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A research paper presented to the graduate school of colegio de san juan de letran as part of the requirements for the master of business administration degree in statistics with computer application. The paper explores the impact of shifting schedules on the well-being of property managers working for property management corporation (pmc). Background information on pmc, its operations, and the objective and methodology of the study. The results reveal significant differences in psychosomatic health problems, skill use, job satisfaction, intrinsic motivation, and absenteeism among property managers working different shifts. The discussion section interprets the findings and suggests implications for the industry and future research.
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STATISTICS WITH COMPUTER APPLICATION 2015
This paper is intended for the completion requirement of the subject Statistics with Computer Application for the degree of Masters in Business Administrations.
The information and data used in this paper was taken from PMC files/archives and researches form the internet.
Property management is the operation, control of (usually on behalf of an owner) or oversight of residential, office, industrial and commercial property. The role of property management is very broad as this also includes management of personal property, equipment, repair and maintenance, security and safety of the property and occupants and attend to other concerns that may arise in the day to day operation of the property. Property management can be classified into two: 1st is called the in-house property manager or it is where a developer has their own property management company who exclusively manage their properties, 2nd is the outsourced property manager or independent property management company who manage properties of others. The physical appearance of the building or property and satisfied owners reflects the performance of the property management company. To the in-house property management, the success of the developer entirely depends on the after-sales team or their subsidiary property management company.
A brief history of how PMC was born into the business is shown to understand the roots of the company. It also discusses the strengths and weaknesses of the company, fortifying the strengths and mitigating the weaknesses.
STATISTICS WITH COMPUTER APPLICATION 2015
PMC business operation is subdivided into 5, namely:
Facilities Management Estate Management Waterworks Management Technical Services Energy Management 1.2.1 Facilities Management – this compose of managing Building and Grounds Maintenance, Systems Reliability, Utility and Infrastructure, Contract Administration, House Rules Implementation, Development Control and Monitoring, Customer Complaints Handling System, Supervision of contracted services, Liaison with government agencies and utility companies, Energy and Environmental Management, Financial Management, and Leasing and Brokerage. Properties handled mostly are Land Inc’s owned and developed properties
1.2.2 Estate Management – this compose of Urban Streetscape maintenance, Security and Traffic Enforcement, Emergency Brigade (Fire and Health), Development Control and Monitoring, Permitting, Coordination with LGU’s, and Utility Companies and Transport Service Providers
1.2.3 Waterworks Management – this compose of Water Production and Services, Sewerage Treatment, Billing and Collection of Water Fees, Meter Installation, Maintenance of Water Lines and Meters, and Water Potability Tests.
1.2.4 Technical Services – Attendance to Project Technical Group (PTG) Meetings for new developments, Functional and Performance Testing and Commissioning of Building/ Facility Equipment, Plan Evaluation, Project Management, and Predictive Maintenance Services, (Comprehensive Technical Audit, Vibration Analysis, and Thermography Analysis).
Malls group has the only unique schedule among all subunit of PMC. Property Managers (PM) are required to have 3 shifting schedule per day per property. This schedule is implemented for 7 days a week.
The paper will focus basically in the working schedule of Property Managers of PMC to the corresponding proponent.
STATISTICS WITH COMPUTER APPLICATION 2015
This paper has been created by the author for the purpose of identifying the effectivity of working hours to Mall Property Managers compared with PMs working in a regular 8 hours for 5 days in a week.
This paper is also intended for the company to understand the effect of shifting schedule to their employee and how will this affect the attrition rate.
III. Methodology
Study was conducted in the group of employees where actually deployed in Center. Data were being collected thru interview guided by questionnaire.
IV. Simulacrum
STATISTICS WITH COMPUTER APPLICATION 2015
Job satisfaction was moderately correlated with burnout, skill use, and intrinsic motivation. Similarly, burnout was moderately correlated to psychosomatic health problems and skill use. Since none of the correlations were too high, all dependent variables were kept for further analysis.
One-way ANOVA and t-tests and two-way ANOVA were used to examine the relationship among shiftwork and the six dependent variables. Results obtained from one- way ANOVA, with unequal cell frequencies, are presented in Table 3. No significant differences in burnout were found among Property Managers working on various shifts. However, significant differences were found among Property Manager on various shifts with regard to psychosomatic health problems, skill use, job satisfaction, intrinsic motivation, and absenteeism. Differences among various shifts on ix dependent variables were tested by t-tests. With regard to psychosomatic health problems, significant
STATISTICS WITH COMPUTER APPLICATION 2015
differences were found between the day and evening shifts (t = 2.15, p<.05), evening and rotational shifts (t=-2.31,p <.05), and night and rotational shifts (t = -2.10, p<.05). With regard to skill use, significant differences were found between the day and night shifts (t=2.82, p<.05) and the evening and night shifts (t=2.18, p<.05). With regard to job satisfaction, significant differences were found between the day and night shifts (t=2.97, p<.05), evening and night shifts (t=2.68, p<.05), and the rotational and night shifts (t=3.13, p<.05). With regard to intrinsic motivation, significant differences were found between the day and evening shifts (t=3.12, p<.05), day and night shifts (t=3.99, p<.05) and the day and rotational shifts (t = 2.75, p<.05). With regard to absenteeism, significant differences were found between the day and rotational shifts (t=3.98, p<.05), evening and night shifts (t= 2.74, p,<.05), and the night and rotational shifts (t = 2.66, p<.05). In general, in the present sample, Property Manager on night shifts appeared to suffer more seriously than Property Manager on other shifts.
VI. Discussion
The results of the present study indicated that shift-time is related with a number of employees' well-being variables such as psychosomatic health problems, skill use, job satisfaction, intrinsic motivation, and absenteeism. However, burnout was not found to be related to shift-time. It has been suggested that people whose profession involves repeated social contact tend to experience symptoms associated with loss of mental resources
STATISTICS WITH COMPUTER APPLICATION 2015
