ZSCMST C.A.R.E. Core Values: A Critical Analysis on Understanding and Acceptance from within

Abstract

The study utilized the descriptive method of research to gather data on the level of the understanding and extent of importance of the Zamboanga State College of Marine Sciences and Technology (ZSCMST) core values relative to its Vision and Mission. This study was conducted at ZSCMST, most student-respondents were the researcher’s students. Other selected respondents of this study came from within composed of about 553, 30 were employees (teaching and non-teaching). The popular Input-Output (IPO) Model was employed in this study, which is referred to a functional graph that defines the inputs, outputs, and processing outputs, and processing tasks needed to convert inputs into outputs.
The C.A.R.E. survey instrument is composed of three parts. Part 1 pertained to the demographic profile of the respondents. For the employees, categorized as teaching and non-teaching personnel necessitated their gender and the no. of years in the service. While for student-respondents, they were asked about their year level, gender and their college affiliations. Part II dealt with the level of understanding with equivalent rating scale. The C.A.R.E. is composed of 20-statements defining its descriptions and the manifestations of the guiding principles from within. The same statements were employed to get the data for Part III focused on the extent of importance, with equivalent rating scales to measure the respondents’ perceptions. The research instrument has been referred to some friend doctoral experts from other universities and colleges whose names were withheld confidentially. They were given the Content Validation and Reliability Form to rate the instruments whether acceptable for adoption or not and computed using Cronbach alpha statistics. Corrections were incorporated. Ethical considerations were observed and highly honored.
This study sought to determine the level of understanding and extent of acceptance of the new ZSCMST C.A.R.E. core values as perceived by the stakeholders from within. Specifically, it clarified and answered the following questions raised:1.What is the level of understanding of the new ZSCMST C.A.R.E. core values as perceived by the respondents when they are grouped according to their demographic profile: 1.1 Employees (type, gender, no. of years in service 1.2 Students (levee, gender, college affiliation). 2. Is there a significant difference on the respondents’ perceptions as regards their level of understanding of the new core values? 3. What is the extent of acceptance of the new ZSCMST C.A.R.E. core values according to respondents? 4. Is there a significant difference on the respondents’ perceptions as regards the extent of acceptance of the new core values? 5. What are the implications of the perceived level of understanding and extent of acceptance of the ZSCMST C.A.R.E.? There were two (2) hypotheses posited: 1. There is no significant difference on the respondents’ perceptions as regards their level of understanding of the new core values; and 2. There is no significant difference in the respondents’ perceptions as regards their level of understanding of the new core values.
The following conclusions are : 1. The respondents disclosed they were very familiar of C.A.R.E based on their respective demographic profile; 2. There is no significant difference in the respondents’ perceptions as regards their level of understanding of the new core values; 3. The respondents disclosed they proudly accepted them to a great extent and were indeed very influential; 4. There is no significant difference in the respondents’ perceptions as regards the extent of acceptance of the new core values and lastly, 5. As a critical analysis, the implications of the perceived level of understanding and extent of acceptance of the ZSCMST C.A.R.E. were : 1. C.A.R.E. must be an offshoot of the Ethics of Care.2. Stakeholders must be more engaged in meeting the desired goals.3. Institutional culture and climate must be well-defined and prepared for setting minds and improving lives.4. Corporate social responsibility must be practiced, maintained and sustained.5. Policies and standards must be pervaded and nurtured with values, not as "human capital."