allowance, etc. Other

    recommendations of the employees can be seen in the table below.

    Table 15

    Propose recommendations of the respondents to enhance the services of the IAS NHQBFP.

    Frequency Percentage

    1. Adequate logistical and financial support(logistical supportadd computer/laptop,

    internet services, etc.;

    financial supporttravel allowances,

    etc.)

    2. Procurement of service vehicle forimmediate response to remote

    investigation.3. To promote those qualified and observe

    seniority like entry in the BFP.

    4. Promotion to the next higher rank.5. A seminar or training be conducted to all

    IAS personnel.

    6. Train all personnel of IAS nationwide.

    6

    1

    1

    1

    1

    1

    54.5

    9.1

    9.1

    9.1

    9.1

    9.1

    Total 11 100.0

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    The correlational analysis of the two variables

    Table 16

    The correlation of the self-perceived competence of the BFA-IAS personnel and their

    concept and context of corruption in the public governance.

    Self-Perceived

    Competence

    Context and

    Concept of

    Corruption

    7. Respondent 18. Respondent 29. Respondent 310.Respondent 411.Respondent 512.Respondent 613.Respondent 714.Respondent 815.Respondent 916.Respondent 1017.Respondent 1118.Respondent 12

    3.23

    3.27

    2.00

    1.96

    1.96

    1.96

    1.88

    1.73

    1.77

    1.73

    1.96

    1.96

    90

    85

    75

    60

    60

    65

    60

    55

    50

    45

    65

    65

    R = 0.89

    Intercept = 18.39

    Slope = 21.80

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    Figure 2Plotting of The correlation of the self-perceived competence of the BFA-IAS personnel

    and their concept and context of corruption in the public governance.

    Note:

    Exactly 1. A perfect downhill (negative) linear relationship

    0.70. A strong downhill (negative) linear relationship 0.50. A moderate downhill (negative) relationship 0.30. A weak downhill (negative) linear relationship No linear relationship +0.30. A weak uphill (positive) linear relationship +0.50. A moderate uphill (positive) relationship +0.70. A strong uphill (positive) linear relationship Exactly +1. A perfect uphill (positive) linear relationship

    40

    1.50 2.00 2.50 3.00 3.50

    Series1

    Linear (Series1)

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    CHAPTER VI

    SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATION

    Summary of Findings

    The profile of the BFP IAS Personnel

    1. The demographic characteristics in terms of the following: Age - showed that(92%) belonged to age bracket between 30 to 39 years old which means that almost all

    BFP-IAS Personnel are still young. This only showed that the present generation is

    already composed of young people who managed to work/employ at a young age;

    Gender. The results showed that (58%) were females and only (42%) males. This can be

    attributed to the nature of work. BFP Personnel assigned to IAS are given office work

    which could be considered why there are more female personnel than male personnel;

    Civil Status. It reflected that (50%) of the BFP Personnel were already married and (48%)

    single and about (8%) were separated from his/her spouse. This means that married people

    have that desire to get employment for them to provide the needs of their family. Highest

    Educational Attainment. The results revealed that (83.3%) of the personnel did not

    pursue further studies. Hence, there is a need for the office to encourage personnel to

    pursue post graduate studies to enhance their skills/capabilities and their knowledge to

    make them more competent in their chosen field. Number of Years in the Service. The

    results showed that (50%) of the personnel have already served for more than five years in

    the service as there is only (8.3%) are new while (41.7%) have been able to serve for

    more than 11 to 15 years. This only showed that most of the personnel are already

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    conducting inspection in all units of the BFP related to their performance, morale, welfare

    and discipline. Thus, BFP-IAS Personnel are well versed along the area on performance,

    morale, welfare, and discipline except in the utilization of funds as there is a need for the

    office to provide the employees the needed funds to make them more competent enough in

    the conduct of their inspection along this area.

    It has also been observed that BFP-IAS Personnel have high level of competence in

    conducting intelligence accident involving BFP Personnel and in terms of performing

    related tasks assigned to them. However, the BFP-IAS Personnel have moderate level of

    competence in conducting investigation on vehicular accidents and performing special

    projects. This can be attributed to the limited funds allocated to them in terms of their

    mobilization.

    Context and Concept of Corruption

    Considering that the passing mark in the interview is pegged at 75%, only three (3) of the

    12 respondents were able to match the contextual and concept definition of corruption for

    the study. The lowest being 45%, with a modal score of 65% overall.

    The correlational analysis of the two variables

    With a 0.89 regression at an 18.39 intercept and 21.80 slope, the correlational link between

    the BFP-IAS personnels self-perceived competence and contextual concept of the working

    definition of corruption in the public governance is on a strong uphill (positive) linear

    relationship.

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    Conclusions

    The objective in simple regression is to generate the best line between the two variables

    (the tabled values of X and Y), i.e., the best line that fits the data points. Regression uses a

    formula to calculate the slope, then another formula to calculate the y-intercept, assuming

    there is a straight-line relationship. The best line, or fitted line, is the one that minimizes

    the distances of the points from the line, as shown in the accompanying figure. Since some

    of the distances are positive and some are negative, the distances are squared to make them

    additive, and the best line is one that gives lowest sum or least squares. For that reason, the

    regression technique will sometimes be called least squares analysis, therefore although the

    two variables presented that of the self-perceived competency and understanding of the

    working definition of corruption in public governance is not at a very high correlation it is

    in the ceiling of high correlation which means the self-worth of the BFP-IAS personnel is

    proportional to their actual understanding of the concept of corruption which is integral to

    the formation of their mandate.

    Therefore, the researcher moves to approve Hypothesis 1A: There is a significant

    correlation between the perceived level of competency among BFP-IAS personnel and

    their concept and context of corruption in public governance

    Recommendations

    The researcher, therefore highly recommends the upgrading of the personnel through a

    series of workshops and seminars that will not only hone them in the competency skills

    they are lacking but will also guide them in understanding the concept of corruption which

    in turn will make the department more efficient in terms of fulfilling its mandate.

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    Other lines of actions may include:

    1. BFP-IAS Personnel should be provided with sufficient funds to enable them toperform their tasks and functions specifically in conducting investigation in the

    field work.

    2. BFP-IAS Personnel should be adequately equipped with the necessary resourcesneeded in their mobilization.

    3. BFP-IAS Personnel should be provided with a service vehicle for an immediateresponse to cases which needs immediate action and solution.

    4.

    Conduct yearly evaluation for the promotion of the BFP-IAS Personnel so that they

    could be motivated to perform their functions well at the same time to improve the

    level of competency in the designated task assigned to each one of them. Hence,

    provide efficient services to their clientele.

    5. Provide incentives or rewards to witnesses so that they will come out of the openand cooperate in solving the cases submitted to the Office of the IAS.

    6. Similar studies may be conducted identifying other variables in determining levelof competency of the BFP-IAS.