Human Resource Management Practices, Job Satisfaction, and Employee Performance as Predictors of Service Delivery Effectiveness in Public Schools in Zone 3

AUTHOR(S)

KRISTINE U. TORRES PEDRITO JOSE V. BERMUDO, EdD, PhD ENGR. JOHNMAR F. CORDIAL, PhD

ABSTRAK

—— Human Resource Management (HRM) practices, job satisfaction, and employee performance are widely recognized as critical determinants of service delivery effectiveness in public educational institutions, particularly in geographically isolated and resource-constrained school contexts. This study examined HRM practices, job satisfaction, and employee performance as predictors of service delivery effectiveness in public schools of Zone 3, Division of Catanduanes, Philippines, during School Year 2025–2026. Specifically, it investigated the levels of HRM practices across recruitment and selection, training and development, performance appraisal, and compensation and benefits; assessed job satisfaction in terms of work itself, supervision, compensation and benefits, and work environment; measured employee performance across task performance, quality of work, efficiency, and work attitude; and evaluated service delivery effectiveness in terms of responsiveness, reliability, accessibility, and client satisfaction. Employing a descriptive-correlational research design with predictive analysis, the study involved 110 non-teaching personnel selected through stratified random sampling from a population of 152 respondents. Data were gathered using a validated researcher-developed questionnaire with a Cronbach’s alpha reliability coefficient of 0.95 and analyzed using weighted mean, Pearson’s correlation coefficient, and multiple regression analysis. Findings revealed that HRM practices were highly implemented (M = 3.66), job satisfaction was highly satisfactory (M = 3.71), employee performance was outstanding (M = 3.72), and service delivery effectiveness was highly effective (M = 3.67). Significant positive relationships were found between HRM practices (r = 0.724), job satisfaction (r = 0.691), and employee performance (r = 0.756) with service delivery effectiveness. The regression model explained 67.9% of the variance, with employee performance emerging as the strongest predictor (β = 0.402). The study validates the AMO framework and Herzberg’s Two-Factor Theory in geographically isolated public schools, contributing localized empirical evidence to HRM literature and providing practical implications for strengthening human resource systems, enhancing employee satisfaction and performance, and improving service delivery effectiveness in rural and underserved school contexts. Keywords: human resource management practices, job satisfaction, employee performance, service delivery effectiveness, public schools, non-teaching personnel, Philippines