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CHAPTER I
The Problem and its Settings
Introduction
The investigation is about the government cost of employment of private security
guards in the government offices of five selected municipalities in Metro Manila. A private
security guard is formally employed person who is paid to protect properties, assets or
people. Often, security guard act to protect property by maintaining a high visibility presence
to determine illegal and inappropriate actions, observing either directly, through patrols or by
watching alarm systems or video cameras. For signs of crime, fine or disorder; then taking
action and reporting any incidents to their client and emergency services as appropriate. The
number of the private security guards is comparable to the number of public police officers.
Their phenomenon as an example of the general withdrawal of the affluent from existing
communities where government provides public services instead the wealthy to pay to provide
their own premium services. It is our observation that providing a security needed in the
government offices will be based on the prerogative of the local chief executive. Our
government has protected the interest of every client to make sure that everybody is safe and
secured. That is why many government offices in the Philippines turn to private security
guards to handle their 24/7 security needs. Whereas, Philippine Association of Detective and
Protective Agency Operators (PADPAO), in its efforts to professionalize the industry is
desirous of standardizing the contract note for security guards services.
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Background of the Study
The study is all about the government cost of employment of private security guards in
the government offices of five selected municipalities in Metro Manila. The researcher would
like to determine why government offices hiring private security guards instead of having its
local police and local enforcer. The researcher would be able to investigate regarding the
double expenses of the government offices especially the five selected municipalities
conducted survey study. Safe guard the premises with 24/7 private security agencies
together with their security guards is their main concern. Police are excellent protectors for
private communities and centers. However, relying on public security may not be enough. A
police cannot be available to guard the entire premises on constant basis and other
precedence. This is why many government offices in the Philippines handle their 24/7 hour
security needs. A private security guard can guard the premises of government offices day
and night and work with police to make sure that they are safe. The researcher also would
like to identify the legal contract of private security guard under the law of labor existing in the
Philippines including the Private Security Agency Law (RA 5487).
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Importance and Significance of the Study
a.) To the Filipino people, to know the reasons why private security guards hired in the
public instead using public purposes.
b.) To emphasize the importance of private security guard in the government offices.
c.) To know the reason why private security guard serving in the government offices
instead having the military and policemen in its localities of municipalities.
We believe that by identifying about the government cost of employment of private security
guards in the government offices including the reasons of the selected respondents on why
there is a private security guard in the government offices instead of having its own
government employment and benefits for public purposes.
Hence, the importance of the study.
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Scope and Delimitation
This study would be conducted to determine the cost of government employment of
private security guards in selected five municipalities/cities in Metro Manila. The findings
would apply only to the data gathered from the private security guards respondents, 2008-
2009. The aspects looked into the legal contract of employing private security guards in
government offices.
General purpose : To determine the employment cost of private security guards posted in
five selected municipalities/cities.
Subject matter : The cost of government employment of private security guards in
government offices.
Topics studied :Private security guards in government offices, salary given by the private
security agencies and the legal contract based on RA 5487 (Private
Security Agency Law)
Population :Private security guards and government employees
Locale of the study: Selected five municipalities/cities in Metro Manila
Period of the study: School year 2008-2009
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Statement of the Problem
1.) What is the demographic profile of the selected respondents in terms of:
1.1Age?
1.2Gender?
1.3Educational Attainment?
1.4Name of Agency?
1.5Years of Service/
2.) What is the distribution of the private security guards among the?
2.1Municipality of Caloocan?
2.2Municipality of Valenzuela?
2.3Municipality of Quezon City?
2.4Municipality of Makati?
2.5Municipality of Pasay?
3.) Is there a significant difference in the cost of government employment of private
security guards in the government offices?
4.) What are the reasons of the respondents on why the city halls are employing private
security guards?
5.) How do the security guards and policemen differ in their wages?
Hypothesis
There is no significant difference in the cost of employment of private security guards in
the government offices.
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Definition of Terms
1 Individual applicant (License to Possess) – any person who is applying for or renewing a
license to possess firearms as well as permit to carry firearm outside residence.
2. Juridical Entity (License to Possess) – refers to any entity applying for a license to possess
firearms through its duly authorized representative who is either the proprietor, manager
and/or operator.
3. License – an authority or permit to possess, own, carry, deal, and manufacture firearms. In
the case of private security agencies, company guards and government security units, this
refers to an authority to operate.
4. Authorized Representative – any person designated and authorized by a business entity or
law enforcement unit to apply for and obtain a license to possess, deal and/or manufacture
firearms. With regard to Private Security Agencies, Company Guards and Government
Security Units, this person is the designated proprietor, operator and/or manager.
5. Warehouse Personnel – any person who is designated and authorized to manage a private
warehouse or storage area of firearms and ammunition or the different vaults of the firearms
dealer and to conduct inventory thereof.
6. Vault Keeper – any person who is designated and authorized by a firearms dealer to
secure and manage his or her own vault in the PNP-CSG-FED warehouse.
7. PNP-CSG-FED Supervised Storage and/or Warehouse – refers to a CSG, FED supervised
and managed warehouse or storage where the different vaults of firearms dealers are
safekept.
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8. PTCFOR – a written authority issued to a person by the Chief of the Philippine National
Police or his duly authorized representative which entitles him/her to possess and carry
firearm outside of residence for the duration and purpose specified therein.
9. Security Guard or Watchman – any person who is licensed to render personal service to
secure or watch over a private residence, business establishment, or buildings, compounds,
and other areas and to conduct security inspection thereon. The terms, “Security Guard and
Watchman” are generic and synonymous as far as this definition is concerned.
10. Security Officer – any person designated by the management of a security agency to
supervise security guards/watchmen detailed in private residences, business establishments,
buildings, compounds or other areas.
11. Private Detective/Investigator – any private individual who does detective or investigative
work in behalf of another person or entity for compensation, reward or commission, other than
members of the AFP, the PNP, the guards of BJMP, municipality or city jail guards or of any
other law enforcement agencies of the government.
12. Private Security Agency – any entity which is either a sole proprietorship, a partnership
or a private corporation which is licensed to recruit, train, and provide security guards to any
person or entity to perform security services or consultation for a compensation.
13. Company Guard – is a security force maintained and operated by any private
company/corporation utilizing any of its employees to watch, secure or guard its business
establishment premises, compounds or properties.
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14. Government Security Unit – is a security unit maintained and operated by any government
entity other than the military or police, which is established and maintained for the purpose of
securing the office or compound and/or extension of such government facility or utility.
15. Training Instructor – an individual who is accredited by the Philippine National Police-Civil
Security Group-Security Agencies and Guards Supervision Division (PNP-CSG-SAGSD) to
teach security and related subjects in the Commission on Higher Government (CHED)
institutions offering Bachelor of Science in Criminology Courses (BS Crim Courses), and/or in
the Technical Education and Skills Development Authority (TESDA) licensed Security Guard
Training Schools.
16. Training Officer – an individual who is accredited by PNP-CSG-SAGSD responsible in
making training programs for the Security Guard Training Schools and/or CHED institutions
offering BS Crim. Courses.
17. Training Director – an individual accredited by PNP-CSG-SAGSD and responsible in
managing the Security Guard Training Schools and/or CHED institutions offering BS Crim.
Courses.
18. Security Guard Training School – an institution licensed by TESDA and accredited by
SAGSD to conduct pre-licensing, in-service training, supervisory training and other special
courses to and for security guards in private agencies, companies and government units.
19. End-User or consumer – any person or agency or a business entity which requires the
mandatory drug test. At CSG, it refers to either CSG-FED or CSG-SAGSD or both when
processing applicant for license and renewal thereof.
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20. Mandatory Drug Test – refers to compulsory submission of an applicant for license to
undergo a drug testing as required by RA 9165.
21. Random Drug Test – refers to compulsory submission of a licensed warehouse personnel
and/or vault keeper, private security personnel and security training personnel after having
been employed to undergo drug testing as required by RA 9165. This is being conducted to
selected individual or group of individuals without following a specific pattern and without prior
notice.
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CHAPTER II
Review of Related Literature and Related Studies
Foreign Related Literature
Issues in Cooperation
A recurring theme in the literature is conflict between law enforcement and private security.
“Historically there has been a tension between public police and private security agents. This
tension has several components. First, the roles and functions of public and private police are
often unclear or poorly understood. While much public attention has been focused on the
‘police’ in recent years, there has been little public assessment of the privatepolice, despite
the fact thatprivate policing has been growing exponentially over the past decade.”
As early as 1978, the Private Security Advisory Council was able to outline such areas of
conflict as lack of mutual respect, lack of communication, lack of cooperation, lack of law
enforcement knowledge of private security, perceived competition, lack of standards in
security, and perceived corruption on both sides.
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Status
Security officers have long been known by the unflattering term “rent-a-cops,” and
lawenforcement officers often hold them in contempt; by contrast, the stature of police
hasbeen high since the professionalization efforts of the 1960s.
The low esteem is partly due to the “lack of selection standards for private guards, resulting in
guards who are not respected by the law enforcement officer, [and the] lack of standards for
training of private guards, resulting in a lack of confidence on the part of the law enforcement
officer that the guard would not be a problem during a criminal incident.”
In sum, “Many of the problems in communication between police and private security are
rooted in the working officer’s perception of the security guard.”
Law enforcement officials sometimes state that private security is not accountable to anyone.
Others disagree. Private Security is accountable to customers, regulators, and the market,
which penalizes them for failing to meet specific obligations. Also, private security
practitioners can be fired for sub-optimal performance, a threat that few law enforcement
officials face. Like the police, they are also accountable to civil and criminal law and the
media. In fact, private security sometimes sees law enforcement as the agency that always
comes after the fact, has little accountability for crime, and shows disdain for private security.
Private Security officers indeed receive less training than most police, but even law
enforcement practitioners observe that “the key is to ensure that professional level training for
the specific duties and jobs to be undertaken by the private sector is provided.”Before law
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11
enforcement would feel comfortable contracting out some of its service to private security “the
private sector security industry must be prepared to accept that only its professional members
will be asked to share in the work of the public police.” The status problem is not new. In a
national study during the early 1980s, “Law enforcement executives and line officers (patrol
and detective personnel) both rated the performance of private security personnel as fair to
poor and the overall contributions of private security as only somewhat effective . . . . Private
Security was not perceived as an equal partner in crime prevention and control, but rather as
a junior or silent partner.” However, some evidence suggests that the relationship may be
improving: A recent survey of 127 police officers and 109 security professionals in Michigan
revealed interesting findings on the relationship between public law enforcement and private
security . . . . Nearly two-thirds of all security respondents have prior law enforcement
experience while 43 percent of police officers worked in the security field before joining law
enforcement agencies . . . . Security professionals were more likely to believe they were equal
partners than were police officers. Police officers were more likely than security professionals
to rank the police/securityrelationship positively. . . . Security professionals appear more
optimistic and hopeful than police officers in evaluating various strategies for improved
relations. The strategies considered include, among others, improving interagency
communications, creating joint databases, training exchanges, and conducting regular
meetings of agency representatives . . . . Both police and security professionals predicted
greater cooperation between the two sectors in the future.
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Competition
Another barrier comes from market competition. Some observers feel that as private security
grows, law enforcement (especially overtime and off-duty work) may have to shrink. Thus,
law enforcement practitioners may fear that cooperating with private security will erode their
own responsibilities and opportunities. In fact, the knife cuts both ways. When police provide
guard duty for pay, some securitycompanies see that practice as government-subsidized
competition. A 1996 lawsuit filed in federal court by four private security companies in Virginia
accused the state and seven localities of violating the Sherman Antitrust Act and of price-
fixing. “Since the police officers are using their uniforms, badges, guns, and cars supplied by
the government for off-duty private security work], it creates unfair competition. The
government basically is subsidizing private business,” said a lawyer representing the security
companies. The suit was dismissed but at this writing is on appeal in the Fourth Circuit Court
of Appeals in Richmond.
Ignorance
To a great extent, law enforcement practitioners are unaware of the role and resources of
private security. Why? “The private sector has put forth little effort to educate the police as to
the impact of corporate losses and how the impact is passed on to the citizen/customer, nor
the loss/benefit ratios utilized in determining the acquisition and commitment of security
resources.” Further, “there is a definite perception of differing motivating factors (profit vs. the
protection of citizenry), when, in actuality, both law enforcement and private security are
motivated by a very common factor—loss prevention.”
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False Alarms
False alarms both divide and unite law enforcement and private security. On one hand,
alarms are a private security activity that has become a law enforcement headache.
“Unnecessary calls for police service due to false burglar alarms have grown into a
tremendous problem. Burglar alarms serve as useful deterrents to crime, but the amount of
time and money police spend responding to the 7 million to 15 million or more false alarm
calls every year has become intolerable to many law enforcement agencies. Projected growth
in the use of alarms portends a worsening problem.”
On the other hand, the issue has created several occasions for cooperation among local law
enforcement agencies, alarm companies, International Association of Chiefs of Police,
National Burglar and Fire Alarm Association, Central Station Alarm Association, and Security
Industry Association.
Refusal to Recognize Authority
Sometimes private security would like to participate more fully in stopping crime but is
prevented from doing so. “Armed private security officers in Northern Virginia have the power
of arrest, yet are prevented from carrying out that authority by magistrates and commonwealth
attorneys who are reluctant to accept an official summons issued by a security officer.
Security is a legitimate crime-fighting body—separate from public law enforcement yet
dependent on its cooperation.”
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Government’s Relationship with Business
In some places, government is unfriendly to business; in others, the relationship is more
cooperative. The latter type of relationship led to the development of one of the most
successful, longest-lived law enforcement- private security cooperative programs, the
Washington Law Enforcement Executive Forum (WLEEF), which includes law enforcement
leaders of that state’s major cities and counties, state and federal law enforcement
professionals, and “captains of industry.” The rationale behind WLEEF is that “although there
are those who would impugn it and attach negative images to the concept, ours is a
democracy supported by capitalism in a free enterprise system. Therefore, it is important that
law enforcement be sure that its relationships transcend not only our neighborhoods and
various units of government, but that we develop a viable interface in the commercial sphere
in the State of Washington.”
Constitutional Issues
An issue that does not necessarily cause conflict but may complicate cooperation has to do
with legal accountability. In some ways, private security’s legal accountability may not be as
great as that of law enforcement. On the other hand, when private security acts alongside or
under the direction of law enforcement, it may be acting under “color of state law,” meaning it
must meet the same legal standards that apply to law enforcement.
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Umbrella Programs
Many cooperative programs are best described as umbrella programs, as they are designed
to develop law enforcement – private security relationships, teams, and task forces that
address a wide range of concerns. One of the most notable is the Washington Law
Enforcement Executive Forum, mentioned earlier, which, among other activities, funds a
statewide loaned-executive program to enhance management of local police agencies;
provides support for the Law Enforce-
ment Executive Journal, the nation’s first law enforcement/business publication; sponsored
legislation on the regulation and training of private security personnel and on computer crime;
and created an “Economic Crime Task Force to assess the nature and extent of white-collar
crime in the state, develop strategies to reduce such crime, promote appropriate legislation
initiatives and revisions, and collect and disseminate information on economic crime.”
Similarly, the Downtown Detroit Security Executive Council (DDSEC), which includes
corporate security executives and local, state, and federal law enforcement professionals,
tackles such projects as identifying security problems from police reports and incidents
reported to private security and promoting crime prevention through environmental design in
new construction and renovation projects. Likewise, the Business/Law Enforcement Alliance
(BLEA), created in 1994, is a formal partnership between California businesses and city,
county, state, and federal law en-forcement agencies. An arm of the California Peace Officers
Association, it includes some 200 participants from various industries and law enforcement
and has a 10-member board of directors. BLEA’s purpose is to create a link between the
California business community and law enforcement so that both can work together to solve
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specific problems in the state. “The organization’s leadership recognizes, for example, that
some law enforcement agencies do not have the specialized expertise, tools, or time to
investigate and prosecute certain high-tech offenders.” BLEA is currently working on three
projects: reducing check fraud, stopping the theft of rental equipment, and reducing false
alarms. It may soon develop alliances with trade organizations to combat audio and video
piracy. Another umbrella program is the Baltimore County Police and Private Security
Association, which meets once a month, has a newsletter, organizes joint training, works on
legislation and reducing false alarms, addresses specific crimes (such as graffiti), organizes
training of security officers to make better witnesses, and conducts other activities. The Area
Police-Private Security Liaison Program (APPL), formed in 1985, consists of high-ranking
New York City Police Department members and respected security directors in New York
City. “The program’s main goals are to engage in cooperative efforts to protect people and
property, exchange information to aid in the accomplishment of mutual goals, [and] eliminate
the ‘credibility gap’ between police and private security.” Police members provide information
on local crime trends, patterns, and incidents; offer expertise to help private security protect
assets and clientele; and provide an atmosphere conducive to trust and cooperation. Private
security members learn how to cooperate with and help the police, and they offer expertise in
technology, building security and aset protection.
The group holds quarterly regional meetings with speeches on specific topics. Members train
each other and work together on legislation. In Missouri, the Creve Coeur Joint Crime
Prevention Program consists of the Creve Coeur Police Department, Monsanto Corporate
Security and St. John’s Mercy Medical Center Safety and Security Department. It has initiated
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a community-wide project to develop a mobile crime prevention display and command center
trailer for the education and safety of the community. It holds Neighborhood Watch
appreciation awards dinners to recognize citizens of the community for their efforts in
assisting the police and preventing crime. Other activities include a bike rodeo with a crime
prevention theme; crime prevention booths at local festivals; participation in National Night
Out; Halloween parties for children; crime prevention displays at program members’ sites;
one-day seminars at program members’ sites on sexual assault, burglary prevention, drug
and alcohol abuse, traffic safety, vacation safety, and security checks; and a phone
notification system to alert neighborhood and business watch groups about crimes.Some
umbrella programs operate on the national level. For example, the Private Sector Liaison
Committee of IACP has produced, for national distribution to law enforcement And private
security practitioners, several resource and guideline documents. Examples include “Non-
Sworn Alarm Responder Guidelines: Guidelines for Employers and Law Enforcement” and
“False Alarm Perspectives: A Solution-Oriented Resource.” Other papers have addressed
product tampering, workplace drug crimes, and workplace violence. Recently, such efforts
have been able to reach a wider audience by being posted on the Internet
(www.amdahl.com/ext/iacp), which was itself an instance of cooperation, as the site space
was donated by Amdahl Corporation. Similarly, since the early 1980s, the Law Enforcement
Liaison Committee (LELC) of ASIS has promoted cooperation by sponsoring seminars and
presentations on (1) security and police issues, such as improving communications and
working relationships; (2) trends in outsourcing and privatization; (3) training law enforcement
personnel about private security functions; and (4) encouraging the establishment of law
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enforcement and security partnerships. In the late 1980s the LELC produced a video
describing the roles and typical functions of private security. The video was distributed to
virtually every major police training academy in the United States. The LELC has also worked
to develop a closer association with such law enforcement organizations as IACP and the
National Sheriffs’ by the Bureau of Justice Assistance, U.S. Department of Justice) to develop
guidelines for establishing and improving partnerships between public law enforcement and
private security.
Trends
The literature reflects a number of trends that are affecting or will affect cooperation between
law enforcement and private security. The most powerful trend is the continued growth of the
private security industry, both in real terms and relative to law enforcement. In 1987 the
director of the U.S. Justice Department’s National Institute of Justice (NIJ) wrote that
“cooperation becomes increasingly essential with the growth of the private security industry.”
In policing, “resources to meet the increasing demand have dwindled. In most major cities,
police personnel have declined, and the number of police employees per 1,000 population
dropped 10 percent between 1975 and 1985. Shrinking tax revenues throughout the country
and outright taxpayer revolts . . . have curtailed growth in government. Police, like other public
administrators, have become familiar with cutback management.”Another trend is the change
in law enforcement’s approach to much of its work. The philosophies of community policing,
neighborhood-oriented policing, and problem-oriented policing all call on law enforcement to
cooperate with the community, which includes private security. Similarly, “where law
enforcement is actively involved in crime prevention activities, cooperation with private
security is better because the interests of the two agencies are more closely aligned.” For
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example, at the Detroit Police Department, security industry representatives sit on the Chief’s
Crime Prevention Advisory Committee. In addition, increasing professionalism in private
security has slowly been improving law enforcement’s attitude toward security practitioners,
and “each successful contact aids in establishing further ties and acts as a building block for
increased communication and joint programs.”
Another trend is the private sector’s increasing need to prosecute. “[C]orporations have been
deterred from criminally prosecuting their employees by the prospects of bad publicity,
unsympathetic juries, counter lawsuits, and other real and perceived problems. Instead,
employers frequently settle for the offender’s dismissal or resignation. The current reluctance
of the business world to fight its internal crime wave with a joint private-public offensive
cannot last forever, however. The entrance of the high-tech white-collar criminal, whose
skillful predations can prove disastrous for a corporation, will likely be the most significant
catalyst bringing together the private sector and the various components of the criminal justice
system for mutual assistance.”
Also driving cooperation is the evolutionary loss of preexisting relationships. “Informal levels
of communication and cooperation are dissipating as private security firms promote managers
more from within rather than from the field of law enforcement. The ‘good ole boy’ network
cannot be relied upon for communication in future years.”
Finally, the issue of privatization is likely to continue to drive cooperation. According to a
former director of NIJ, “nearly as much money is now paid by governments to private security
companies as is spent for public law enforcement by the federal and state governments
combined.” There are many examples of privatization requiring cooperation between law
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enforcement and private security. “Instead of using regular police officers for security and
crowd control at its civic center and other city-owned buildings, Phoenix contracts that service
to Anderson Agency, Inc. . . . The company’s marketing director says lower costs are not the
only benefit the city receives from its private security force. ‘Our men are trained to prevent
things from happening, while police officers are trained to stop crimes in progress or solve
them after they have happened.’ . . . In New York City, badge wearing employees of a private
company patrol streets in search of cars with outstanding parking tickets.”
The Future
An experienced participant in law enforcement–private security collaborations makes these
comments about the possible future of cooperation: This interaction will probably produce
different benefits for each participant, including enhanced professionalization of public law
enforcement. Corporate people eventually will learn to operate more comfortably with some of
the openness and public accessibility required of criminal justice agencies. Private sector
executives will also learn to interact with people who are action-oriented, who show a great
deal of initiative, and whose freshness in attacking problems is devoid of some of the intrigue
and subtleties that frequently are found in the corporate bureaucracy. On the other side, law
enforcement officials will be exposed to a higher degree of organizational sophistication. They
will learn to view corporate problems through the eyes of chief executive officers, upwardly
mobile corporate managers, and stockholders . . . . They will learn, too, that realistic planning
and effective marketing are basic to survival. The police managers also will become
sensitized to the fact that corporate entities, unlike police agencies, must measure up to
competing firms or go out of business.
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Local Related Literature and Studies
.
GUIDELINES GOVERNING THE EMPLOYMENT AND WORKING CONDITIONS
OF SECURITY GUARDS AND SIMILAR PERSONNEL IN THE PRIVATE SECURITY
INDUSTRY.
.
For the purpose of ensuring the private security personnel of their rights to the minimum
benefits mandated by law, these guidelines are hereby issued for compliance of all
concerned.
SECTION 1. Coverage. - This issuance shall apply to all private security agencies or
operators, their principals or clients, all companies allowed to directly employ security guards
and to all security guards, whether agency or company employees, for compliance and
entitlement, respectively, to existing labor standards laws and benefits.
Sec. 2. Definition of terms. - For the purpose of this Guidelines, the following terms are
defined:
a. "Principal" refers to any employer, company or establishment to whom a security job,
service or work is provided by a security service contractor, whether or not the arrangement is
covered by a written contract.
b. "Security service contractor" is synonymous with a private security agency which means
any person, association, partnership, firm or private corporation, who contracts, recruits,
trains, furnishes or posts any security guard or similar personnel to individuals, corporations,
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offices and organizations, whether private or public, for their security needs as the Philippine
National Police may approve.
Sec. 3. Employment status.
3.1 Employer-employee relationship. - The security service contractor is the employer of its
security guard and similar personnel. The principal where the security guards are as-signed is
considered an "indirect employer" for unpaid wages and other wage related benefits based on
the joint and several liability of the principal with the service contractor under the Labor Code,
unless the private security agency is owned, managed or controlled by the prin-cipal or the
facts show that the principal controls the manner by which the security service is performed or
where the security guard is directly hired by the establishment.
3.2 Probationary employment. - The probationary period of a newly hired security guard or
similar personnel in the private security industry shall not exceed six (6) months. While
engaged on probationary basis, his/her services may be terminated for failure to meet the
reasonable standards or criteria made known by the security agency/employer to the guard at
the time of engagement or for just cause/s.
3.3 Regular employment. - Any security guard or similar personnel in the private se-curity
industry who is allowed to work after the probationary period shall be considered a regular
employee.
Sec. 4. Service contracts. - The security service contractor and/or the principal shall produce
or submit the original copy of their service contract when directed to do so by the Regional
Director or his/her duly authorized representative. The service contract shall stipulate, among
others:
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a. A statement that the security guards/personnel shall be paid not less than the minimum
wage and other benefits under the Labor Code and other existing laws;
b. An escalation clause to immediately effect the common provision in the wage orders that
the prescribed increase in the wage rates of the workers shall be borne by the principal or
client of the service contractors and the contracts shall be deemed amended accordingly.
c. A statement that security service contractor and/or the principal shall comply with Social
Security, Employees Compensation, Philippine Health Insurance Corporation and Home
Development Mutual Fund laws on employees' coverage or membership.
d. The kind or nature of security service.
e. The schedule of payment of 13th month pay per P. D. 851 and re-tirement pay per R. A.
7641.
Sec. 5. Employment contracts. -
5.1 The security service contractor shall provide his security guards, detachment
commanders/supervisors and other security personnel, a copy of the employment contract
duly signed by the parties which shall contain the terms and conditions of employment, such
as those provided under Section 5 hereof.
5.2 For every assignment of a security guard/personnel to a principal, the duty detail order
shall contain the following, among others:
a. Description of job, work or service to be performed
b. Hours and days of work, work shift and applicable premium, overtime and night shift pay
rates.
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Sec. 6. Terms and conditions of employment. -
6.1 The security guards and similar personnel in the employ of any private security agency or
company should be duly licensed and must have passed the physical and neuro-psychiatric
examinations required by the PNP. They are entitled to the mandatory benefits under the
Labor Code and other existing laws, including coverage by SSS, ECC, Philhealth and HDMF.
6.2 The basic wage rate of security guard/personnel shall not be less than the minimum wage
rate for the non-agricultural sector in the Region where he/she is assigned, regardless of the
nature of business of the principal, or in the Region where the security guard has been
engaged, whichever is higher.
Where a security guard/personnel is recruited through a branch office in another Region
where the principal is likewise located, the non-agricultural minimum wage rate applicable in
the workplace of the principal shall govern.
Security guards or other personnel employed and/or assigned by a security service contractor
in one Region but who are transferred, moved or assigned to another Region shall be paid
based on the more beneficial wage rate.
In case of transfer or reassignment to another principal within a Region, the wage rates may
be adjusted provided that the same shall not be less than the applicable regional minimum
wage rate.
6.3. Statutory Benefits. - The security guards/personnel are entitled to not less than the
following benefits depending on the working hours, work shift and workdays under the given
conditions, which benefits should be included in the cost distribution in the service contract:
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a. Basic salary for all actual workdays and for the ten regular holidays (as holiday pay) which
must not be lower than the minimum wage rates above described and to be computed by
using the factors recommended herein or by more favorable practice of the employer. In
addition, one hundred percent (100%) of the basic salary is due whenever work is rendered
on a regular holiday.
b. Allowance in addition to the basic salary, if any, is prescribed by the applicable Regional
Wage Order.
c. Premium pay of 30% of the daily rate for work on special days and rest days, which is
increased to 50% whenever work is performed on coinciding rest days and special days.
d. Overtime pay for work rendered in excess of eight (8) hours a day, equivalent to at least
25% of the regular wage rate on ordinary days and 30% on regular holidays, special days and
rest days.
e. Night shift pay equivalent to 10% of the regular hourly rate for work rendered between
10:00 pm to 6:00 am of the following day.
f. Five (5) day service incentive leave for every year of service which benefits can be availed
of during days of absence and, if not used, are convertible into its cash equivalent. A
proportionate leave benefit per month may be derived by dividing 5 days by 12 months times
the daily rate.
g. Paternity leave of seven (7) days with full pay. This leave shall be granted before, during or
after childbirth or after spontaneous miscarriage by his legal spouse. The paternity leave with
pay is granted for only four deliveries, including miscarriage.
h. 13th month pay which is 1/12 of the total basic salary earned within a calendar year.
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6.4 Recommended Computation of Equivalent Monthly Rates
Using the applicable daily wage rate (ADR) and a factor representing the number of paid days
in a year, the following procedures are recommended to facilitate computation of equivalent
monthly rates (EMR).
For those who are required to work everyday including Sundays or rest days, special days
and regular holidays:
EMR = (ADR x 391.5) / 12
where 391.5 is derived from:
302.0 - ordinary working days
18.0 - 9 regular holidays x 200%
2.6 - a regular holiday on last Sunday of August x 200% + (30% of 200%)
66.3 - 51 rest days x 130%
2.6 - 2 special days x 130%
391.5 days considered paid in a year
For those who are considered paid on all days including unworked Sundays or rest days,
special days and regular holidays:
EMR = (ADR x 365) / 12
where 365 days derived from:
302 - ordinary working days
2 - special days
51 - rest days
10 - regular holidays
365 days
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For those who do not work and are not considered paid on Sundays/ rest days:
EMR = (ADR x 314.6) / 12
where 314.6 is derived from:
302.0 - ordinary working days
2.6 - 2 special days (if worked) x 130%
10.0 - regular holidays
314.6 days considered paid in a year
For those who do not work and are not considered paid on Saturdays and Sundays or rest
days
EMR = (ADR x 262.6) / 12
where 262.6 is derived from:
250.0 - ordinary working days
2.6 - 2 special days (if worked) x 130%
10.0 - regular holidays
262.6 days
By using the above indicated factors, the basic wage for the worked days and holiday pay
for the 10 regular holidays are included in the monthly rates. Thirty percent (30%) rest day
premium has been integrated in factor 391.5 for all the Sundays/rest days in a year includ-
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28
ing the last Sunday of August and in factors 314.6 and 262.6 for the two special days
(November 1 and December 31) under Executive Order No. 203 of 1987.
Not included in the above formula is the premium pay due an employee whenever work is
rendered on an ordinary working day proclaimed by the President as a special day (that is
other than Nov. 1 and Dec. 31).
6.5 Other Mandatory Benefits. In appropriate cases, security guards/similar per-sonnel are
entitled to the mandatory benefits as listed below, although the same may not be included in
the monthly cost distribution in the contracts, except the required premiums for their
coverage:
a. Maternity benefit as provided under the SS Law;
b. Separation pay if the termination of employment is for authorized cause as provided by
law and as enumerated below:
Half-Month Pay Per Year of Service, but in no case less than One Month Pay, if separation
is due to:
1. Retrenchment or reduction of personnel effected by management to prevent serious
losses;
2. Closure or cessation of operation of an establishment not due to serious losses or
financial reverses;
3. Illness or disease not curable within a period of 6 months and continued employment is
prohibited by law or prejudicial to the employee's health or that of co-employees; or
4. Lack of service assignment for a continuous period of 6 months.
One Month Pay Per Year of Service, if separation is due to:
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1. Installation of labor-saving device, such as replacement of employees by
equipment/machinery;
2. Redundancy, as when the position of the employee has been found to be surplusage or
unnecessary in the operation of the agency;
3. Impossible reinstatement of the employee to his/her former position or to a substantially
equivalent position for reasons not attributable to the fault of the employer, as when the
reinstatement ordered by a competent authority cannot be implemented due to closure or
cessation of op-erations of the establishment/employer, or the position to which the
employee is to be reinstated no longer exists and there is no substan-tially equivalent
position to which he/she can be assigned.
c. Cash income benefits under the State Insurance Fund in case of work-related sickness or
other contingencies.
d. Retirement pay granted by R. A. 7641 to any security guard/personnel who retires under
an applicable employer plan or policy.
For this purpose, the security service contractor shall create or put up a trust fund for
retirement benefit. The Trust Fund Agreement shall be executed by and between the trustor
and trustee in favor of the employee-beneficiary for payment of re-tirement benefit in
accordance with R. A. 5487 and R. A. 7641.
The Fund shall be administered and maintained by a trust company, bank, in-vestment
house, pre-need company or corporation duly authorized to perform trust function
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exclusively for collective investment or re-investment of certain money received in its
capacity as trustee, or similar arrangement as may be agreed upon in ac-cordance with law.
As such, any payment for retirement benefits collected in advance by the contractor from
the principal/s shall be deposited by the contractor/trustor to the trustee in favor of the
security
guard as benefit upon retirement or when his/her employment is terminated due to
authorized causes.
e. Other benefits granted by law, individual or collective agreement or company policy or
practice.
Sec. 7. Deductions from salary, - No deduction shall be made from the salary of the security
guards/personnel, except for:
a. SSS contribution
b. EC contribution
c. HDMF contribution
d. Philhealth contribution
e. Withholding tax from income, provided a proper withholding tax receipt is issued to the
employee before the filing of income tax return every year
f. Union dues, if applicable
g. Other deductions authorized by
Sec. 8. Liability and responsibilities of contractors and clients/principals.
8.1 Joint and several liability. - When the security service contractor fails to pay the wages
of its security guards/personnel, the principal shall be jointly and severally liable with the
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security service contractor to the extent of the work performed by such em-ployees under
the contract, in the same manner and extent that the principal is liable to its direct
employees.
If there are wage increases or adjustments after the execution of the service contract, the
prescribed increases in the wage rates of guards shall be borne by the principal and the
service contract shall be deemed amended accordingly. In the event that the principal fails
to
pay the prescribed increases, the security service contractor shall be jointly and severally
liable with the principal.
The security guards' contractual relationship is with their employer, the security ser-vice
contractor. Thus, their immediate recourse for payment of wage increase before litigation is
with their direct employer, the security service contractor. In order for the security service
contractor to comply with the new rates, the consideration paid by the principal for the
security guards' wages has to be adjusted in conformity with the mandated wage increase.
In case of finding of violations on wages and other labor standards due the security guards,
the DOLE Regional Director shall serve summons to both the security service con-tractor
and the principal to determine the extent of liability of the parties.
8.2 Solidary liability. - For purposes of immediate relief, the principal shall be deemed as the
direct employer of the security guard/personnel in any of the following cases, and therefore
shall be solidarily liable for whatever monetary claims the security guard/personnel may
have against his employer:
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a. When the security service contractor is found to be engaged in labor-only contract-ing;
contracting out of work which will either displace its employees or reduce their regular work
hours or any other prohibited activity;
b. When the security service contractor is declared guilty of unfair labor practice, i.e.,
contracting out of a job, work or service being performed by union members when such will
interfere with, restrain or coerce employees in the exercise of their rights to self-
organization; or
c. When a violation of the relevant provisions of the Labor Code has been established by
the Regional Director in the exercise of his/her enforcement powers.
The principal shall also be deemed solidarily liable with the security service contractor to the
extent of accrued claims and benefits that the latter may owe to its security
guards/personnel in the following instances:
a. When the license or business permit of the security service contractor is cancelled,
revoked or not renewed by the competent authority, or
b. When the contract between the principal and the security service contractor is
preterminated for reasons not attributable to the fault of the latter.
8.3. Responsibilities and Obligations of Security Service Contractors and Principals in the
Execution of Service Contracts. - The service contracts or agreements between a security
service contractor and its principal/s shall ensure compliance with the minimum wage and
other labor standards under the laws, including the mandatory coverage by the SSS, EC,
Philhealth and HDMF.
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Government agencies or instrumentalities engaging security services from private security
agencies shall likewise observe compliance with all labor laws and shall require the security
service contractor to submit, among others requirements and as part of their bid, an under-
taking to pay their workers the above benefits.
8.4. Keeping of records. - The principals as indirect employers shall keep and maintain their
own separate records or files on the assignment of security guards in their premises during
the period of the service contract, which shall be open for inspection and verification by this
Department. The security agency, however, as the direct employer shall observe the rule on
general record keeping under the Labor Code, as amended.
Sec. 9. Right to security of tenure and due process. -
9.1 Security guards and similar personnel who have become regular employees shall enjoy
security of tenure in their employment as provided by law. Their services can only be
terminated for just or authorized causes after due process.
Termination for a just cause or causes as stated in Art. 281 of the Labor Code does not
entitle the security guard/personnel to separation pay, unless otherwise provided in the em-
ployer policy or individual contract or collective agreement.
9.2 Notice of Termination. - In case of termination of employment due to authorized causes
provided in Art. 283 and 284 of the Labor Code and in the succeeding subsection, the
employer shall serve a written notice on the security guard/personnel and the DOLE at least
one (1) month before the intended date thereof.
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9.3 Reserved Status. - A security guard or similar personnel may be placed in a workpool or
on reserved status due to lack of service assignments after expiration or termination of the
service contract with the principal where he/she is assigned, or due to the temporary
suspension of agency operations.
No security guard or personnel can be placed in a workpool or on reserved status in any of
the following situations: (a) after expiration of a service contract if there are other principals
where he/she can be assigned; (b) as a measure to constructively dismiss the security
guard; and (c) as an act of retaliation for filing complaints against the employer on violations
of labor laws, among others.
If, after a period of 6 months, the security agency/employer cannot provide work or give an
assignment to the reserved security guard, the latter can be dismissed from service and
shall be entitled to separation pay as described in subsection 5.6.
Security guards on reserved status who accept employment in other security agencies or
employers before the end of the above six-month period may not be given separation pay.
9.4. Preventive suspension. - Subject to the constitutional rights of the workers to security of
tenure and the right to be protected against dismissal except for a just and authorized cause
and without prejudice to the requirement of notice under Art. 282 of the Labor Code, a
security guard/personnel may be preventively suspended if his continued employment
poses a serious and imminent threat to life or property of the employer, its principal or the
guard's co-workers.
No preventive suspension shall last longer than thirty (30) days. The security agency shall
thereafter reinstate the security guard/personnel in his/her former position or it may extend
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the period of suspension, provided that during the period of extension, the agency pays the
wages and other benefits due the guard/personnel.
The employer shall designate a day, time and place within the period of preventive
suspension, with notice to the employee, to hold a fact-finding investigation thus enabling
the suspended employee to be heard and assisted by a counsel or representative, if he/she
so desires, of the charge against him/her and thereby be exonerated; or, upon the
employee's failure to vindicate himself/herself, to find the employee guilty and thereby, to
terminate his/her employment. Such termination, however, shall not prejudice the right of
the employee to ques-tion the severance of relationship in the appropriate forum.
The above procedure shall likewise be observed by the employer/agency in case the
employment is terminated due to any of the just causes.
9.5. Report of dismissal, termination or retirement. - The security service contractor shall
submit a monthly report of all dismissals or termination, including retirement, effected during
the month to the DOLE Regional Office having jurisdiction over its main or branch office
using the prescribed form and indicating all information as required by DOLE for policy and
statistical purposes.
Sec. 10. Right to self-organization and collective bargaining. -
The security guards and other personnel employed by the security service contractor shall
have the right to form, join or assist in the formation of a labor organization of their own
choosing for purposes of collective bargaining and to engage in concerted activities which
are not contrary to law including the right to strike.
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Sec. 11. Penal provision. - Violation of any of the provisions of this Guidelines which are
declared unlawful or punishable by law shall be punished accordingly.
Sec. 12. Effect on existing issuances and agreements. -
This issuance shall serve as a guide for the DOLE and its agencies in the administration
and enforcement of applicable labor and social legislations and their implementing
regulations.
Nothing herein shall be construed to authorize diminution or reduction of benefits being
enjoyed by the security guards and similar personnel at the time of issuance hereof.
This Guidelines supersedes Department Order No. 40 s. 1994 and other existing orders
which are inconsistent hereto and shall take effect immediately.
Review of Related Studies
Before 1st October,1996, the security service personnels are under management of
"Watchmen Ordinary" (Chapter 299), but because many imperfect in the ordinary (for
example: there is no any limit to set up a company that provides security service, and there
is no limit to a person if he/she work as a security devices installer), and some employer
hired "Caretakers" instead of Security Guards to avoid the responds to the law (because
"Caretakers" is providing basically facilities management service,although security service
to a residential property is a part of facilities services), so,Hong Kong Government enforce a
new law - Security Guarding Personnel Ordinary (Chapter 460) to instead the old
Watchmen Ordinary . According the law (Chapter 460, Security Guarding Personnel
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Ordinance): No individual shall do, agree to do, or hold himself/herself out as doing or as
available to do, security work for another person unless he/she does so-
under and in accordance with a permit; or
otherwise than for reward.
"security work" means any of the following activities-
guarding any property;
guarding any person or place for the purpose of preventing or detecting the
occurrence of any offence; (Replaced 25 of 2000 s. 2)
installing, maintaining or repairing a security device;
designing for any particular premises or place a system incorporating a security
device.
"security device" means a device designed or adapted to be installed in any premises or
place, except on or in a vehicle, for the purpose of detecting or recording- (Amended 25 of
2000 s. 2)
the occurrence of any offence; or
the presence of an intruder or of an object that persons are, for reasons of security,
not permitted to bring onto the premises or place or any other premises or place.
Although The Security and Guarding Services Industry Authority ( SGSIA ) is the "in-
charge" agency of the security service industry, all applicants must submit their application
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and pay the fee by mail or in person to Hong Kong Police Force(License Section).
Security officers and the police
Security personnel are not police officers, unless they are security police, but are often
identified as such due to similar uniforms and behaviors, especially on private property.
Security personnel in the U.S. derive their powers not from the state, as public police
officers do, but from a contractual arrangement that give them 'Agent of the Owner' powers.
This includes a nearly unlimited power to question with the absence of probable cause
requirements that frequently dog public law enforcement officers, provided that the security
officer does not tread on the rights and liberties of others as guaranteed by the United
States Constitution. This does not come without checks, however, as private security
personnel do not enjoy the benefit of civil protection, as public law enforcement officers do,
and can be sued directly for false arrests and illegal actions if they commit such acts.
Some jurisdictions do commission or deputize security officers and give them limited
additional powers, particularly when employed in protecting public property such as mass
transit stations. This is a special case that is often unique to a particular jurisdiction or
locale. Additionally, security officers may also be called upon to act as an agent of law
enforcement if a police officer, sheriff's deputy, etc. is in immediate need of help and has no
available backup.
Some security officers do reserve police powers and are typically employed directly by
governmental agencies. Typically, these are sworn law enforcement personnel whose
duties primarily involve the security of a government installation, and are also a special
case. Other local and state governments occasionally enter into special contracts with
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security agencies to provide patrol services in public areas. These personnel are sometimes
referred to as "private police officers."
Sometimes police officers work as security personnel while not on duty. This is usually done
for extra income, and work is particularly done in hazardous jobs such as bodyguard work
and bouncers outside nightclubs. In some countries, including the United Kingdom, it is
illegal for police officers to take private security work.
Except in these special cases, security personnel who misrepresent themselves as police
officers are committing a crime. However, security personnel by their very nature often work
in cooperation with police officials. Police are called in when a situation warrants a higher
degree of authority to act upon reported observations that could not be directly acted upon
safely by the security personnel.
Security personnel were often distrusted by police, who viewed them as uneducated, ill-
trained guards.[12] That attitude has been changing, however. In 1976, the Law Enforcement
Assistance Administration's National Advisory Commission on Criminal Justice Standards
and Goals reported:[13]
“ One massive resource, filled with significant numbers of personnel, armed with a
wide array of technology, and directed by professionals who have spent their entire
adult lifetimes learning how to prevent and reduce crime, has not been tapped by
governments in the fight against criminality. The private security industry, with over
one million workers, sophisticated alarm systems and perimeter safeguards,
armored trucks, sophisticated mini-computers, and thousands of highly skilled crime
”
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prevention experts, offers a potential for coping with crime that can not be equalled
by any other remedy or approach...Underutilized by police, all but ignored by
prosecutors and the judiciary, and unknown to corrections officials, the private
security professional may be the only person in this society who has the knowledge
to effectively prevent crime.
In New York, the Area Police/Private Security Liaison program was organized in 1986 by
the NYPD commissioner and four former police chiefs working in the private security
industry to promote mutual respect, cross-training, and sharing of crime-related information
between public police and private security.
In British Columbia, Canada contract Security Guards are NOT permitted to carry firearms
(guns), batons, pepper spray, or handcuffs.[14] Violation of the act can carry a fine the
possibility of losing their Security License. Provincial Inspectors, designated as Special
Provincial Constables conduct inspections to ensure compliance with Provincial
Regulations. "In-House" Security organizations, and their employees are currently exempt
from Provincial Regulations. This means "In-House" Security Officers could, if permitted by
their employer,
carry and use handcuffs, and/or a baton. The Province of BC is currently re-drafting the
provincial legislation to cover all security, and certain restrictions, as the current legislation
was file on January 9, 1981.[15]
Criticisms
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Some people fear that security guards are ex-cons. However, some jurisdictions do regulate
who can work in the profession. Oregon, for example, has a list of disqualifiers that
invalidate an ex-con's eligibility for the job for either seven years, ten years or life.
In many locations, mall security personnel are largely discouraged from intervening with
guests, but with some serious situations occurring, many in the industry are calling for a
change, to get guards to be more proactive and discourage retailers from not wanting mall
security in their stores at all.
Trends
Economist Robert B. Reich, in his 1991 book The Work of Nations, stated that in the United
States, the number of private security guards and officers was comparable to the number of
publicly paid police officers. He used this phenomenon as an example of the general
withdrawal of the affluent from existing communities where governments provide public
services. Instead, the wealthy pay to provide their own premium services, through voluntary,
exclusive associations. As taxpayer resistance has limited government budgets, and as the
demand for secure homes in gated communities has grown, these trends have continued in
the 1990s and 2000s.
The trend in the UK at the time of writing (March 2008) is one of polarisation. The market in
Manned Guarding (the correct security industry term for the security guards most people
are familiar with) is diverging towards two opposite extremes; one typified by a highly
trained and well paid security officer; the other with security officers on or about minimum
wage with only the minimum training required by law. Within the “in-house” sector, where
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security personnel are not subject to licensing under the Private Security Industry Act 2001,
the same divergence can be seen; with some companies opting for in-house security to
maintain control of their standards, whilst others use it as a route to cheaper, non-regulated,
security.
Synthesis of the Study Research
A.) The government cost of employing private security guards in the government offices
is mandatory for the protection of lives and properties. Local government offices is
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hiring private security agencies in the different establishments of the government
offices, for the reason that: Private Security Guards can guard 24/7, day and night,
shift and work with local police and local enforcement to make sure that everything or
everyone is safe. In the event also of emergency, a private security guard will do an
immediate response.
B.) The salary cost of private security guards in the five selected municipalities is less
than the minimum wages were received. At present, there was a memorandum
circular NR I, Series of 2001 passed and approved by the legislative body regarding
the basic salary of every private security guard under the existing laws of the labor
code of the Philippines. The monthly salary rate of each guard is P14, 000.00
(fourteen thousand pesos) effective February 4, 2002. Almost all of the private
security agencies on the five selected municipalities in Metro Manila did not comply
on the said minimum wage salary existing under the labor code of the Philippines. To
ensure the standard living of every family especially private security guards. The
SAGSD and PADPAO should be and must be monitoring all agencies to ensure that
they are complying with the minimum wage salary of their private security guards.
They must also issue a memorandum circular to every private security agency
operators regarding the policy of strictly implementing minimum wage salary
including allowable benefits to
C.) every private security guard. To adhere strictly with the provision of Section 1,
paragraph C and F of the Rules and Regulations Implementing Republic Act. No.
5487, as amended by Presidential Decree No. 1919, which among others, authorize
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the Chief of the Philippine National police to cancel the license of any security
agency for their violation, as in the following cases: (C) When a security agency has
been found to engage in cut-throat competition by under cutting its contract rate for a
price lower than the standard of minimum rates for security services adopted by
PADPAO, Inc. with the concurrence of the Chief of the Philippine National Police. (F)
When a security agency or company security force has been found to be violating the
minimum wage rates that should be lawfully granted to their private security /
company guards. This memorandum circular shall be binding upon all private
security and detective agencies existing presently and those to be licensed hereafter
in accordance with law.
Conceptual Framework
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The conceptual framework of the government cost of employment of private security
guards in the selected municipalities in Metro Manila can be: the importance of private
security guards on the government offices, the demographic profile of the selected
respondents and the implementation of private security agency law or RA 5487
specifically in the determining of legal contract and wages of security guard.
Paradigm
Inputs Process Outputs
Importance and significance of private
security guards in the government
offices
Demographic profile of the selected
respondents
Implementation of R.A .5487 (Private
Security Agency Law) specifically in its
execution in determining legal contract
and wages of security guard
Survey the reason of
city halls in hiring
private security guard
Identification of the
budget
Protection of
government
properties and lives
of employees
Committee in public
safety is in charge in
the budget of private
security guards
Justification of the Study
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The researcher will investigate and study regarding on the government cost of
employment of private security guards in the government offices of selected municipalities.
The researcher proudly stated that this study will be the first kind of research in the
Philippines and nobody will be able to research and investigate this kind of research study.
The information gathered from the selected respondents will be based on the fact findings
of the study are true and correct. That is why with the relevant and pertinent of all the data
gathered on this study will make the researcher a success.
CHAPTER III
Methodology Research Method
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The descriptive method of survey research will be used in this study. The descriptive
survey method research is a fact finding study with adequate and accurate interpretation of
the findings. It describes with emphasis what actually exist such as current conditions,
practices, situations or any phenomena.
Since the present investigation is concerned, the descriptive method survey of
research will be the most appropriate method to use in the topic, “The Government Cost of
Employment of Private Security Guards”.
Respondents of the Study:
A.) Atty. Joaquin Trinidad is the General Manager and the owner of the Private
Security Agency serving in the city hall of Valenzuela City. Trinsata Private
Security Agency is found at the Sampaloc, Manila. Based on the information I
have gathered from him, there are 24 private security guards posted in the city
hall of Valenzuela and for 8 months they are serving in the said municipality.
According to him, the Agency was entered in the municipality by winning the “bid”.
According to him also, private security guards posted in Valenzuela City Hall is
important for the protection of the lives and property as well as protection of
present Chief Local Executive office, including employees of the City Hall.
B.) Mr. Leonardo C. Castro is the General Manager as well as the owner of Ex-
bataan Security Agency posted and serving in the City Hall of Caloocan located
somewhere in located. Based on the information I have gathered, there are 32
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private security guards designated in the city hall of Caloocan. According to him,
the agency is almost 4 years serving in the city hall of Caloocan. The Ex-bataan
Security Agency was entered in the municipality by winning the “bid”. Mr.
Leonardo C. Castro said that private security guards posted in the city hall is very
much important not only for the chief local executives and city hall employees but
also for the clients of the said municipality.
Sampling Technique
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Number of Private Security Guards designated in the five selected municipalities/city
halls.
Number 20%
1.) Caloocan City Hall 32 6
2.) Valenzuela City Hall 24 4
3.) Quezon City Hall 45 9
4.) Pasay City Hall 28 5
5.) Makati City Hall 40 8
Total: 169 Total: 32
As far as the government employment of private security guards is concerned, 169 is
the total population of the private security guards designated in the five selected
municipalities in Metro Manila government offices and 32 is the sample which is
representative.
Development and Validation of Research
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The method of collecting data will be the survey method. This is concerned with
looking into the commonality of some elements. Since the present research is about the
government cost of Employment of Private Security Guards in the five selected government
offices in Metro Manila. The normative method of survey research will be the most
appropriate method to use in gathering data. The instrument to be used to collect data and
informations will be the questionnaires as well as an interview for the selected respondents
specifically the private security guards and the owner of the private security agencies
including the Administration staff of the city halls. The researcher will be able to see and
observe that the data and informations gathered from the selected respondents are true and
correct.
Procedure
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Statistical Treatment of Data
A.) What is the demographic profile of every private security guard?
Weight No.
5 - Age
4 - Gender
3 - Educational Attainment
2 - Name of Agency
1 - Years of service
B.) How much is the salary of every private security guard in the government offices?
Weight No.
5 - 12,000 above per month
4 - 12, 000 exactly per month
3 - 11, 000 per month
2 - 10, 500 per month
1 - 10, 000 per month
C.) How much is the contract of every private security guard per head given by the local
government offices to the security agency?
Weight No.
5 - 21, 000 a month
4 - 18, 500 a month
3 - 18, 000 a month
2 - 15, 000 a month
1 - 14, 000 a month
Bibliography
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William C. Cunningham and Todd H. Taylor, Private Security and Police in America: The
Hallcrest Report I (Boston: Butterworth-Heinemann, 1985), p. 189.
Mahesh K. Nalla and Donald Hummer, “Relations Between Police and Security in
Michigan,” report
published by the School of Criminal Justice, Michigan State University, 1997.
Greene, Seamon, and Levy, p. 6.
“Summary of a Feasibility Conference,” p. 12.
David R. Green, “Joining Forces Against Crime,” Security Management, May 1998, pp. 95-
98.
Bob Stewart, p. 14.
Ronald L. Kuhar and Jon C. Paul, “The Milwaukee Experience,” ASIS Dynamics,
July/August 1996, pp. 5-7.
Directory, ASIS and Wisconsin Chiefs of Police Association, 1995.
“Security Group Honors Anti-stalking Police Unit,” SECURITY, July 1997, pp. 7-8.
Association. In 1997, the LELC provided the initiative for a national project (supported
Anthony M. Voelker, “Area Police–Private Security Liaison Program,” New York City Police
Department document. Circa 1988.
“1991 Annual Report,” Creve Coeur (Missouri) Joint Crime Prevention Program.
Peter A. Holmes, “Taking Public Services Private,” Nation’s Business, August 1985, pp. 20-
22.Shanahan, “Private Enterprise and the Public Police: The Professionalizing Effects of a
New Partnership,” p. 455.University of Caloocan City7th Avenue, Tandang Sora
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Table of Contents
CHAPTER I
The Problem and It’s Settings ………..……………………………………………………1
Introduction ………..…………………………………………………………….1
Background of the Study ………..…………………………………………………….2
Importance and Significance of the Study ……………………………………………3
Scope and Delimitation ………..…………………………………………………….4
Statement of the Problem ………..…………………………………………………….5
Definition of Terms ………..…………………………………………………………….6
CHAPTER II
Review of Related Literature and Related Studies 37
Foreign Related Literature …..…..……………………………………………………10
Local Related Literature ………..…………………………………………………..22
Review of Related Studies …..……………………………………………………37
Synthesis of the Study Research……..………………………………………………43
Conceptual Framework ………..…………………………………………………..45
Justification of the Study ………..…………………………………………………..46
CHAPTER III
Methodology Research Method ………..………………………………………………….47
Sampling Technique ………..………………………………………………….49
Development and Validation of Research ...……………………………………50
Procedure ………..…………………………………………………………………51
Bibliography ………..………………………………………………………………..52