Job Performance and Promotion of Employees in a Selected Government Hospital in Jolo, Sulu: A Basis for Strategic Planning
DOI:
https://doi.org/10.5281/zenodo.20438540Keywords:
employee job performance, promotion practices, healthcare workforce, government hospital, strategic planning, human resource managementAbstract
This study examined employee job performance and promotion practices in a selected government hospital in Jolo, Sulu, as a basis for strategic planning. Using a quantitative descriptive-correlational design, data were gathered from 122 regular-status hospital employees through a researcher-developed questionnaire validated by experts and administered using a five-point Likert scale. Descriptive statistics and Pearson product-moment correlation were used to analyze the data. Findings showed that the respondents were mostly female (68.03%) and college graduates (70.49%), with a mean age of 32.41 years and an average length of service of 7.60 years. Employee job performance was rated very high across task performance, quality and safety performance, communication and interpersonal performance, and adaptive performance. Employee promotion practices were rated high, indicating that promotion procedures were generally perceived as fair, merit-based, and aligned with qualifications and organizational policies. Pearson correlation analysis revealed significant positive relationships between employee promotion practices and all job performance dimensions, particularly task performance. The study concludes that transparent and merit-based promotion practices are associated with stronger employee performance and may help sustain quality healthcare service delivery. A strategic plan was proposed to strengthen professional development, communication and teamwork, adaptability, promotion transparency, and career development in the hospital.
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