The Relationship between Performance Evaluation System and the Level of Motivation of Librarian Working in Special Libraries: The Philippine Experience

by
Shirley Ingles-Cruz
President
Association of Special Libraries of the Philippines, Inc.
singlescruz@gmail.com
2nd International Conference of Asian Special Libraries
at United Nations University, Tokyo, Japan
10-12 February 2011

Ms. Ann Caputo, Ms. Shantanu Ganguly, to the organizer, dear
colleagues, friends, ladies and gentlemen, a pleasant morning to
everyone.
My short presentation for this afternoon is all about “The
Relationship between Performance Evaluation System and the Level
of Motivation of Librarian Working in Special Libraries: The
Philippine Experience.”
I basically surveyed the Executive Officers of the Special Libraries
Association of the Philippines (ASLP).
For background information, ASLP is a national association of
librarians and information professionals in various specialized fields
of research, in both government and private sectors. It is the oldest
professional library association in the Philippines having celebrated
its 50th anniversary in 2004.

1. Introduction
2. Conceptual Framework
3. Statement of the Problem
4. Analysis
 Performance appraisal
 Motivation
 Relationships of variables
5. Conclusion

Generally, the flow of my presentation would be:
1. Introduction
2. Conceptual Framework
3. Statement of the Problem
4. Analysis --- under which are:
 Performance appraisal
 Motivation
 Relationships of variables
and lastly,
1. Conclusion

 Victor Broom’s Expectancy Theory
 One-shot Survey Method
 Spearman’s Rank Correlation Test
 Explanatory Social Survey Research

• In my study I used the Expectancy Theory of Motivation by
Victor Vroom as it has become a commonly accepted theory for
explaining how individuals make decisions regarding various
behavioral alternatives.
•I also used the One-shot Survey Method to gather my data,
and
•To further analyzed these data, I use the Spearman’s Rank
Correlation Test. This type of statistical analysis is used when
the variables are ordinal. In this study, both the dependent and
independent variables are ordinal.
•The study was basically an explanatory social survey
research. It not only explained the causal relationships
between the Performance evaluation system or PES and the
level of motivation, but tried also to explain why such
relationship or effect occurred.

 It can be used as a technique for reviewing
current performance,
It may also serve as an aid to management
planning process, and
It is an important aid of promotion system
Also, this study could be instrumental to further
improve human resource management specifically
to those working in special libraries

You may agree or disagree with me (laugh), but somehow,
this study:
can be used as a technique for reviewing current
performance,
It may also serve as an aid to management planning
process, and
It is an important aid in promotion system.
Also, this study could be instrumental to further
improve human resource management, specifically to
those working in special libraries

-- those information organizations sponsored
by private companies, government agencies, not-
for-profit organizations, or professional
associations (Mount 1999)
-- Special librarians are immensely involved
in activities towards attainment of goals of the
sponsoring, or 'parent' organization; thus they may
be involved in other activities that other libraries
would not, “such as conducting research, writing
reports or helping a top executive draft a speech”.
(McGill)

For a better understanding of the scenario surrounding my paper, allow me
to define or describe some words and areas of concern in my study.
What is special library?
In an article published by the Special Library Association or SLA, the
authors defined, and I quote, “special libraries as those information
organizations sponsored by private companies, government agencies, not-
for-profit organizations, or professional associations (Mount, 1999)”. It
further described special libraries to include units within public and
academic libraries with subject specialties.
and why special librarians?
In another article that was published by McGill, stated that the nature of
service provided in special libraries differs from other types of libraries. It
also stated that Librarians working in a special libraries or the so called
Special Librarians are immensely involved in activities towards attainment of
goals of the sponsoring, or 'parent' organization; thus they may be involved
in other activities that other libraries would not, “such as conducting
research, writing reports or even helping a top executive draft a speech”.

-- is defined as a system that provides for
identification of major and minor responsibilities
of a job or position, development of methods and
procedures to appraise performance against
established standards, and use of appraisal
information in making personnel decisions (CSC
Memorandum, 1989).
-- it provides an unbiased and justifiable
basis for promotion, salary increases, bonuses,
and other organizational rewards

On the other hand, Performance Evaluation System (PES)
is defined as a system that provides for identification of major
and minor responsibilities of a job or position, development
of methods and procedures to appraise performance against
established standards, and use of appraisal information in
making personnel decisions (CSC Memorandum, 1989).
An employee’s enthusiasm for job is closely connected with
performance and how information about the performance is
being communicated. Performance appraisal is necessary
for monitoring the employee’s development, or lack of it. It
provides an unbiased and justifiable basis for promotion,
salary increases, bonuses, and other organizational rewards.
Consequently, it may also be the basis for demotion and in
worst cases termination from the service.

-- “the processes that account for an
individual’s intensity, direction, and persistence of
effort toward achieving a goal” (Basic Motivation
Concept)
 Intensity = how hard an employee tries
Direction = should benefit the
organization (i.e. quality of effort counts!)
Persistence = how long can an employee
maintain his/her effort

Managers in all types of organizations are continually faced with the fact that vast
differences exist in the performances of individual employees. Some employees
always perform at high levels, need little or no direction and appear to enjoy what
they are doing. Other employees perform only at marginal levels, require constant
attention and direction, and are often absent. The reasons for these differences in
performance are varied and complex, involving the nature of the job, the behavior
of the manager, and the characteristics of the employee. At the core of each of
these aspects is motivation.
Motivation is “the processes that account for an individual’s intensity, direction,
and persistence of effort toward achieving a goal” (Basic Motivation Concept)
Intensity = meaning, how hard an employee tries
Direction = meaning, should benefit the organization
(i.e. quality of effort counts!)
Persistence = meaning, how long can an employee maintain his/her effort
Motivation is not directly observable (it is internal to each employee), and is
personal (what is arousing differs and how behavior is directed is often different),
however the process is common and it is goal directed. It is something that causes
a person to behave in a certain way. Positive motivational factors include rewards
such as salary, interesting work, and dedication to the company’s success. (Davis &
Weckler, 1996)

 When deciding among behavioral options, individuals
select the option with the greatest motivation forces.
The motivational force (MF) for a behavior, action, or
task is a function of three distinct perceptions:
Expectancy, Instrumentality, and Valence.
The Expectancy Theory of Motivation
by Victor Vroom
MF = Expectancy x Instrumentality x Valence

As I mentioned earlier, the Expectancy Theory of Motivation
by Victor Vroom has become a commonly accepted theory for
explaining how individuals make decisions regarding various
behavioral alternatives. It offers the following propositions
(QuickMBA):
When deciding among behavioral options, individuals
select the option with the greatest motivation forces.
The motivational force (MF) for a behavior, action, or task
is a function of three distinct perceptions: Expectancy,
Instrumentality, and Valence.
As equated, motivational force is the product of the three
perceptions, if any one of their values is zero, the whole equation
becomes zero.

 Expectancy = Effort –--> performance linkages
How hard will I work?
 Instrumentality = Performance –--> reward linkages
What is the reward?
 Valence = Reward–--> goal
How attractive is the reward?
Individual
Effort
Individual
Performance
Organizational
Rewards
Individual
Goals

Certainly, an individual will act in a certain way based on the
expectation that the act will be followed by a given outcome and
on the attractiveness of that outcome to the individual. Like for
instance:
Expectancy = Effort –--> performance linkages
How hard will I work?
Instrumentality = Performance –--> reward linkages
What is the reward?
Valence = Reward–--> goal
How attractive is the reward?
As illustrated, an employee exerts effort if there is something to
look forward to, something that motivates them to do something.
Simply to say that, the strength of the employee’s motivation
(effort) depends on how strongly the employee believes he/she
can achieve this goal (performance), whether he/she will be
adequately rewarded (reward) and if so, whether the reward will
satisfy his/her own goal (individual goal).

INDEPENDENT VARIABLE
Performance Evaluation System
 PES Criteria
 Performance Rating
Librarian’s
Effort
Librarian’s job
performance
Salary increase,
fringe benefits, &
promotions
Job competencies,
improved library
services, & personal
goal
DEPENDENT VARIABLE
Level of Motivation
(Expectancy theory)

For an effort to lead to a good performance, the employee must
first perform. Individual job performance is influenced by the
performance evaluation system, since it measures his/her
ability to perform the job. The outcome of such performance
evaluation, which is the performance rating, could be an
influential factor towards gaining rewards and eventually
achievement of individual goal
I use the Expectancy Theory, because I would like to find out its
possible effect or any significant relationship to the level of
motivation of the surveyed group. On the conceptual level, the
individual effort refers to the Librarian’s effort, and individual
performance will be referred to as Librarian’s job performance.
Organizational rewards may be specified as salary, fringe
benefits, and promotion, while an individual goal may be
referred as the Librarian’s own goal – job competencies, improved
library services, & personal goal.

3.1 What is the level of awareness of the librarians on their
performance evaluation system?
3.2 What is the perception of the librarians about the
performance appraisal?
3.3 Are the librarians informed of the results of their
performance evaluation?
3.4 What is the level of motivation of the librarians?
3.5 Is there a significant relationship between the
performance rating and the level of motivation of the
librarians?
3.6 Is there a significant relationship between the PES
criteria and the level of motivation of the librarians?

My study would like to find out the relationship between the
performance evaluation system (PES) and the level of motivation
of Librarians working in special libraries.
It specifically aims to find out about the following problems:
1. What is the level of awareness of the librarians on their
performance evaluation?
2. What is the perception of the librarians about the
performance appraisal?
3. Are the librarians informed of the results of their performance
evaluation?
4. What is the level of motivation of the librarians?
5. Is there a significant relationship between the performance
rating and the level of motivation of the librarians?
6. Is there a significant relationship between the PES criteria and
the level of motivation of the librarians?

 Performance Appraisal
 Level of Motivation
Proving on the Relationship of Variables

The survey-questionnaire was divided into two parts. Part
I was on performance appraisal and Part II was on
motivation.
Through such survey, the performance and motivation of
the respondents where analyzed. To further analyze their
relationships, it’s where the Spearman’s Rank Correlation
Test was employed.

AGE BRACKET
Age 31-40
Age 51-60
Age 61-65
LENGTH OF STAY IN THE
ORGANIZATION
Less than 1
yr
1-10 yrs
11-20 yrs
21-30 yrs
31-40 yrs
20%
40%
53.33%
33.33%

First of all, for a better understanding of the survey results, let’s
look at the types of respondents surveyed in this study.
As you can see in the pie graph:
33.33% accounts for ages 31-40,
none for ages between 41-50,
51.33% is between ages 51-60, and
13.33% is between ages 61-65
Of which:
13.33% was in their institution for less than 1 year
20% was between 1-10 years
13.33% was between 11-20 years in the service
40% was between 21-30 years
13.33% was between 31-40 years in their institution
And about 86.67% of them are head librarians.

The first part of the survey was about the
perception of the Special Librarians on
performance appraisal. There were six questions
in this part. The first item was to measure the
level of awareness of the Librarians regarding the
existence of performance appraisal.

As I mentioned, the first part was about the perception
of the Special Librarians on performance appraisal.
There were six questions in this part. The first item was
to measure the level of awareness of the Librarians
regarding the existence of performance appraisal.

Percentage
Very Aware 86.67%
Slightly Aware 6.67%
Aware 6.67%
Not Aware

As shown in Table I, a great majority (86.67%) of the
respondents were very much aware that they are being
apprised of their performance and only 6.67% of them
were slightly aware and 6.67% is only aware that they
are being apprised of their performance. It is assumed
from the results that there is awareness among the
respondents of job performance appraisal.

Percentage
Very Important 80%
Slightly Important
Important 13.33%
Neither Important nor Unimportant
Slightly Unimportant
Unimportant
No answer 6.67%

In line with the first item, the respondents were asked
how they perceived the importance of performance
appraisal. 80% of them perceived it to be very
important, 13.33% said that it was important, and
6.67% preferred not to answer. Needless to say, that
performance appraisal is of importance.

Percentage
Positive Feedback 100%
Negative Feedback
Percentage
Yes 80%
No 20%

Evidently, everybody perceived PES positively as
shown in Table 3.
And as you can see in Table 4, majority or 80% was
shown of their performance result or performance
rating and 20% was not shown of their
performance rating.

Percentage
Greatly Affects 60%
Slightly Affects 13.33%
Does not Affect 20%
No answer 6.67%
Percentage
Outstanding 13.33%
Very Satisfactory 80%
Satisfactory
Failed
Unsatisfactory
No answer 6.67%

Table 5 is about the effect of performance evaluation
results on employee’s job performance. 60% said that
their job performance is greatly affected by performance
evaluation results; 13.33% was slightly affected; 20% said
that their job performance was not affected by
performance evaluation results; and 6.67% preferred not
to answer.
Of whom, only 13.33% was rated outstanding and majority
or 80% was rated as very satisfactory. 6.67% preferred not
to answer.

The second part of the survey was on
motivation. There were about eleven (11)
questions in this part. Ten (10) of these questions
were answered as Highly Motivated, Slightly
Motivated, and Not Motivated to measure the
respondent’s level of motivation.

The second part of the survey was on motivation.
There were about eleven (11) questions in this part.
Ten (10) of these questions were answered as Highly
Motivated, Slightly Motivated, and Not Motivated to
measure the Librarians’ level of motivation in areas
of concern:
 job performance
 organizational rewards
Goals in life

Highly
Motivated
Slightly
Motivated
Not
Motivated
No
Answer
PES Criteria 73.33% 13.33% 6.67% 6.67%
Shown result 86.67% 13.33%
Positive result 86.67% 13.33%
Negative result 86.67% 6.67% 6.67%
Average % 83.33% 3.33% 10% 3.33%
Motivators Level of Motivation

To summarize the survey results on job performance:
 an average of 83.33% were highly motivated to
perform their jobs
 an average of 3.33% were slightly motivated
 about 10% were not motivated at all
 and an average of 3.33% opted not to answer
the survey question

Highly
Motivated
Slightly
Motivated
Not
Motivated
No
Answer
Salary increase 60% 6.67% 6.67% 26.67%
Fringe benefits 60% 6.67% 6.67% 26.67%
Promotion 73.33% 6.67% 6.67% 13.33%
Average % 64.44% 6.67% 6.67% 22.22%

To summarize the survey result concerning
organizational rewards:
 an average of 64.44% were highly motivated by
salary increase, fringe benefits, and promotion
 an average of 6.67% were slightly motivated and
not motivated at all with said organizational
rewards
 about an average of 22.22% is uncertain, as they
opted not to answer the survey question

Highly
Motivated
Slightly
Motivated
Not
Motivated
No
Answer
Improving job
competencies
86.67% 13.33%
Improving
library services
86.67% 6.67% 6.67%
Personal goals 40% 60%
Average % 71.11% 6.67% 22.22%

To summarize the survey result on goals in life:
 an average of 71.77% were highly motivated to
attain their goals in life
 an average of 6.67% were slightly motivated
by their goals in life
 about an average of 22.22% is uncertain also,
as they opted not to answer the survey question

Percentage
Yes 6.67%
No 86.67%
No answer 6.67%

How do respondents react if the evaluation results are
positive? Do they “lie-low” in their performance? Only
6.67% among the respondents had “lie-low” in job
performance, while the 86.67% answered that they did
not “lie-low” in their performance, and 6.67% preferred
not to answer.
Consequently, a positive performance rating does not
cause majority of the respondents to lie-low in the
performance of their jobs. A probability that a positive
performance rating can be a motivating factor to
perform well or even much better in their jobs.

Highly
Motivated
Slightly
Motivated
Not
Motivated
No
Answer
Job
performance
83.33% 3.33% 10% 3.33%
Organizational
rewards
64.44% 6.67% 6.67% 22.22%
Goals in life 71.11% 6.67% 22.22%
Average % 72.96% 5.56% 5.56% 15.92%

So, in summary, here’s how the levels of motivation of the Special
Librarians were:
 generally, an average of 72.96% accounts for the high
motivation of the Special Librarians
 an average of 5.56% were slightly motivated, as well as
not motivated at all
 about an average of 15.92% accounts for the uncertainty as
to the level of motivation of the Special Librarians, about
the same percentage (%) opted not to answer the survey
question
It clearly suggested that as far as motivation is concerned the
respondents’ behavior were still highly motivated to do job related
actions. And that the reason behind the high motivation of the
Librarians is due to motivation to perform their jobs and the
attainment of goals in life.

Spearman’s Rank Correlation Test:
rs = 1- 6∑ d²
n(n²-1)
 This type of statistical analysis is used by researchers
when the variables are ordinal. In this study, both the
dependent and independent variables are ordinal.
rt = table value (.738)
If : rs › rt = there is a significant relationship
rs ‹ rt = there is no significant relationship

To prove the relationships of the independent variable
(PES) and the dependent variable (Motivation), the
Spearman’s rank correlation test was utilized. This type
of statistical analysis is used by researchers when the
variables are ordinal. In this present study, both the
dependent and independent variables are ordinal. The
researcher utilized this type of statistical test to find out
if there is a significant relationship among the variables.
______________
ORDINAL = showing position: showing the relative
position in a sequence of numbers

 It was on the premise that the higher the performance
rating, the higher the motivation for job performance. The
researcher considered the data on the effects of performance
evaluation results and actual ratings correlated to the
respondents’ level of motivation if the result of the evaluation
is either positive or negative.

It was on the premise that the higher the performance
rating, the higher the motivation for job performance.
The researcher considered the data on the effects of
performance evaluation results and actual ratings
correlated to the respondents’ level of motivation if
the result of the evaluation is either positive or
negative.

Computed
Value
Findings
Performance evaluation result
vs. motivation if the evaluation
result is positive
rs = .7429
There is a significant
relationship
Performance evaluation result
vs. motivation if the evaluation
result is negative
rs = .5696
There is no significant
relationship
Performance rating vs.
motivation if the evaluation
result is positive
rs = .7938
relationship
Performance rating vs.
result is negative
rs = .5527
relationship
PES criteria vs. level of
result is positive
rs = .9991
relationship
PES criteria vs. level of
result is negative
rs = .7290
relationship

In summary, as shown in Table 12:
 a positive performance rating shows a significant relationship
between variables
 a negative performance rating shows no significant relationship
among variables
Therefore, if the evaluation result is positive, there is a significant
relationship between:
 Performance evaluation result and motivation
Performance rating and motivation
Performance evaluation system (PES) criteria and levels of
motivation
On the other hand, if the evaluation result is negative, there is no
significant relationship between:
 Performance evaluation result and motivation
Performance rating and motivation
Performance evaluation system (PES) criteria and levels of
motivation

 The librarians were very much aware of their performance
evaluation system . Consequently, it was much of a motivator for
them.
 Performance appraisal is very important in appraising job
performance.
The level of motivation of librarians had still been favorable after
being shown their evaluation results.
There is a high level of motivation towards job performance and
There is a significant relationship between performance rating
and the level of motivation only if the evaluation result is positive.
There is a significant relationship between PES criteria and the
level of motivation only if the evaluation result is also positive

In conclusion:
In this study the researcher was able to ascertain that the
Librarians were aware of performance appraisal and it was
perceived as very important in appraising their job
performance.
It was also ascertained that the level of motivation of the
Special Librarians had still been favorable after being
shown their evaluation results. However, through the use of
the Spearman’s rank correlation test, it was established
that there is a significant relationship between Performance
Evaluation Result and Level of Motivation only if the
evaluation result is Positive. On the contrary there had
been no significant relationship between performance
evaluation result and level of motivation of the Special
Librarians if the evaluation result is negative.

It was clearly established that as far motivation is concerned, the
Librarians were still highly motivated to do certain actions towards
accomplishing tasks. The reason behind such high motivation of the
respondents is due to motivation to perform their jobs and the
There had been a favorable response from the Special Librarians
regarding the PES; consequently, it was much of a motivator. Also,
through the use of the same statistical test, it was established that there
is a significant relationship between Performance Rating and Level of
Motivation if the evaluation result is Positive. On the contrary there had
been no significant relationship between performance rating and level of
motivation of the Special Librarians if the evaluation result is negative.
Generally, the Special Librarians were motivated to perform. However,
the study was able to established that the PES criteria had a significant
relationship on the level of motivation of the Special Librarians only if
the evaluation result is positive. However, PES criteria have no effect on
the level of motivation of the Special Librarians if the evaluation result is
negative.

It was also established that great effort were exerted
towards job performance. Consequently, job performance
and one’s goal in life had highly motivated the Special
Librarians to perform even better. Although, Librarians
performed very satisfactory yet, they had never “lie-low” in
their job performance.
Evidently, recognition like promotion is comparably more
efficient than monetary rewards. It is presumed, that an
effective performance evaluation system requires an
effective rewards system. It all boils down to one
significant idea, that is, the best way to motivate the
librarians is to recognize them. In whatever form or way it
may be, as long as good contribution to the organization is
being recognized, it would surely boost librarians’ morale to
perform their job even better. That will consequently lead
towards achieving their goals in life.

Shirley Ingles-Cruz
Head Librarian
Commission on Appointments
6th Floor PNB Financial Center
D. Macapagal Avenue, Pasay City
1301 Philippines
Tel. (632) 8342709
Email: singlescruz@gmail.com

That ends my presentation.
Thank you very much for listening and a nice day
ahead everyone.
Arigatou gosaimasu!

SHORT CURRICULUM VITAE
SHIRLEY INGLES CRUZ
Head Librarian
Commission on Appointments
Congress of the Philippines
President
Association of Special Librarians of the Philippines, Inc.
Bachelor of Library Science 1996
University of the Philippines – Diliman
Master in Public Administration 2005
Polytechnic University of the Philippines, Sta. Mesa

The Relationship between Performance Evaluation System and the Level of Motivation of Librarian Working in Special Libraries: The Philippine Experience

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The Relationship between Performance Evaluation System and the Level of Motivation of Librarian Working in Special Libraries: The Philippine Experience