Lagundino Edited For Printing

PHILIPPINE NATIONAL POLICE ACADEMY
CHAPTER 1
THE PROBLEM AND ITS BACKGROUND
Introduction
The Philippine government is facing some problems that fall as the
responsibility of policemen and its organization. Such problems are the following;
the effect of duty hours in area prioritization, manpower planning and program
implementation. The police organization has a major role in achieving all these
aspirations in order for the government to continue all its activities towards the
development of the country. The government must achieve public order for a
peaceful community, fair politics for good governance and a safe community for a
socially and economically developed country.
But as the government continues its activities, people’s feedback to police
organization and its personnel become worst. Policemen are affected to perform
well in exercising their duties and responsibilities. The image of police is
significant as lawbreakers and they are the first to commit violence and criminal
acts. The police organization is concerned in gaining the trust of people. And with
this regard, factors affecting the performance of policemen should be addressed.
One focus of the study is the relation of police duty hours in crime
prevention which always the police problems. Police duty hours in different areas
was the main focus of the study that needs attention and correction. The duration
of duty hours is primarily the main focus of this research to establish and identify
PHILIPPINE NATIONAL POLICE ACADEMY 2
the benefits and effects and how it addresses the problems that the police
personnel have experienced especially in urban areas like Cubao, Quezon City.
The implementation of police duty program had a positive impact on police
performance of their duties as public safety agents. Crimes and dangers are
imminent that is why the readiness of police officers are necessary in any
incident that would transpire within their jurisdiction. Performing responsibilities
and assigned tasks would affect the behavior or performance of police officers
either commissioned or non-commissioned in the community. If a subscribed
duty hour is implemented and observed properly, daily crimes would be
minimized. Police officers are expected to be alert at all times. They can respond
to crimes immediately and properly perform duties if they have enough time to
rest and prepare for whatever action to be done. An organized schedule of police
duty hours except for urgent cases would give time for police to be productive
including their civilian activities, businesses and can spend time for their families
and to be responsible as an individual and after satisfying all this need.
LAKANDULA CLASS 2015

Theoretical Framework
The theory or practice related to our study is “pragmatic theory”.
Pragmatic theory is a practical treatment of things emphasis in philosophical
thought on the application of ideas or the practical bearings of conceptions &
belief. It is a reasonable and logical way of doing things about problem that is
based on dealing with specific situations instead of ideas and theories
(http://www.merriam-webster.com/dictionary/pragmatism). The theory is
applicable to an immediate answer to a current problem. Applying the theory in
the community setting, we can identify police problems such as related to idea
application, which is formulation of policy that is practical in nature and
responsive to our needs. Problems in work and responsibility in scheduling of
duty would be addressed.
According to the renowned pragmatist philosopher William James
asserted. “Theories are instruments, not answers to enigmas in which we can
rest”. In relation to our study, people and police observed many variables why
police officers have poor performance in exercising their duties. Applying
pragmatic theory in identifying factors of the study. We can predict based from
observations; the cause and effects of these variables. Factors can be the
following in general: physical condition, motivation, status, incentives/benefits
and financial. The researcher came up with these factors. It is because in solving
certain problem, one must conduct observation in order to improve certain policy.
He/she must select a good situation, the choice will be one that is very applicable
to the problem, practical, measurable, and can be evaluated.

Pragmatism is defined as the practical way of treating things. In this
regard the pragmatic theory is a constructive approach in building the case study,
which entitles, “Duty Hours and Crime Prevention Performance among Police
Personnel of Cubao, Quezon City. ”The application of this theory opens
reasonable ideas in pursuing the case study. The main concerned of the study is
how to create, develop and maintain effective police force in relation to their
duties especially; focusing on the number of hours they performed.
For example, a police personnel can be said not effective in his job if
factors like lack of sleep, fatigue, being away from his love one in a long time and
like are present due to long and sometimes extended police duty hours. Being
aware of that common observation which mostly result to police force in
effectively. The proposed study aims to address and resolve these problems
within the police organization.
Conceptual Framework
In PNP organization, daily performances of policemen depend also in the
hours they are in. The long duration of duty hour affects the performance of
policemen in the field. In order to ensure crime prevention, police should be alert.
In this study, the indicating variables that would measure police performance are;
area prioritization, manpower planning and program implementation. In area
prioritization, it involves upon the situations in urban and rural areas. And in all
location, which is low-risk areas. In program implementation covers all the duty
hour schedules, day and night visibility and number or population ratio, and

equipment per duty or relief and the PNP organization function. It is related in
matter of planning strategies of being a leader in supervising and surveillance
and general inspection in rank and station.
The researcher presented the conceptual paradigm of the study (Figure
1). It is the model or map of study on how it progressed in relation to the
dependent variable. The dependent variable of the study is, “Crime prevention
performance in Cubao, Quezon City.” It is well presented in the circle that serves
as the based of all other boxes in figure 1. The other affecting variables that
controlled the dependent variable are presented in the three boxes and one box
for duty hours as the main independent variable that serve as the foundation in
ensuring crime prevention and control.
In the first box the target of the study is more focused on urban or in
Cubao, Quezon City. Compared to rural areas, crime has been highly recorded in
urban areas. It gave effect to places, which is high risk.
The second box represents the organizational function of policemen. It
includes how does the planning, leadership skill and supervision of officers in
order to ensure crime control. In police organization, operation and inspection is
done to evaluate how program works in the community and its effect to the
organization.
In the third box, program and implementation are presented such as; duty
scheduling, visibility and number of police duty and supervision. It tries to find out
how long does a police officer served especially in night time and other places
needs police visibility. It also includes number of police duty and to include

equipment and gun during tour of duty to ensure crime prevention. The three
boxes represent all the indicators of duty hours that possibly affect the
performance of police especially in ensuring crime prevention and control.
Variable definition is included to attain the desired output. Identification of
dependent variable and independent variables is very important. In order for
dependent variable to be conceptualized, it is necessary to identify supporting
factors as input in to under go for the process. Crime prevention performance
specifically as the dependent variable is the concept to be studied as to the
function of police to enforce law and prevent crimes.
Area prioritization as an indicating variable is a factor that used to attain
the dependent variable result. Related to this variables are urban areas and also
to places which is recorded to be a high risk.
Program implementation is actually the method to be used to come-up with the
idea on how police officers do their work as to ensure crime prevention. Under
this method, concept can be formulated like duty and hours schedule, the day
and night visibility that is required in every operation. These ideas can support
the implementation of the program that is to help public safety officers to perform
their jobs. Organization function is a factor that can stand alone and that is
necessary to help its members in effective assets of the organization includes
planning, leader surveillance and supervision.

Duty Hours
Area Manpower
Program
Prioritization Planning
Implementation
Crime Prevention
Performance of Police in Cubao, Quezon City
Figure 1. Conceptual Paradigm

Statement of the Problem
The study aimed to assess the effects of police duty hours on crime
prevention in Cubao, Quezon City. Specifically, the study sought to answer the
following questions:
1. What is the profile of the respondents as to age, gender, and
educational attainment?
2. How do the respondents determine the effects of police duty
hours to crime prevention performance especially in the
following?
2.1 area prioritization
2.2 manpower planning and
2.3 program implementation.
3. Is there a significant difference and relationship in the respondents’
assessment on the effects of police duty hours to crime prevention
performance relative to the area prioritization, manpower planning and
program implementation?
4. What recommendations may be proposed to enhance the effects of
police duty hours to crime prevention relative to area prioritization,
manpower planning and program implementation.
5. Is there a significant difference in the proposed recommendations to
enhance the effects of police duty hours to crime prevention and control
as to the aforementioned variables?
6. What action plan can be deduced from the study findings?

Statement of the Hypothesis
The following hypotheses are the researchers would like to prove;
1. There is no significant difference in the respondents’ assessment on the
effect of police duty hours in crime prevention in Cubao, Quezon City” in
relation to area prioritization, manpower planning and program
implementation.
2. There is no significant relationship in the respondents’ recommendation
to enhance the police duty hours in crime prevention in Cubao, Quezon
City” in relation to area prioritization, manpower planning and program
implementation.
Significance of the Study
The function of research in any aspects is to give knowledge and
preliminary answers to certain question or problem. The relevant of the study is
to prove that Philippine National Police Academy, as the center of
professionalization can provide education and training that develop a well
rounded public safety officers that soon to be integrated to the police
organization.
Philippine National Police Academy. The result of the study has a big
role in the relation of Philippine National Police Academy to the society as the
premier institution of public safety officers. To help the DILG in promoting peace
and order and to ensure public safety the study served as a basis for any
development of the academy in developing its curriculum and the system itself in

educating cadets and uplifting its status in terms of competing globally. Police
organization will also develop a systematic strategy and approaches in its
operation to be able to enhance police works in the community.
Chief of Police or Station Commander. This provides the head of police
station the necessary insight on the implementation of police duty hours.
Commander have the knowledge on the favorable aspects and advantages and
how it affects his subordinates. This enables the Chief to create and develop a
effective and efficient police personnel in relation to their work. There will be a
sense of cooperation and harmonious relationship between superior and
subordinate because of the motivation from implementing the program.
Cadet-Researchers. The cadets are given a chance to know the situation
and performances of police personnel as on duty in Cubao, Quezon City. The
cadets are given the opportunity to familiarize the standard time and duration and
to include the aspects of duty procedure. It is easier for cadets to understand
what is the present situation outside in relation to duty hours and crime
prevention. The cadets have the chance to be part of the development of the
system to include recommendations based on the results of the study
Future Researchers. The result of the study provided information that
served as guidance in future problems. It serves as a valid reference material to
understand past problems in relation to current studies. It become the basis in
formulating ideas similar to the problem.

Scope and Delimitation
The research was delimited to duty hours in terms of area prioritization,
manpower planning and program implementation as the independent variables.
The station provided information about crimes that were committed and as well
as the community setting as a basis of performances or behaviors of police in the
organization.
The research setting was Cubao, Quezon City. The respondents were
from Cubao Police Station (PS-7). It was conducted on December 31, 2013 and
January 10, 2013. There are two hundred eight (208) total populations of
uniformed and non-uniformed personnel in the area.
The sample size was not equally divided because the researchers
believed that the information could be more accurate from the non-uniformed
personnel or people in the area. On the other hand, the PNP uniformed
personnel were not disregarded as source of data. Twenty (20) were from the
non-uniformed employees and ten (10) were from the PNP-uniformed personnel.
Sample population rank was disregarded whether PO1 or higher and it included
until to the COP or station commander. The recommended sample size was
thirty (30) personnel derived from the population size of two hundred eight (208)
PNP-uniformed and non-uniformed personnel of Cubao Police Station (PS-7) or
people of the community. Applying a simple random sampling, the fishbowl
technique was used by drawing names of respondents. It gave all personnel the
opportunity to be chosen as sample respondents.

Due to the time constrain, a manual-administered survey was conducted.
The researchers limited themselves only to limited number of respondents
composed of twenty (20) non-uniformed and ten (10) PNP uniformed personnel
of Cubao Police Station (PS-7) in conducting survey through the use of answer
sheet and questionnaire and a face-to-face interview with the COP.
Definition of Terms
The researchers included definition of terms that useful in the course of
study in order to guide readers in easily understanding the content of this study.
Area Prioritization is operational territory of police force or area of
jurisdiction designated for being more important due to its potential risk or crisis.
Chief of Police or Station Commander is one who is in charge of the
station or area.
Crime is action or omission which constitutes to an offense and
punishable by law.
Duty Hours is responsibility of police to observe the corresponding hours
of duty.
Manpower Planning is the capability of the police organization in
planning, decision-making and approach to a certain situation or problem.
Police is an organized force of the civil officers for prevention of crime and
control to urban areas.
Program Implementation is the actions of the police organization in
executing the plans, supervision and evaluation.

Prevention is the act of police in keeping crimes not to happen in urban
areas.
Organization is the police force as a whole or the Philippine National
Police.
Acronyms
COP - Chief of Police
DILG - Department of Interior and Local Government
PNP - Philippine National Police
PNPA- Philippine National Police Academy
PO - Police Officer

CHAPTER 2
REVIEW OF RELATED LITERATURE AND STUDIES
Foreign Literature and Related Studies
Police Community Policing and Programs
In the early 1980’s, the Citizen Oriented Police
Enforcement (COPE) project was developed primarily
to alleviate citizen’s fear of crime, which had been
fueled by a surge in stranger-to-stranger murders.
The program attempted to increase police-citizen
contacts through neighborhood canvassing and “stop,
walk and walk” tactics and to encourage citizen
cooperation with police through police-citizen crime
prevention and problem solving efforts. An evaluation
of COPE found small to moderate reductions in the
fear (Cordner & Hale,1992).

From July 1973 through September 1974, the
San Diego Police Department implemented an
innovative patrol project called Community Profile
Development, which was an antecedent to the city’s
problem oriented policing program (San Diego, 1975).
The purpose of the project was to improve the
delivery of police services by increasing patrol
officer’s awareness and understanding of the
community the officer serves and by improving his or
her response to area problems through the
development of new patrol strategies (Boydstun &
Sherry, 1957). In an evaluation of the project, an
experimental group of patrol officers and sergeants
were randomly selected and especially trained to
utilize the community profile approach in responding
to calls for service and in conducting self-initiated

patrol activities during a 10-month field test. A second
set of patrol officers and sergeants implemented a
more traditional approach to its patrol practice while
working in the same beats at the same time as the
experimental group.
The police foundation performed evaluators of
community policing programs in Houston and New
Mark, known collectively as the fear reduction project
(Houston & Newmark ,1986). Houston’s program was
initiated by the Houston planning task force; it was
designed and implemented by patrol officers and a
sergeant from the planning division of the department,
and was staffed by a combination of patrol officers,
civilian community service officers, and civilian office
manager. Police community stations were located in
store fronts to “close the gap between citizens and the

police” (Skygon, 1990 p.96), a community organizing
response team tried to organize neighborhood and to
empower residents to solve local problems, and
citizen contact effort involved door- to- door informed
visits by the police to increase the frequency and
quality of interactions between citizens and police and
to identify neighborhood problems and its solutions.
Edmonton, Canada (1989): In 1987, the
Edmonton’s Police Department decided “to
incorporate the philosophy and implement the
practice of community box policing” (Hornicle,
Burrows, and Phillips 1989 p.1) The project was
called the Neighborhood Foot Patrol Program (NFPP)
and was conducted in 21 neighborhood beat areas.
The NFPP was designed to prevent crime and identify

“ problems that damage the quality of life, then find
apply solutions t those problems” (Cassels, 1988 p.5)
In 1987, the Edmonton’s Police Department
decided “to incorporate the philosophy and implement
the practice of community, based policing” (Hornick,
Borrows, & Phillips 1989, p.1) The project was called
Neighborhood Foot Patrol Program (NFPP) and was
conducted in 21 neighborhood beat areas. The NFPP
was designed to prevent crime and to identify
“problems that damage the quality of life, then work
through community as a whole to find and apply
solutions to those problems” (Cassels, 1988, p.5)
According to Aurora and Joliet (1993) with
substantial external funding and two innovative police
chiefs, the cities of Aurora and Joliet, Illinois, engaged
in a cooperative effort to develop and implement the

Neighborhood Oriented Policing and Problem Solving
Project. The first year of the program (1991) focused
on building resources and capacity within the police
organization, which was similar to the preparatory
process pursued in Madison. Police personnel in both
department received considerable training from the
Police Executive Research Forum; a problem-solving
philosophy and model were at the core of their
education. Planning and implementation teams were
stored but participation from the rank and file
achieved only partial success. Furthermore, the
traditional organizational police structure imposed
some barriers to adequate supervision and support in
both department especially in Aurora. Further that
attempting department ride implementation the first
year, Aurora and Joliet deployed special units of

officers to conduct the programs selected areas of the
cities. In the field, community-policing officers
engaged in foot patrol and problem solving efforts.
Aurora also opened a mini-station in the target area.
The results in Joliet were similar. Program
officers there reported more opportunities to work
closely with other employees, more familiarity with
problem oriented policing, more frequent interaction
with citizens and more hours spent on foot patrol.
When compared to Evanston officers, Joliet officers
reported more familiarly with problem-oriented
policing and more support for professional policing
activities including conducting foot patrols, marketing
police services, explaining crime prevention and
working with citizen groups. But they also reported
addressing fewer problems via problem-solving

techniques using fewer non-traditional sources of
information and holding fewer communities meeting
for problem identification.
In recent years a new “style” of policing has
emerged in American law enforcement, a style
emphasizing greater police and community
interaction, increased managerial autonomy and
accountability, improved service delivery (Eck and
Spelman, 1987; Goldstein, 1990; Kelling and Moose,
1988). Known generally as “community policing”. This
style of policing is argued to be a paradigmatic shift in
public law enforcement where in police organizations
are to become “flatter” (less hierarchical), more
product as opposed to process oriented and less
driven by reactive responses to citizen mobilizations
(Skolmick and Bayley, 1986; Sparrow, Moore and

Kennedy,1990). In both the academic and practicing
cicles of American policing a new Jargon core
principles and a service rhetoric have accompanied
this community policy discussion. Topics such as
developing values and mission statements, advancing
training and human resource development and
improving customer services and customer relatives
have been central features of the new language of
American Policing. Generally rooted in the
“excellence movement” in the business sector,
community policing discussion resonate with ideas
about “getting closer to the customer”, “sticking to the
knitting” and creating an internal organizational
culture emphasizing “autonomy and
entrepreneurship”. Although much attention in the
literature on community policing has concentrated on

police-public contact and cooperation and the need
for an improved focus in service delivery, the
organizational medium through which this “new wave”
policing is to take shape is essentially under-studied.
That is to say, for community policing to become a
central feature of American law enforcement, the
institutional framework and organizational apparatus
of the police organizations must be altered if they are
to accommodate the sweeping changes implied by
community policing proponents. The success or
failure of community policing, then, is in large
measure affected by the organizational structures and
processes that characterize modern-day policing.
Moreover, the internal culture of these organizations,
together with structural and technological
considerations, is also expected to greatly shape the

success or failure of community policing
implementation efforts. This is true for several
reasons.
First, by all accounts, police organizations have
been some of the most intractable of public
bureaucracies, capable of resisting and ultimately
thwarting change efforts (Guyot, 1979). The risk and
fall of “team policing” in the early 1970s is illustrative
of the capacity of police organizations to deny
change. Second, the history of police organizational
change has generally favored the police organization
over other institutions bent on changing it.
Organizational adaptation in police bureaucracies has
tended to be one way; the change efforts adapt to the
organization, rather than the organization adapting
that American policing is more or less organized and

implemented as it was at the turn of the century.
Police organizations are rank and power centered,
they maintain an emphasis on control and they
remain rooted in the cell-response-call technology
developed with the introduction of the motorcar and
police radio in the early 1900s. Culturally, police
organizations remain inward looking; they are often
distant from their clients and they most civic oversight
attempts. Third, although many have suggested the
importance that police organizations play in shaping
police responses. (Manning, 1977; Ruberstein. 1973;
Wilson, 1968), there are only a few studies that have
examined police organizations empirically (see
Langworthy 1986). Retailed understanding of
organizational charge dynamics within polive
organizations, particularly as they relate to

organizational culture considerations, is at best
fragmented (see Greene, Alpert & Styles, 1922).
In January 1986 the incoming police
commissioner announced a policy of “community
policing” to engage the police department and the
citizens of Philadelphia in a dialogue about the quality
of police services that were being provided. Of course
the senior leadership of the department saw little
reason for such dialogue; they were convinced that
with a little more manpower and greater resource
commitment they could improve services and be
move crime effective. Besides community policing,
they argued, was “soft on crime” something that the
Philadelphia police did not take lightly. An important
component to establishing the premise for community
policing, and the inherent partnership it implies for

civic involvement, is the establishment of points of
contact between the police organization and its under
service government. This too an important aspect of
strategic management in that creating a vision for the
organization and its constituents is a major task of the
chief executive (Reiss, 1985). In addition to
expanding police department, community contact on a
strategic level, Philadelphia police also began to open
the relationship between police and citizens on a
service delivery and interpersonal level. In 1985, with
the exception of a traditional “public relations:
function, there was little contact between the
department and constituents. In 1986, the department
implemented what were to become the equivalent of
“community policing teams” in each of the patrol
districts within the city. A police community Relations

Officer, Crime Prevention Officer, Abandoned Auto
Officer, and Sanitation Officer were incorporated into
this “neighborhood order-maintenance team.” More
than 100 officers are directly assigned to these
positions. These officers report to the captain of the
police district, who, in concert with the Police District
Advisory Councils, directs these officers to resolve
persistent order maintenance and crime problems.
Recently, criminologists from the university of
Maryland at college Paris reported to congress on the
effectiveness of state and local crime-prevention
programs backed by Department of Justice grants.
Researchers reviewed over 500 program evaluators,
rating them on their scientific validity. That is, if
studies used to assess the impact of the programs
met generally accepted research principles, then the

results they achieved – whether positive, negative, or
unknown – were considered valid. Unfortunately,
based on this criterion, few programs proved
effective, if only because they could not stand up
under the required rigorous standards and
methodologies still, the report gave thumbs up to four
policing strategies deemed effective; increased
patrols directed at hot spots, arrests of domestic
violence offenders and drunk drivers. Thus, the
person(s) setting up an evaluation must be certain to
have constructed a research design that clearly
specifies the outcome of he initiative or program. A
key variable for evaluation researchers to measure is
the outcome or response variable. Again, if a social
program is intended to accomplish something, that
something must be measurable. This might include

several different aspects of the desired outcome
(Later we provide several such possible outcomes to
be measured). Also, it’s usually necessary to measure
the population of subjects involved in the program
being evaluated – to define those for whom the
initiative is appropriate.
Crime and fear of crime are well-known threats to
the quality of life in urban and rural communities of
our nation (American Psychological Association,
1984; Brown 1984; Skogan, 1986; U.S. Department of
Justice, 1983). Among victims of crime, fear is one of
the most common and lasting reactions from the
experience. The process of coping with victimization
has been discovered as one of rebuilding the
assumptive world with the belief in “personal
invulnerability” as one of the most critical assumptions

affected by victimization (Janoff-Bulman & Frieze,
1983). Recent studies found evidence that victims of
more severe crimes remain more fearful than victims
of less severe crimes for at least four months
following the incident, although the more general
trend is for effects of victimization on psychological
distress to cease y the end of four months (e.g. Cook,
Smith & Harrell, 1987.) It also has been found that
victims within the general population gave more fear
than non-victims for considerably more than a year
after the incident, although the depressive symptoms
present in the first few months dissipate over time
(Johnson, Norris & Burgess, 1986). In recent years,
there has been a noticeable public policy shift from
concern about offender rehabilitation and defendant’s
rights to concern about victims. In the 1970’s and

1980’s, the Department of Justice supported a
number of crime victim initiatives having implications
for the entire nation (Bureau of Justice Statistics,
1986; President’s Task Force, 1982.) Additionally,
some 40 states have enacted victim Bills of Right
(Bard & Sangrey, 1986). The victims movement has
burgeoned into a major social force, stimulating the
development-affecting victims.
Over the past two decades, America policing has
been in a continual state of change and innovation.
The COPS office and the National Institute of Justice
have promoted substantive reforms and evaluation
research, respectively at the local and national levels.
Community policing and problem solving emerged as
substantial reform models (Goldstein, 1990; Greene
and Mastrofski 1988; Rasenbaum, 1994) but the

obstacles to full-scale implementation gave been
numerous (see Fridelland Wycoff, 2004; Skogan and
Frydll, 2004; Skogan 2003). Other police innovations
are now competing for dominance, including broken
windows, hot spots, compestat, pulling-levers
policing, which are all aided by advances in
information technology (see Weisburd & Braga,
2006).
Formal economic literature on crime and policing
is vast, starting from Gary S. Becker (1968) and Isaac
Ehrlich (1973), we refer to Ehrlich (1996) for survey.
In this literature, the issue of fairness is generally
paired in terms of relationship between crime and
sanction. For example, in A. Mitchell Dollinsky and
Steven stravell (1998) a sanction is “fair” when it is
proportional to the gravity of the act committed. In

contrast, our nation of fairness applies to the strategy
or policing, and is a statement about the intensity with
which two different groups are policed. In a recent
paper (Knowles et al., 2001) a model similar to the
one used here was employed in an empirical analysis
of highway searches for drugs, that paper asks
whether the police force is racially prejudiced, and it
does not address issues of fairness. Gnagey and
Herson (1995, p.25)
They describe a survey divided into five
components: fear of crime, neighborhood disorder,
police service evaluation, demographic information
and open-ended response. To assess fear from
crime, the survey asked questions such as whether a
person feels crime has decreased, increased or
remain the same: whether they have limited or

charged their activities due to fear of crime; and if
their neighborhood is dangerous enough that they
have considered moving. To assess neighborhood
disorder, citizens were asked to indicate whether
certain factors were a big problem, somewhat of a
problem or no problem in their neighborhood factors
included such items as abandoned/burned out
buildings, cars speeding/screeching tire, drug dealers
operating openly, loud music from homes,
parking/traffic problems, prostitutes/”john” roaming
neighborhood, run-down buildings, stray/noisy
animals, vandalism/graffiti, dilapidated
streets/sidewalks, poor street lighting, public drinking,
strangers, trespassing, striped/ abandoned cars,
unsupervised children and juvenile delinquency. To
assess police service, citizens were asked to rate the

protection provided their neighborhood as excellent,
good, fair or poor. The final questions asked if
respondents if they have suggestion for improving
police service.
Understanding Community Policing (1994, p.45)
suggests that since one core component of
community policing is community partnership, an
early measure of effectiveness could be the number
and type of community partnerships that are formed.
Other means of assessment include (pp.46-47).
Current public and political debate about the
desirability and effectiveness of police investigating
complaints against the police allegations of
misconduct, have reached a critical juncture in
Canada and in many other Western countries. In
Canada, a variety of recent public incidents or

situations in which police judgments or actions have
been called into questions raise fundamental
concerns about police accountability and governance.
In the last few years events such as the inquiry, into
the case of Maher Arar (Commission of Inquiry, into
the Actions of Canadian Officials in Relation to Maher
Arar, 2006), the RCMP pension scandal (Brown,
2007), the ongoing controversy surrounding the use
of conducted energy weapons (Commission for Public
Complaints Against the RCMP, 2003) and most
recently, the substantial recommendations of the
Taman Inquiry (Taman Inquiry into the Investigation
and Prosecution of Derek Harvey – Zink Manitoba,
2008) have generated major public concern and
political debate. Central to this debate are basic
questions regarding the role and fairness of the

conventional practice of police investigating
complaints and incidents regarding their own behavior
or actions. Other questions address the relative
effectiveness of various police investigative and
oversight strategies and explore possible alternatives
hat night better satisfy the demands of public
accountability and procedural justice.
There are some of the questions this report
explores through a review of the available national
and international academic and policy literature. This
examination addresses both the theory and practice
of police investigation. In this report we provide a brief
assessment of the key themes in Community Policing
(“CP”), together with a review of the international
“what works” evidence base which brings some clarity
to what we might reasonably expect this kind of

policing to achieve in Scotland. The imperative across
public sector agencies to become more focused on
the needs of communities has in recent years been a
considerable driver of the appeal to community as
“both the site of and the solution to” a variety of
contemporary problems, including crime and disorder
(Hughes 2006). In the field of policing; based on
apparent success in key locators – perhaps most
famously Chicago – CP has become an immensely
popular concept. Yet the boundaries of the concept
remain fuzzy and many authors from many different
locations have commented on the tendency for a wide
variety of policing activities to have been observed to
take place under the auspices of CP. As Scotland
becomes more explicitly community – focused in its
policy discourse and as various agencies including

the police have expressed interest in promoting CP as
a core strategy to engage with problems of crime and
disorder, it seems timely to conduct a review of the
evidence supporting CP in order to inform the debate.
We begin this report with a review of the development
of the concept of CP, and of the core components of
CP. Having established an understanding of the
conceptual development of CP and assessed some of
the key definitions, whether open out to briefly
consider CP in comparative perspective. We use this
comparative view as context against which to
consider the local history of CP in police practice in
Scotland that – like many other jurisdictions – we
have a patch work approach to the adaptation of the
concept which would benefit from some coordination
around core understandings of the component

practices involved in CP, and an explicit consideration
of the evidence of what works. This report is intended
to be a useful reference point in both of these
regards.
Local Literature and Related Studies
Crime Prevention and Program
The General Santos City Police Office is effective
in the prevention and control of street crimes in
General Santos City in terms of information drive,
police visibility and community partnership. The
problem encountered by the General Santos City
Police Office greatly affects the effectiveness of the
office in the prevention and control program in terms
of information drive, and police community
partnership as assessed by PNP personnel, Local

Government Units and the community sector. The
same groups of respondents recommend looking
upon the conduct of scheduled barangay visitation.
Police response time and cooperation and
coordination with the other agencies to promote
camaraderie among them, which contribute in the
realization that closer working relationship with the
community, enhance the crime prevention program of
General Santos City Police. Recommendation are the
need to strengthen the participation of community
based organizations to enable the General Santos
City Police Officer to cover all matters of community
safety and security in General Santos City.
Deployment of additional police officers to stations
with depleted strength, equip with the needed
communication and additional vehicles to be used in

patrolling public gathering and activities to deter any
forms of criminality. Provide enough logistics for
implementation of the police patrol program in area of
jurisdiction, and to provide training to law enforcer
assigned to different areas to be knowledgeable in all
aspects of police works (Giro, 2012).
The study examined the operational
effectiveness of the Philippine National Police in
coordination with the Barangay Public Safety Officers
in preventing crimes in Cauyan City. Its objective is
sought to answer the following question. What are the
assessments of the three groups of respondents on
the operational effectiveness of the Philippine
National Police in coordination with the Barangay
Public Safety Officers in preventing crimes with the
area of responsibility in terms of intelligence

gathering, conduct of arrest, community support and
crime suppression and control. Secondly, is there a
significant difference in the assessments of the three
groups of respondents of the operational
effectiveness of Philippine National Police in
coordination with the Barangay Public Safety
Battalion in preventing above-mentioned variables?
Third, what are the problems encountered by
Philippine National Police in preventing crimes.
Fourth, what are the measures that can be proposed
to solve the problems encountered by Philippine
National Police and lastly, what public safety
development program can be formulated based on
the findings of the study? The study used descriptive
method of research with the use of self-made
validated questionnaire and documentary analysis

using accomplishing of Cauayan Police Station for the
Calendar Year 2011. The respondents of the study
were personnel of Cauayan City Police Station,
Barangay Public Safety Battalion Officers in the
community (Dela Cruz, 2012).
Police Patrolling Program
Based on the results of study in Zamboanga
Norte Police Provincial Office, the barangay
peacekeeping action team, and representatives of the
Local Government Units assess the Police Provincial
Office in conducting foot patrol the neighborhood to
prevent the commission of crimes, mobilizing civilian
volunteer organizations to serve as information
neither to counter criminal elements plan of illegal.
Problems encountered in the insufficiency of four
patrol in the neighborhood to prevent commission of

crime; insufficient surveillance gadget; like CCTV,
video camera, voice recorder etc. Lack of
coordination and collaboration among government
agencies: like court, community organizations and
failure to conduct regular information activity. The
effectiveness of anti-street crime strategies can
enhanced by strict implementing the conduct of foot
patrol to prevent the commission of crime: closely
coordinating with the community to serve information,
community working, constant dialogue, visitation and
symposium. They have similar views on the
encountered problems, proposed measures to
address the problem encountered that affect anti-
street crime strategies. A pro-active policing plan
against street crimes in Zamboanga Del Norte Police
in proposed with continuous foot patrol program,

police-community information network, community
dialogue and symposium, Barangay peacekeeping
operation awareness and public safety information
plan.(Lorenzo, 2013).
The performance of Lanao Sur police provincial
office in its crime prevention and control in terms of
police-community relations, intelligence, operation,
and investigation was assessed by two (2) groups of
respondents as less effective. Police officers
respondents rated their anti-crime strategy as
effective. There were problems encountered by Lanao
Sur police provincial office in its crime prevention and
control strategies in relation to police community
relation, intelligence and investigations. The three
groups of respondents rated the control programs as
moderately serious. Measures proposed that can be

instituted to address the problems of Lanao Sur police
provincial office in its crime prevention and control
strategies were assessed by three (3) groups of
respondents as recommended in relation to police
community relations, intelligence and investigation
indicates that there is a need for the adoption for such
measures. The results disclosed that there is
significant difference on all the four main problems
indicating that they have different assessment and
evaluation on the sub problems. The implementation
of crime prevention and control strategies should
include the active role of the practices of the
populace, which have a unique and distinct culture of
their own (Derogongan, 2012).
Lorenzo (2013) increased enforcement can
displace crime to alternative law breaking methods.

His paper examined a customs reform in the
Philippines that raised enforcement against a specific
method of avoiding import duties. Increased
enforcement reduced the targeted duty-avoidance
method, but caused substantial displacement to an
alternative method. Increased enforcement applied
only to shipments from some countries serves as a
control group. The hypothesis of zero change in total
duty avoidance cannot be rejected. Displacement was
greater for products with higher tariff rates and import
volumes, consistent with the existence of fixed costs
of switching to alternative duty-avoidance methods.
Gayon ( ) stated the prevention of crime covers
a wide range of activities, included are eliminating
social condition closely associated with crime,
improving the ability of the criminal justice system to

detect, apprehend, judge and reintegrate into their
communities those who commit crimes and reducing
the situation in which crimes are most likely
committed. The problem of increasing the ability of
the police to detect and apprehend criminals is
complicated. In one effort to find out how this
objective could be achieved, we conducted an
analysis of 1,905 crimes reported recently to the
Metropolitan Cebu Police Command. The study
showed importance of identifying the perpetrator at
the scene of the crime. Eighty six percent of the
crimes with named suspects were solved, but only 12
percent of the unnamed suspect crimes where soled.
Another finding of the study was that there is
relationship between the speed of response and
certainty of apprehension. On the average, response

to emergency calls resulting in an arrest was 50
percent faster that response to emergency calls not
resulting in an arrest. On the basis of this finding and
a cost effectiveness study to discover the best means
to reduce response time, the study recommends and
experimental program to develop computer-aided
command and control systems to develop police
departments. To ensure the maximum use of such a
system, headquarters must have a direct link with
every on duty police officer.Large-scale provision of
this system would result in substantial reduction of the
cost of miniature two-way radios and other police
communications equipment. In particular situation, it
is highly recommended if 1.) Police callboxes, which
are locked and inconspicuous in most cities, should
be left open, brightly marked, and designated “public

emergency callboxes. 2.) The telephone company
should develop a single police number for each
metropolitan area and eventually for the different
strategic places in the country.
According to Victor P. Luga (1995) examined the
implementation of the New Cops on the Block
(NCOB) in Metro Manila. Luga observed that in 1991
the Police Block System (PBS) pattered after the
Koban System of Japen was created to improve the
crime fighting effectiveness of the police organization.
The system was called “Pulis Patrol Lingkod Bayan”
(PPLB). Pivot-tested in Manila the system suffered
from lack of sustainability for number of reasons
outside Manila, KOBAN-pattered systems were tried
out, among others as the KABAYAN Centers, the
KALIBAN in Davao del Norte, Neighborhood Crime

Watch in Baguio, Adopt-A-Cop (ZONTA-Makati) and
Bacolod’s Citizens for Unity and Peace (BAC-UP). In
July 1994, the revised PNP National Strategic Action
Plan (NSAP) contained six key result areas, one of
which was the Prevention Control of Crimes through
Community Oriented Policing System (COPS). The
primary goal of COPS is the prevention and control of
crimes through the cooperation and support of the
community. The basic idea is to make a shared
responsibility of the community and the police. Luga
further reported of a “lingering reluctance” and
ambivalent attitude “towards community policing at
national headquarters, quoting a PNP paper saying.”
Policing is a developing philosophy and may need
modifications for the Philippine setting… to be sure, it

is an addition to and not supposed to be a substitute
for the traditional police tactics for crime prevention.
According to Bergonio (2010) in his study of the
effectiveness of the Manila Police District mobile
patrol operations in the City of Manila determined the
scene in terms of Beat Patrol System, sustaining night
watch operations, crime deterrence and police
barangay ugnayan, the problems encountered in its
implementation and the measures to address these
problems. Based on his analysis, he concluded that
mobile patrol operations in the City of Manila boils
down to an observed lack or inadequate police
presence or visibility in the communities which is also
related to the limited manpower and equipment of the
mobile patrol unit. Moreover, he concluded that he
inadequacy of police elements on the ground is

attributed to the shift in police philosophy and strategy
from precinct based, response-driven “development
and operations to specialization, e.g. creation of anti-
illegal drugs, anti-organized crime, anti-illegal
recruitment, anti-kidnapping, and other such special
units competing with territorial police formations for
meager personnel an material resources of the PNP.
He also indicated in his study that while the role of
said specialized units and other accomplishments are
well recognized, there should also e a balancing of
forces, possibly by proper percentage distribution, to
enable local police units to provide maximum police
presence at precinct level and visibility on the beat.
Based on the assessment of Pampanga Police
Provincial Office personnel local government units
and the community, it was concluded that the

Pampanga Police Provincial Police office was able to
implement its anti-criminality campaign based from
the evaluation of the three groups of respondents
pertaining to operations, intelligence and
investigation. The findings revealed that Pampanga
Police Provincial Officer personnel, Local Government
Units and the community on the problems
encountered in the implementation of its anti-
criminality campaign, it was concluded that problems
were noted particularly in the insufficiency of funds,
insufficient number of personnel and uncooperative
witnesses in the prosecution of cases. The given
problems can immediately be corrected if given the
necessary options on how to implement the anti-
criminality campaign in the province of Pampanga
Correspondingly, appropriate measures were offered

to address the problems encountered in the
implementation of its anti criminality campaign. These
were mostly concentrated in the provision of
additional funds, conduct of regular workshop among
the intelligence units in the province to update
intelligence information and provide security coverage
to witnesses. There is a need to formulate a
responsive Anti-Criminality Action Plan (ACDP) that
will enhance the level of capability of the Pampanga
Police Provincial Office in implementing the anti-
criminality campaign.
Relevance of Related Literature and Studies
Researchers in the past published results of
their works during in 1970’s to start or signal the
development of many studies. Foreign literature

recorded police policing especially in relation to
the community. It included the three (3) eras of
police policing, namely : political era its outcome
was the citizen and political satisfaction. Second
was reform era from 1930’s to 1980’s that
outcome is more on crime control, and lastly the
community era from 1980’s to present which
outcome is the quality of life and citizen
satisfaction.
It included approaches from classical to new
model, the community based approach. To
include the focus of early studies, researchers of
this study included the timetable of research and
experiment from 1972 to 1997 in foreign countries.
The record of the time indicates the evolution of
subject and focus of research and experiments.

Many of the studies that were conducted before
are very useful to our modern days. It signals the
start of experiments and further knowing the
unknown. To give emphasis to previous studies
those are related to police works. Here is the
timetable of recorded police studies and
experiments from 1972 to 1997. The year followed
by the subject and the specific focus.
In 1997 federal study of crime prevention
programs, broad range of programs, 1995 reheat
victimization, 1995 integrated criminal
apprehension program, crime analysis-based
development, 1993 “tipping point” studies;
examination of crime epidemics, 1992 situational
crime prevention; reducing crime opportunities,
1991 quality policing in Madison, Wisconsin.

Quality management study, 1990 ”Minneapolis
“hot spot” patrolling; intensive patrol of problem
areas, 1998 policy decoy operations; criminal
targeting tactics, 1987 Houston and Newsmaker
fear of crime studies; fear reduction study, 1985
repeat offender programs; target career criminals,
1984 Minneapolis domestic violence experiment;
analysis of effective police action, 1983
differential police response field test: call priority
and alternative reporting 1982 directed patrol
national survey; survey of patrol strategies, 1981
new mark foot patrol experiment; cost benefit of
foot patrol, 1977 spot force patrol.
Experiment, Wilmington, de; patrol
deployment study, 1977 patrol staffing in San
Diego; one vs. two-officer cars, 1976 Kansas City

response time study; Police response to crimes,
1975 Rand study of investigations; detective and
patrol effectiveness, 1975 field interview study
San Diego; linking field interviews to crime 1973
Kansas City preventive patrol experiment;
effectiveness of random patrol, 1973 team policy
experiment; effectiveness of random patrol, 1973
team policy experiment, U.S cities; team vs.
traditional policing 1973 policy-community
relations; study of organizational orientation, and
the 1992 policewomen on patrol; which focus on
evaluation of women on patrol. These are studies
conducted abroad to give emphasis on how
researcher develop or seek improvement in
policing.

Related studies show the evolution of using
traditional or classical approach to community based
approach. The use of new principle of models,
methods and strategies in the community was used
as one of the bases in this study.
Synthesis of Reviewed Literature and Studies
Studies in the past focused on the
implementation of rules and success. Policemen and
researchers tried only to evaluate the results of police
operation especially patrol. Quantitative value was the
focus before, the measurement of the success of
police operation included number of arrests,
successful operations and implementation of rules
and laws in strict compliance to authority. Policemen
have not realized to evaluate the effect of their work,

cause of evolution, increasing number crime
commission that can be concluded to fall under
prevention.
In relation to this study, past researches guided
the development of its focus. Researches should not
only focus on police operation but should also include
new approaches in police policing in order to prevent
crime in Philippine setting. The focus of this study is
to develop practical ideas that are applicable to the
community and to serve as a basis for future police
policing and implementation. The outcome of this
study fall under the present era in policing which is
the community era focus on quality of life and citizen
satisfaction.

CHAPTER 3
RESEARCH METHODOLOGY
Research Design
The descriptive research design was adopted in the study. This design is
appropriate to the study since the research undertaking obliged to gather
information about the present conditions and the description of the current status
of the phenomena, particularly the crime prevention and control of police in urban
areas. Moreover, the research design is further enhanced through the
correlational method in order to determine the relationship between the variables
of the study.
According to Zulueta and Costales (2003), the descriptive design focuses
at the present conditions, with the purpose to find the new truth. They added that
the truth may have different forms such as increased quantity of knowledge, a
new generalization or new law, an increased insight into factors which are
operating, the discovery of new causal relationship, or a more accurate
formulation of the problem to be solved. Likewise, Torero and Caterpillar (2004)
stated that descriptive studies aim to provide an accurate description of a
situation or of an association between the variables from which one can then
make statements about a certain group of population.
Thru the descriptive research design, the assessment of crime prevention
performance in Cubao, Quezon City was realized. Furthermore, the said
research design served as framework for the comprehensive and thorough

evaluation of the independent variable, duty hours in areas and priorities
organization function and program implementation.
Sources of Data
The study employed two sources of information: primary data and
secondary data. The secondary data sourced-out from the information acquired
from reports, journals and studies, which related to crime prevention in police
organization particularly in Cubao, Quezon City. On the other hand, primary data
was acquired from current observation and survey in police community as well as
behavior and performance in Cubao Police Station (PS-7). The viewpoints of
randomly selected police were generated through the conduct of a survey with
questionnaire and interview method.
The primary included the respondent’s assessment on ensuring crime
prevention in urban areas specifically in Cubao Police Station (PS-7).
In primary data, the police refer to the police commissioned officers and
police non-commissioned officers, who are parts of the working area of Cubao
Police Station (PS-7). The said respondents are uniformed and non-uniformed
personnel of Cubao Police Station (PS-7).

Population and Sampling Procedure
The population considered in the study focused on the two hundred eight
PNP-uniformed and people of Cubao Police Station (PS-7).
The recommended sample size was thirty (30) personnel derived from the
two hundred eight PNP-uniformed and non- uniformed personnel or community
representatives of Cubao Police Station (PS-7) (Table 1). Applying the random
sampling has given the respondents the opportunity to be chosen as sample
respondents. The priority of the study was the comments of non-uniformed
personnel because they are source of feedback than the other group.
Based on the sample size is not equally divided because the researchers
believe that information can be more accurate from non-uniformed personnel
compared to PNP uniformed personnel.
Random sampling was employed as the main sampling technique through
fishbowl technique. This sample technique enabled the researchers to pick a sub
group from a larger group, and then use this sub group as basis for making
judgment about the larger group. The researchers disregarded the used of
Slovin’s formula in getting the sample because of limited period of time and other
factors such as distance or location of study and respondents to the researchers.
Table 1. Distribution of respondents in the study.
RESPONDENTS POPULATION SAMPLE

GROUP
UNIFORMED 208 10
NON-UNIFORMED 20 20
TOTAL 228 30

Data Gathering Procedure
In order to start the method in gathering information, a request letter
should be made first to conduct study about police performance in ensuring
crime prevention and sent to the COP of Cubao Police Station (PS-7) for
approval. On the letter requested, another letter of request to be followed for the
assistance and involvement in the survey of selected number of respondents.
Since the requested letter was approved by the Chief of Police of the said
station. Conducting personal interview to the number of selected respondents
that are the Non-Commissioned Officers was next. Series of questions were
asked to the respondents as well as getting of more information and opinions.
The said respondents were well experienced and highly familiar with the survey
that was conducted by the researchers. The Chief of Police was also part and
asked related questions to the police performances acted by his men. Since he
was known for the highest rank in the situation.
If difficult problems or situations occur that affect the availability of the said
number of selected Commissioned and Non-commissioned officers, substitution
takes place. Any representatives or available officers with the same numbers of
respondents were selected. Through this, the target information or data should
be collected.

Instrumentation
In this study researchers used survey method to draw data from sample
respondents. In survey method the researchers used two type of gathering
information. In survey method, the use of questionnaire technique and interview
technique was developed in order to have the needed data (Please refer to
Appendix D). The structured questionnaire was used to let the respondents
answer it in their own pace. Letting them do it without any external factors give
them enough time to think and analyze and answer the raised question honestly
and accurately. Using questionnaire enhanced the quality of answers because it
is freely elicited from the sample respondents. The other technique was the
interview technique wherein data gathered through one-on-one conversation
between the researcher and respondent. It was used to gather additional answer
or information that the questionnaire cannot elicit. The strategy to employ in
interview was open-ended question to extract information and to clarify sequence
of event and gather possible explanation of the raised study. It was applicable to
the highest-ranking respondent to ensure more accurate and useful information
in this study.
In constructing the questions to be used in this study, a brainstorming
session used between the group of researchers in order to come-up with a good
and accurate questions. Ethical consideration was raised to ensure that the
affective domain of the respondents will not be affected and even their possible
answers. There were reminders to respondents that information will not be used
against them but for the purpose only of study to ease their anxiety in answering.

After the session of raising possible suggestion, drafting structured questions
followed. The researchers also let the adviser give critique to avoid bias in the
questionnaire to be used.
The recommendation of the adviser was integrated to further develop the
instrument. In finalizing the instrument, researchers ensured that it was readily
applicable of feasible to substitute respondents to answer. It must not only
subjective to the expected respondent but to include the possibilities that other
may be utilize to answer. The reason for this was that researchers have a limited
time and may not be able to catch up with the free time of the expected or actual
respondents. It was because of their different schedules and areas of duties.
The parts of questionnaire are composed of the following;
Part I focused on the profile, background and other information from the
respondent. Part II had content of the impact of police duty hours in crime
prevention and control in their area of responsibility. Part III composed of
questions regarding the opinion of the respondent to include their suggestions,
recommendation and other information needed in the formulation of conclusion of
this study.
The first part gathered the information about the respondent and can
sometime used to generalize behavior because it includes the status or role in
the society as a whole. In part two, information gathered was the focus of the
study. It answers the statement in the hypothesis and the whole part of the
problem. The last part opened the gate for recommendation coming from the

respondents who have the experiences that helped the researchers of this study
to come-up with a good generalization and conclusion about the study.
Analysis of Data
Descriptive and inferential statistical was enacted to evaluate the variables
reflected in the research work, and to further examine the relationship between
the variables. The statistical tool in the Microsoft excel was used to assist the
computation aspects of the statistical analysis. In a frequency distribution matrix,
the encoded data were structured. In addition, inferential statistics used T-test
for the significance difference of sub-problems. Also, analysis tool pack was
used.
Percentage of responses (P) is equal to the ratio of numbers of responses
(f) over the total number of responses multiply by 100. The percentage formula is
expressed below:
f
P = ----------x 100
N
Where:
P - percentage of responses
f - number of responses falling under a given category
N - total number of responses for the given category

A five (5) point rating scale used to determine the relationship of the
respondents answer with the relationship of dilemma clashed with the police
officers and their recommendations.
Scale Verbal Interpretation Interval
5 Strongly Agree 4.20-5.00
4 Agree 3.40-4.19
3 Moderately Agree 2.60-3.39
2 Disagree 1.80-2.59
1 Strongly Agree 1.00-1.79
The weighted mean (WM) is the sum of the product of the frequency and
the unit weight (∑fw) divided by the number of respondents (N). The following
formula used for assessment and recommendations of police officers in urban
areas.
Σ fx
X=---------------
n
Where:
X - weighted mean score
f - number of responses falling under a given category
i - the ith numerical value of the variable
n - total number of responses in the set

The t-test used to determine if there significant difference between the
effect of police duty hours to crime prevention and control in urban areas.
x1 – x2
t=-------------------------------------------------
√(Ss1 + Ss2/ n1+ n2 —2) (1/ n1 + 1/ n2)
Where:
t – computed t- value
x1 – mean of group 1
x2 – mean of group 2
Ss1 – sum of squares of group 1
Ss2 – sum of squares of group 2
n1 – no. of observations in group 1
n2 – no. of observations in group 2

CHAPTER 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
Profile of the Respondents
Age
Table 2 shows the age profile of the respondents. The survey findings in
non-uniformed personnel revealed that age ranging 21-30 years old,
corresponding to 40.00 percent or 8 respondents. Ages ranging 31-40 years old
have 9 respondents or 45.00 percent. There are 2 respondents age from 41-50
years old or having 10.00 percent. There is only 1 respondent age ranging 51-60
years old or 5.00 percent. Thus, 9 respondents from Non-uniformed personnel
became the highest respondents or 45.00 percent from ages ranging to 31-40
years of age.
In uniformed personnel, the survey has shown age ranging from 21-30
years old only one respondent or 10.00 percent. From 31-40 years old, there are
8 respondents or 80.00 percent. There is only one respondent age ranging 41-
50 years of age or 10.00 percent. Lastly, there is none respondent of uniformed
personnel age ranging from 51-60 years old. Therefore, ages from 31-40 years
old dominated by uniformed personnel as respondents with 8 respondents or
80.00 percent.

Table 2. Profile of the respondents according to age.
Age Non-uniformed Uniformed Personnel Grand Total

Personnel
f p f p f P
21-30 8 40.00 1 10.00 9 30.00
31 – 40 9 45.00 8 80.00 17 56.67
41 – 50 2 10.00 1 10.00 3 10.00
51 – 60 1 5.00 0 0 1 3.33
Total 20 100.00 10 100 30 100.00
Legend: f-frequency p-percentage
As a grand total, it revealed that age ranging 21-30 years old had 9
respondents or 30.00 percent. There is 56.67 percent or 17 respondents in age
ranging 31-40 years old. There are 3 respondents or 10.00 percent in age
ranging 41-50 years old. In age ranging from 51-60 years of age, there is only 1
respondent or 3.33 percent.
As a whole, there were 100.00 percent corresponding to a total of 30
respondents. 20 respondents are from non-uniformed personnel and 10 from
uniformed respondents. Most of the respondents were personnel from ages 31-
40 years of age or 56.67 percent.
Gender
The distribution of the respondents according to gender is presented in
Table 3. Majority of the Non- Uniformed Personnel respondents were males,
corresponding to 55.00 percent of the sample group or 11 personnel. On the
other hand, there were only 9 females, or 45.00 percent of the sample group.
For Uniformed Personnel, most of the respondents were males equivalent
to 90.00 percent or 9 personnel. Only one female was noted in the Uniformed
Personnel respondent group and equivalent to 10.00 percent.

Table 3. Profile of the respondents according to gender.
Non-uniformed Uniformed Grand Total

Gender Personnel Personnel
f p f p f P
Male 11 55.00 9 90.00 20 67.67
Female 9 45.00 1 10.00 10 33.33
Total 20 100.00 10 10.00 30 100.00
Comparing to the gender distribution among the respondent groups, it was
track down that the Non-Uniformed Personnel had the most males and females
as compared to Uniformed Personnel.
In totality, there were 20 males, corresponding to 67.67 percent of the
sample size. There were only 10 females, which is equivalent to 33.33 percent.
Hence, male personnel dominated the respondents.
Educational Attainment Profile
The survey findings revealed that majority of the respondents in non-
uniformed personnel are college graduate that has the frequency of 19 with
equivalent percentage of 95.00 percent of the sample group or 20 respondents
presented in (Table 4). There is only 1 high school graduate with corresponding
percentage of 5.00 percent. None of the group has masters’ or doctoral degree.
In the group of uniformed personnel 10 or the entire sample group have
finished college, which is equivalent 100.00 percent of the sample respondents.

Table 4. Profile of the respondents according to educational attainment.
Non-uniformed Uniformed Grand Total

Educational Attainment Personnel Personnel
f p f p f p
High School 1 5.00 0 0 1 3.00
College 19 95.00 10 100.00 29 97.00
Total 20 100.00 10 100.00 30 100.00
Comparing the two groups, it was found out that most of the non-
personnel finished their college degree and only 1 or 5.00 percent of the 20
respondents was a high school graduate. In the other hand, uniformed personnel
are all college graduate.
Based from the entire sample respondents, 29 are college graduate,
which corresponds to 97.00 percent. Only 1 is high school graduate, which is
3.00 percent of the whole sample. Therefore the respondent are dominated by
college graduate either non-uniformed or uniformed personnel or most of the
personnel in the station are degree holders.
Respondents’ Assessment On Duty Hours And Crime Prevention
Performance
Area Prioritization Assessment
Table 5 presents the respondents’ assessment on duty hours and crime
prevention in terms of area prioritization. In the group of non-uniformed
personnel, results obtainable that the indicators on assessment of area
prioritization, Age, agility and physical strength have to do with the responding
power of police officers to critical areas had the highest weighted mean of 4.10
corresponding to verbal interpretation of “agree”. The indicator, Lack of financial

support to assigned police personnel in crime prone area weakens their
performance and morale obtained the lowest weighted mean of 3.65, with verbal
interpretation of “agree”.
Table 5. Respondents’ assessment on duty hours and crime prevention
performance in terms of area prioritization.
Non-uniformed Uniformed Grand Mean

Indicators Personnel Personnel
WM VI WM VI AWM VI
1 The assignment of police personnel 3.90 A 4.30 SA 4.10 A
to crime-prone areas lowers crime
rates.
2 Age, agility and physical strength 4.10 A 4.20 SA 4.15 A
have to do with the responding
power of police officers to critical
areas
3 Places in urban areas that have a 3.75 A 40.00 A 3.88 A
high-recorded commission of crimes
serve as hideout of notorious
criminals.
4 Most populated area has higher 4.05 A 4.40 SA 4.23 SA
crimes rates.
5 Lack of financial support to assigned 3.65 A 4.20 SA 3.93 A
police personnel in crime prone area
weakens their performance and
morale.
Overall Weighted Mean 3.89 A 4.22 SA 4.06 A
Legend:
WM -weighted mean VI- verbal interpretation

AWM -average weighted mean
4.20 – 5.00 Strongly Agree (SA)

3.40 – 4.19 Agree (A)
2.60 – 3.39 Moderately Agree (MA)
1.80 – 2.59 Disagree (D)
1.00 – 1.79 Strongly Disagree (SD)
While in the group of uniformed personnel, most populated area has
higher crimes rates had the highest weighted mean of 4.40, which had a verbal
interpretation of “Strongly Agree”. On the other hand, Lack of financial support to

assigned police personnel in crime prone area weakens their performance and
morale recorded with the lowest weighted mean of 4.00 with verbal interpretation
of “agree”.
In reflecting the all weighted means, it was discovered that uniformed
personnel rated higher among the indicators, Most populated area has higher
crimes rates with a weighted of 4.40 or “Strongly Agree”. And the indicator, Lack
of financial support to assigned police personnel in crime prone area weakens
their performance and morale rated with the lowest weighted mean of 3.65,
which corresponds to “agree”. The indicator, Most populated area has higher
crimes rates has the highest grand mean of 4.23 or “Strongly Agree”. While the
indicator, Places in urban areas that have a high-recorded commission of crimes
serve as hideout of notorious criminals had the lowest grand mean of 3.88 or with
a verbal interpretation of “agree”. This means that most of the respondents agree
that most populated area has higher crimes.
Manpower Planning Assessment
Table 6 shows the respondents’ assessment on duty hours and crime
prevention in terms of manpower planning is shown in Table 6. Under the Non-
Uniformed Personnel respondents, results showed that the indicator on no
coordination from head quarter to other agencies of the government result to
poor performance of policemen obtained the highest weighted mean of 3.65
corresponding to the verbal interpretation of “agree”.

performance in terms of manpower planning.

WM VI WM VI AWM VI
1 Lack of information coming from the 3.55 A 3.80 A 3.68 A
head quarter or higher officials of the
organization affects police
performance.
2 No coordination from head quarter to 3.65 A 3.90 A 3.78 A
other agencies of the government
result to poor performance of
policemen.
3 Lack of resource persons in 3.45 A 3.60 A 3.53 A
decision-making and no general
inspection conducted.
4 Station commander failed to exercise 3.10 MA 3.30 MA 3.20 MA
their power in the implementation of
laws.
5 Lack of time and planning skills of 3.30 MA 3.40 A 3.35 MA
higher officials.
Overall Weighted Mean 3.41 A 3.60 A 3.51 A
Legend:


3.40 – 4.19 Agree (A)
1.80 – 2.59 Disagree (D)
The next higher weighted means among the Non-Uniformed Personnel
respondents was the lack of information coming from the head quarter or higher
officials of the organization affects police performance which attained 3.55 and
corresponding to verbal interpretation of “agree”. The indicator lack of resource
persons in decision-making and no general inspection conducted obtained 3.45
corresponding to verbal interpretation of “agree” which is more higher than the
indicator lack of time and planning skills of higher officials which only obtained

the weighted mean of 3.30 and correlated with verbal interpretation of
“moderately agree”. On the other hand, the indicator station commander failed to
exercise their power in the implementation of laws earned the lowest weighted
mean of 3.10 and corresponded to verbal interpretation of “moderately agree”.
For Uniformed Personnel respondents, the indicator no coordination from
head quarter to other agencies of the government result to poor performance of
policemen once again obtained the highest weighted mean of 3.90 with a
corresponding verbal interpretation of “agree” and followed by the indicator lack
of information coming from the head quarter or higher officials of the organization
affects police performance with a weighted mean of 3.80 and also achieved the
verbal interpretation of “agree”. The next higher weighted mean of the indicators
among Uniformed Police respondents was the lack of resource persons in
decision-making and no general inspection conducted with a weighted mean of
3.60 percent and with a corresponding verbal interpretation of “agree”. The
indicator lack of time and planning skills of higher officials had lower weighted
mean of 3.40 and corresponding verbal interpretation of “agree” but the lowest
among the Uniformed Police Personnel respondents was the indicator station
commander failed to exercise their power in the implementation of laws with a
weighted mean of 3.30 and verbal interpretation of “moderately agree”.
In the overall weighted means, it was found out that the Uniformed Police
Personnel respondents had the highest weighted mean of 3.60, equivalent to the
verbal interpretation of “average”. The Non-Uniformed Personnel respondents
had lower overall weighted mean than Uniformed Police Personnel respondents,

which obtained the weighted mean of 3.41 and also equivalent to verbal
interpretation of “agree”.
The indicator no coordination from head quarter to other agencies of the
government result to poor performance of policemen had the highest average
grand mean of 3.78, corresponding to verbal interpretation of “agree”. The next
higher indicator was the lack of information coming from the head quarter or
higher officials of the organization affects police performance with weighted
mean of 3.68 and achieved the verbal interpretation of “agree”. Following to the
two highest average grand mean was the indicator lack of resource persons in
decision-making and no general inspection conducted with a average grand
mean of 3.53 and also gained the verbal interpretation of “agree”. On the other
hand, the indicator lack of time and planning skills of higher officials obtained
lower average grand mean of 3.35, corresponding to verbal interpretation of
“moderately agree” but the lowest among the indicators was station commander
failed to exercise their power in the implementation of laws which obtained the
weighted mean of 3.20 and attained the verbal interpretation of “moderately
agree”. These findings indicated that the respondents favored no coordination
from head quarter to other agencies of the government result to poor
performance of policemen in crime prevention in terms of manpower planning.

Program Implementation Assessment
In the group of non-uniformed personnel, results presented that the
indicators on assessment of program implementation, Lack of supervision to
police officers performing their specific function such as operation and
investigation resulting to poor handling crimes and failure to follow instructions
and procedure during critical situations obtained the highest weighted mean of
3.55 corresponding to verbal interpretation of “agree” presented in (Table 7).
The indicator, Police officer sometimes unable to control the organization
due to lack of management skills and discipline. Like poor decision making,
unable to control their anger and tempted to different vices obtained the lowest
weighted mean of 3.25, with verbal interpretation of “moderately agree”. While in
the group of uniformed personnel, Higher official lack supervision during trainings
and seminars conducted resulting to poor familiarization to facilities and
equipment like computer operation and procedure of reporting. Like police
personnel do not attend specific seminars conducted and those who are present
are in attentive had the highest weighted mean of 3.60, which had a verbal
interpretation of “agree”. On the other hand, Police officer sometimes unable to
control the organization due to lack of management skills and discipline. Like
poor decision making, unable to control their anger and tempted to different vices
registered with the lowest weighted mean of 3.20 with verbal interpretation of
“moderately agree”.

performance in terms of program implementation.

WM VI WM VI AWM VI
1 Lack of skill and strategies in 3.30 MA 3.40 A 3.35 MA
implementing rules and regulation
including police updates and police
manuals and procedures.
2 Police officer sometimes unable to 3.25 MA 3.20 MA 3.23 MA
control the organization due to lack
of management skills and discipline.
Like poor decision making, unable to
control their anger and tempted to
different vices.
3 Lack of time in supervising and 3.30 MA 3.40 A 3.35 MA
evaluating police personnel who are
duty in critical areas to check if they
are performing their function.
4 Higher official lack supervision 3.50 A 3.60 A 3.55 A
during trainings and seminars
conducted resulting to poor
familiarization to facilities and
equipment like computer operation
and procedure of reporting. Like
police personnel do not attend
specific seminars conducted and
those who are present are in
attentive.
5 Lack of supervision to police officers 3.55 A 3.30 MA 3.43 A
performing their specific function
such as operation and investigation
resulting to poor handling crimes and
failure to follow instructions and
procedure during critical situations.
Overall Weighted Mean 3.38 MA 3.38 MA 3.38 MA
Legend:


3.40 – 4.19 Agree (A)
1.80 – 2.59 Disagree (D)

In considering the overall weighted means, it was found out that uniformed
personnel rated the indicator, Higher official lack supervision during trainings and
seminars conducted resulting to poor familiarization to facilities and equipment
like computer operation and procedure of reporting. Like police personnel do not
attend specific seminars conducted and those who are present are in attentive
with a weighted of 3.60 or with verbal interpretation of “agree” higher among the
indicators. And the indicator, Police officer sometimes unable to control the
organization due to lack of management skills and discipline. Like poor decision
making, unable to control their anger and tempted to different vices rated with the
lowest weighted mean of 3.20, which corresponds to “moderately agree”. The
indicator, Higher official lack supervision during trainings and seminars
conducted resulting to poor familiarization to facilities and equipment like
computer operation and procedure of reporting. Like police personnel do not
attend specific seminars conducted and those who are present are in attentive
had the highest grand mean of 3.55 or “agree”. While the indicator, Police officer
sometimes unable to control the organization due to lack of management skills
and discipline. Like poor decision making, unable to control their anger and
tempted to different vices had the lowest grand mean of 3.23 or with a verbal
interpretation of “moderately agree”. This means that most of the respondents
agreed that there is lack of supervision to police officers performing operation
investigation and implementing the program that resulted to poor handling of
crimes.

Summary of Respondents’ Assessment on Duty Hours and Crime
Prevention Performance
Table 8 presents the summary of respondents’ assessment on duty hours
and crime prevention performance. Based on the Summary of Respondents’
Assessment on Duty Hours and Crime Prevention Performance of Cubao Police
Station (PS-7) Quezon City in Non-uniformed Personnel, the highest rate comes
from the Area prioritization that has overall weighted mean of 3.89 with verbal
interpretation of “agree”. It was the Program Implementation who got the lowest
rate of 3.38 with a verbal interpretation of “Moderately Agree”.
Table 8. Summary of respondents’ assessment on duty hours and crime
prevention performance.

Variables Personnel Personnel
OWM VI OWM VI Mean VI
1 Area Prioritization 3.89 A 4.22 SA 4.06 A
2 Manpower Planning 3.41 A 3.6 A 3.51 A
3 Program Implementation 3.38 MA 3.38 MA 3.38 MA
Group Weighted Mean 3.56 A 3.73 A 3.65 A
Legend:
OWM -overall weighted mean VI- verbal interpretation

3.40 – 4.19 Agree (A)
1.80 – 2.59 Disagree (D)

In Uniformed Personnel, Area Prioritization also top among the variables
on its overall weighted mean of 4.06 percent with a verbal interpretation of
“agree”. The lowest respondents are from the Program Implementation with a
verbal interpretation of “Moderately Agree” and having 3.38 percent.
Area prioritization has became the highest grand mean of 4.06 percent
with a verbal interpretation of “agree” and the variable, Program Implementation
got the lowest grand mean of 3.38 percent with a verbal interpretation of
“Moderately Agree”. Therefore, Area prioritization is the most concerned of the
respondents whether Non-uniformed personnel or Uniformed personnel.
Test Of Significant Difference In Respondents’ Assessment On Duty Hours
And Crime Prevention Performance
Area Prioritization Statistical Analysis
Table 9 shows the test of significant difference in respondents’
assessment on topic in terms of Area Prioritization. The statistical analysis
revealed that the computed t-value of 1.55 is lower that the critical t-value of
2.12. It indicates the acceptance of the null hypothesis. And it means that there is
no significant difference in the assessment of two groups of respondents on duty
hours and crime prevention performance in terms Area Prioritization.

Table 9. Test of significant difference in the assessment on duty hours and crime
prevention performance in term of area prioritization.
Respondent Mean Variance t – value Decision Interpretation

Group Computed Critical
Non- 3.89 0.24 1.55 2.12 Accept the No significant
uniformed null difference
Personnel hypothesis
Uniformed 4.22 0.33
Personnel
Level of significance – 0.05 Degrees of freedom –16
The statistical results implied that the two groups of respondents have no
difference in their assessment on duty hours and crime prevention performance
in terms Area Prioritization. The results were revealed in the overall weighted
mean of the two groups, which the uniformed personnel has a higher overall
weighted mean of 4.22 than the Non-uniformed personnel with an overall
weighted mean of 3.89. It means that the respondents of uniformed personnel
agreed more than the non-uniformed personnel to have a problem in Area
prioritization in the police organization.
Manpower Planning Statistical Analysis
Table 10 shows the test of significant difference in respondents’
assessment on topic, in terms of manpower planning. Statistical analysis
revealed that the computed critical t-value of 2.07 is higher than computed t-
value of 0.94, indicating the acceptance of the null hypothesis. This means that
there is no significant difference respondents’ assessment of the two groups of
respondents on duty hours and crime prevention performance in terms of
manpower planning.

Table 10. Test of significant difference in the assessment on duty hours and
crime prevention performance in terms of manpower planning.

Non- 3.41 0.36 O.94 2.07 Accept the No significant
Uniformed 3.60 0.23
Personnel
Level of significance – 0.05 Degrees of freedom – 22
The statistical results implied that the two group respondents had
similarities in their assessment on duty hours and crime prevention performance
in terms of manpower planning. These results were reflected in the overall
weighted means of the two group respondents. Therefore, the two group
respondents favored no coordination from head quarter to other agencies of the
government result to poor performance of policemen in crime prevention in terms
of manpower planning.
Program Implementation Statistical Analysis
The survey shows the test of significant difference in the assessment of
the two groups on duty hours and crime prevention in terms of program
implementation in (Table 11). The statistical analysis revealed that the computed
t-value of 1.79 is lower that the critical t-value of 2.12. It indicates the acceptance
of the null hypothesis. And it means that there is no significant difference in the
assessment of two groups of respondents on duty hours and crime prevention
performance in terms program implementation.

Table 11. Test of significant difference in the assessment on duty hours and
crime prevention performance in terms of program implementation.

Non- 3.38 0.72 1.79 2.12 Accept the No significant
Uniformed 3.38 1.02
Personnel
The statistical results implied that the two groups of respondents have
similarities in their assessment on duty hours and crime prevention performance
in terms program implementation. The results were reflected in the overall
weighted mean of the two groups of respondents, which are all 3.38. It means
that the two groups of respondents agreed that there is a problem in program
implementation in the police organization.
Proposed Recommendations To Enhance Duty Hours And Crime
Area Prioritization Recommendations
Table 12 shows the proposed recommendations to enhance topic, in
terms of variable Area Prioritization. In the non-uniformed respondents, results
gave among the indicators in the proposed recommendation on area
prioritization, More police personnel must be deployed to populated areas to bust
or stop crime commission like police visibility got the highest weighted mean of
4.35 that has a verbal interpretation of “highly recommended”.

Table 12. Proposed recommendations on duty hours and crime prevention
performance in terms of area prioritization.

WM VI WM VI AWM VI
1 There should be more police 4.30 HR 4.50 HR 4.40 HR
personnel assigned to crime-prone
areas to lessen crime rates and
additional shifts of duty to lessen the
duration of duty.
2 Younger police officers must be 3.70 R 3.80 R 3.75 R
assigned to critical areas for they are
more aggressive in terms of physical
strength and can endure any shift of
the day.
3 Longer time of surveillance to 4.25 HR 4.60 HR 4.43 HR
places, which observed to be hideout
of criminals, must be prioritized.
4 More police personnel must be 4.35 HR 4.50 HR 4.43 HR
deployed to populated areas to bust
or stop crime commission like police
visibility.
5 Give incentives and increase 4.15 R 4.50 HR 4.33 HR
appropriation of allowances to police
in the field operating especially to
dangerous and hazardous areas to
motivate them to perform their duties
to avoid the psychological effect of
different shifts whether day or night.
Overall Weighted Mean 4.15 R 4.38 HR 4.26 HR
Legend:
WM -weighted mean VI-verbal interpretation

4.20 – 5.00 Highly Recommended (HR)

3.40 – 4.19 Recommended (R)
2.60 – 3.39 Moderately Recommended (MR)
1.80 – 2.59 Less Recommended (LR)
1.00 – 1.79 Not Recommended (NR)
The indicator, Younger police officers must be assigned to critical areas
for they are more aggressive in terms of physical strength and can endure any
shift of the day obtained the lowest weighted mean of 3.70 that corresponds to
“recommended” as its verbal interpretation.

In the company of uniformed personnel, longer time of surveillance to
places, which observed to be hideout of criminals, must be prioritized has the
highest weighted mean of 4.60 with a “High Recommended” verbal interpretation.
On the other hand, the indicator, Younger police officers must be assigned to
critical areas for they are more aggressive in terms of physical strength and can
endure any shift of the day obtained the lowest weighted mean of 3.80 that has
equivalent verbal interpretation of “recommended”.
Prior to the grand mean of the two groups, the indicator that obtained the
highest weighted mean of 4.43 that is “highly recommended” are the Longer time
of surveillance to places, which observed to be hideout of criminals, must be
prioritized and More police personnel must be deployed to populated areas to
bust or stop crime commission like police visibility. Younger police officers must
be assigned to critical areas for they are more aggressive in terms of physical
strength and can endure any shift of the day obtained the lowest average
weighted mean 0f 3.75 that is “recommended”.
Manpower Planning Recommendations
Table 13 shows the respondents’ recommendation on duty hours and
crime prevention in terms of manpower planning. Under the Non-Uniformed
Personnel respondent, indicator higher officials must coordinates and
disseminate information to lower stations or mandate feedbacks from
subordinates if information had already been disseminated time to time obtained
the highest weighted mean of 4.40, corresponding to verbal interpretation of
“highly recommended”.

performance in terms of manpower planning.

WM VI WM VI AWM VI
1 Higher officials must coordinates and 4.40 HR 4.40 HR 4.40 HR
disseminate information to lower
stations or mandate feedbacks from
subordinates if information had
already been disseminated time to
time.
2 Give more time for proper 4.10 R 4.30 HR 4.20 HR
coordination among government and
private agencies in terms crime
responding and to include rescue
operation.
3 There should be interruptions of 4.10 R 4.40 HR 4.25 HR
public officials in the implementation
of laws.
4 Commanders must serve as a model 4.20 HR 4.40 HR 4.30 HR
in such a way that ignore bribery and
avoid corruption and conduct time-
to-time inspection.
5 There should a longer time of 4.25 HR 4.50 HR 4.37 HR
planning and a continuous schooling
for officers especially to those who
are not in the field and they should
be approachable to gain ideas of the
civilian, oppressed victims and
concern individual.
Overall Weighted Mean 4.21 HR 4.40 HR 4.31 HR
Legend:


The next higher weighted wean indicator was there should a longer time of
planning and a continuous schooling for officers especially to those who are not
in the field and they should be approachable to gain ideas of the civilian,
oppressed victims and concern individual with a numerical rating of 4.25 which

correlated to verbal interpretation of “highly recommended”. The following next
higher indicator was commanders must serve as a model in such a way that
ignore bribery and avoid corruption and conduct time-to-time inspection with a
weighted mean of 4.20 and attained the verbal interpretation of “highly
recommended”. Similarly, the indicators give more time for proper coordination
among government and private agencies in terms crime responding and to
include rescue operation and there should be interruptions of public officials in
the implementation of laws had the lowest weighted mean of 4.10 and obtained
the same verbal interpretation of “recommended”.
For Uniformed Personnel respondents, the indicator there should a longer
time of planning and a continuous schooling for officers especially to those who
are not in the field and they should be approachable to gain ideas of the civilian,
oppressed victims and concern individual obtained the highest weighted mean of
4.50, corresponding to verbal interpretation of “highly recommended”. The next
higher indicators were higher officials must coordinates and disseminate
information to lower stations or mandate feedbacks from subordinates if
information had already been disseminated time to time, there should be
interruptions of public officials in the implementation of laws , and commanders
must serve as a model in such a way that ignore bribery and avoid corruption
and conduct time-to-time inspection which obtained the same weighted mean of
4.40 and correlated the same verbal interpretation of “highly recommended”.
Moreover, the indicator give more time for proper coordination among
government and private agencies in terms crime responding and to include

rescue operation obtained the lowest weighted mean of 4.30 and also
corresponded to verbal interpretation of “highly recommended”.
In totality, the overall weighted mean of the Uniformed Personnel
respondents had the highest numerical rating of 4.40, corresponding to
descriptive rating of “highly recommended”. The lowest overall weighted mean of
4.21, with a descriptive rating of “highly recommended” was noted in the rating of
Non-Uniformed Personnel respondents.
The indicator higher officials must coordinates and disseminate
information to lower stations or mandate feedbacks from subordinates if
information had already been disseminated time to time obtained the highest
average weighted mean of 4.40, corresponding to descriptive rating of “highly
recommended”. The indicator there should a longer time of planning and a
continuous schooling for officers especially to those who are not in the field and
they should be approachable to gain ideas of the civilian, oppressed victims and
concern individual obtained the next higher average weighted mean of 4.37 with
adjectival equivalent of “highly recommended”. The next following higher
indicator was commanders must serve as a model in such a way that ignore
bribery and avoid corruption and conduct time-to-time inspection with a average
weighted mean of 4.30, correlated to descriptive rating of “highly recommended”.
The indicator there should be interruptions of public officials in the
implementation of laws obtained lower average weighted mean of 4.25,
corresponding to verbal interpretation of “highly agree” but the lowest indicator
was give more time for proper coordination among government and private

agencies in terms crime responding and to include rescue operation obtained an
average weighted mean of 4.20, corresponding to verbal interpretation of ”highly
recommended”. These findings indicated that the two group respondents favored
higher officials must coordinates and disseminate information to lower stations or
mandate feedbacks from subordinates if information had already been
disseminated time in crime prevention in terms of manpower planning.
Program Implementation Recommendations
The findings present the respondents recommendation to enhance duty
hours and crime prevention performance in terms of program implementation in
(Table 14). Under the non-uniformed respondents; results presented among the
indicators in the proposed recommendation on program implementation, three
have the highest equal weighted mean of 4.25 which has a verbal interpretation
of “highly recommended”. An officer should undergo management schooling and
extend his patience in dealing with difficult situations and redirect their time and
attention to productive works, Police personnel must under go shifting in
technical training to be updated in handling their facilities like computer and radio
communications to speed up the delivery of information or any transaction during
crime situations, and The organization must give time for personnel for seminars
and supervise them. Purchase new materials that is needed in critical situation
like bombing, hostage taking scene, hold upping, carjacking and etc. These are
indicators that have the highest equal weighted mean. The indicator, Police
personnel must undergo education or training and seminars for crime prevention

obtained the lowest weighted mean of 4.05 that corresponds to “recommended”
as its verbal interpretation.
In the group of uniformed personnel, An officer should undergo
management schooling and extend his patience in dealing with difficult situations
and redirect their time and attention to productive works, There should be a time-
to-time inspection and at least short quarterly firing practice and physical combat
practice for field personnel to control crime, and The organization must give time
for personnel for seminars and supervise them. Purchase new materials that is
needed in critical situation like bombing, hostage taking scene, hold upping,
carjacking and etc. these are the three indicators obtained the same weighted
mean of 4.40 with the verbal interpretation of “highly recommended”. On the
other hand, the indicator, Police personnel must undergo education or training
and seminars for crime prevention obtained the lowest weighted mean of 4.17
that has the equivalent verbal interpretation of “recommended”.
Three indicators from the proposed recommendation in the group of non-
uniformed personnel have the same weighted mean. This indicates that the non-
uniformed and uniformed personnel agreed and highly recommending the
proposed recommendation in program implementation.

performance in terms of program implementation.

WM VI WM VI AWM VI
1 Police personnel must undergo 4.05 R 4.30 HR 4.17 R
education or training and seminars
for crime prevention.
2 An officer should undergo 4.25 HR 4.40 HR 4.33 HR
management schooling and extend
his patience in dealing with difficult
situations and redirect their time and
attention to productive works.
3 There should be a time-to-time 4.15 R 4.40 HR 4.28 HR
inspection and at least short
quarterly firing practice and physical
combat practice for field personnel to
control crime.
4 Police personnel must under go 4.25 HR 4.20 HR 4.23 HR
shifting in technical training to be
updated in handling their facilities
like computer and radio
communications to speed up the
delivery of information or any
transaction during crime situations.
5 The organization must give time for 4.25 HR 4.40 HR 4.35 HR
personnel for seminars and
supervise them. Purchase new
materials that is needed in critical
situation like bombing, hostage
taking scene, hold upping, carjacking
and etc.
Overall Weighted Mean 4.19 R 4.35 HR 4.27 HR
Legend:



Considering the grand mean of two groups, the indicator that obtained the
highest weighted mean of 4.35 that is “highly recommended” is The organization
must give time for personnel for seminars and supervise them. Purchase new
materials that is needed in critical situation like bombing, hostage taking scene,
hold upping, carjacking and etc. This provides information that the organization
must give time for the personnel to attend seminars. The respondents highly
recommending that the police organization must purchase materials needed in
critical situation.
Summary Of Proposed Recommendations On Duty Hours And Crime
Table 15 presents the summary of proposed recommendations on duty
hours and crime prevention performance of Cubao Police Station. Under the
Non-uniformed Personnel respondents, it was found out that the variable
manpower planning obtained the highest overall weighted mean of 4.21,
corresponding too descriptive rating of “highly recommended”. The next higher
variable was program implementation, which obtained overall weighted mean of
4.19, equivalent to verbal interpretation of “recommended”. Among the variables,
the variable area prioritization had the lowest overall weighted mean of 4.15,
corresponding to adjective equivalent of “highly recommended”.

Table 15. Summary of proposed recommendations on duty hours and crime
prevention performance.

Variables Personnel Personnel
OWM VI OWM VI Mean VI
1 Area Prioritization 4.15 R 4.38 HR 4.27 HR
2 Manpower Planning 4.21 HR 4.40 HR 4.31 HR
3 Program Implementation 4.19 R 4.35 HR 4.27 HR
Group Weighted Mean 4.18 R 4.38 HR 4.28 HR
Legend:


For the Uniformed Personnel respondents, the variable manpower
planning obtained the highest overall weighted mean of 4.40, equivalent to verbal
interpretation of “highly recommended”. The next higher variable was area
prioritization with an overall weighted mean of 4.38, corresponding to adjectival
equivalent of “highly recommended”. Moreover, the variable program
implementation obtained the lowest overall weighted mean of 4.35,
corresponding to verbal interpretation of “highly recommended”.
In totality, Uniformed Personnel respondents obtained the highest group
weighted mean of 4.38, equivalent to verbal interpretation of “highly
recommended”. The lowest group weighted mean of 4.18, with an adjectival
equivalent of “recommended” was noted in the rating of Non-Uniformed
Personnel respondents.

The variable manpower planning obtained the highest mean of 4.31,
equivalent to verbal interpretation of “highly recommended”. The next higher
variables were the area prioritization and program implementation, which
obtained the same mean of 4.27, corresponding to verbal interpretation of “highly
recommended”. These findings revealed that the two group respondents agreed
the variable manpower planning as the highly recommended on duty hours and
crime prevention performance of Cubao Police Station.
Test Of Significant Difference In Proposed Recommendations To Enhance
Duty Hours And Crime Prevention Performance
Area Prioritization Recommendations Statistical Analysis
Table 16 presents the test of significant difference in the proposed
recommendations of the two groups of respondents on duty hours and crime
prevention performance in terms of area prioritization. The statistical analysis
revealed that the computed t-value of 0.99 is lower than the critical t-value of
2.08. This signifies the acceptance of null hypothesis. It means that the there is
no significant difference in the proposed recommendations of two groups of
respondents on duty hours and crime prevention performance in terms of area
prioritization.

Table 16. Test of significant difference in the proposed recommendations on duty
hours and crime prevention performance in terms of area prioritization.
Respondent Mean Variance t - value Decision Interpretation

Non- 4.15 0.45 0.99 2.08 Accept No significant
Uniformed 4.38 0.32
Personnel
The results understood that the two groups of respondents have almost
the same rating in the proposed recommendation in terms of area prioritization.
The overall weighted mean based the answers of two group are 4.15 percent in
non-uniformed personnel and 4.38 percent in uniformed personnel. The
respondents assumed that all the proposed recommendation should be
implemented.
Manpower Planning Recommendations Statistical Analysis
Table 17 presents the significant difference in the proposed
recommendations of the two group respondents on duty hours and crime
prevention performance in terms of manpower planning. Statistical analysis
revealed that the computed t-value of 0.90 is lower than the critical t-value 2.06,
indicating the acceptance of null hypothesis. This means that there is no
significant difference in the respondents’ assessment on duty hours and crime
prevention performance in terms of manpower planning.

hours and crime prevention performance in terms of manpower
planning.

Uniformed 4.40 0.20
Personnel
The statistical results implied that cadets had similarities in their
assessment on duty hours and crime prevention performance in terms of
manpower planning. These results were reflected in the overall weighted means
of the two group respondents. Hence, all group of respondents favored the
higher officials must coordinates and disseminate information to lower stations or
mandate feedbacks from subordinates if information had already been
disseminated time to time in crime prevention in terms of manpower planning.
Program Implementation Recommendations Statistical Analysis
In survey findings, test of significant difference in the proposed
recommendations of the two groups of respondents on duty hours and crime
prevention performance in terms of program implementation presented in
(Table18). The statistical revealed that the computed t-value of 0.75 is lower than
the critical t-value of 2.05. This indicates the acceptance of null hypothesis. It
means that the there is no significant difference in the proposed
recommendations of two groups of respondents on duty hours and crime
prevention performance in terms of program implementation.

hours and crime prevention performance in terms of program
implementation.

Uniformed 4.35 0.19
Personnel
The statistical results implied that the two groups of respondents have
almost the same rating in the proposed recommendation in terms of program
implementation. The overall weighted mean based the answers of two group
almost did not vary which are 4.19 and 4.35. This means the all the indicators in
the proposed recommendations are in the range of recommended to highly
recommended. The respondents believed that all the proposed recommendation
should be implemented.
Interview Results and Analysis
The researchers interviewed personally two knowledgeable persons of
information who were actually present during the survey at the station. They are
PCINSP EDGAR B. OSAM, Deputy Station Commander/BRGY SMOP PCP
CMDR and PSINP REX G. PASCUA, Chief Operation Branch. They provided the
needed information to polish the content of the study, which are suited about
management and operation and other related information. The questions focused

more on the effect of duty hours in crime prevention performance of the police
personnel.
Based from the answers and assessment of the two respondents; in terms
of area prioritization, they believed that the organization must assign more
numbers of police personnel in the area to lessen the pressure of police
personnel because they will only render shorter period of time or duty shift. In the
area of manpower planning; they believed that resourcing from expert must be
needed in planning for they give valuable information especially foreign experts.
While in program implementation, visits or inspections remind the personnel of
the commander’s vision or plan for the organization. And implementation are
based from memorandum from above, it means that it is always from the head of
organization. The only work of lower officers is to implement and supervise what
programs have decided from the above.
The interviewees suggested that in area prioritization, police organization
must attain the police and civilian ratio. It means that more recruitment should be
done to lessen the duty hour of police by adding duty personnel in the field. They
stressed out that there is a need to study the program through the help of best
officers and foreign experts to have development. And to ensure the
implementation of reviewed program, it must be followed by strict supervision.
If there are equal numbers of police personnel to the ratio of civilian, three
shifting will be maintained and two shifts will be avoided especially to special
occasions such as; Elections, Christmas, New, SONA and other celebrations.
The interviewees believed that 3 shifts for regular days will help personnel to

perform better in crime prevention It was reflected by the performance of Cubao,
Police Station (PS-7) for they are the one of the top performing police station in
Quezon City by supervising 9 barangays published by quarterly rating to every
station.
Action Plan on Duty Hours and Crime Prevention Performance
Based from the survey and interview results of the study, the researchers
grouped the highly recommended indicators from the proposed
recommendations as a basis for the action plan presented in Table 19. Almost all
the proposed recommendations were rated highly recommended to be
implemented.
The program components are focused on the following areas; the first row
contained the area prioritization program, second row-contained manpower
planning program and the third row contained the program implementation. In the
area of prioritization, the chief of police or station commander can implement it as
soon as possible if needed. It is because the assignment of police personnel to
high crime areas is feasible and easy to reassign. Budget is to be determined by
the local government official in the city depending to the number of police in the
station. In manpower planning, meeting can be conducted quarterly or even
monthly if there is an urgent situation. It can be done through the initiative or
proposal of the COP. The proposed budget is for refreshment or for sustaining
activities. While in the program implementation it is up to the COP to decide
whether to let his personnel to have schooling either local or abroad. Training is

needed in order to develop the skill and performance of police personnel whether
technical and operational.
Table 19. The action plan of the study on duty hours and crime prevention
performance.
Program Specific Implementation Responsible Time Budgetary

Component Objective Strategy Unit/Person Frame Requirement,
Php
Police -To lessen -Additional Police Station Weekly 350,000.00
Deployment the reassignment of in Charge or
in Critical commission duty personnel to COP
Areas of crimes in high crime rate
critical areas area.
by addicting -Add specific force
duty shift. multipliers like
Brgy. Councilors
and trained
volunteers.
-Create elite group
to conduct patrol,
monitor, and
supervise activities.
Station -To be able -Collaborative Public Officials, Quarterly 30,000.00
Commander, ensure the meetings and Mayor and
Public efficiency and conferences among COP
Officials, and effective station
Agencies dissemination commanders,
Coordination of public officials and
information. head of agencies.
-Linkages to other
agencies will be
exercise and
monitored.
Training and -To attain -Local and COP Yearly 100,000.00
Education of effective International
Police working schooling
Personnel capabilities of recommendations
police by station
personnel. commander for his
personnel to be
approved by
director to SILG.
-Local officials will
give financial
support and
provide incentive to
police personnel.

CHAPTER 5
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Summary of findings
The profile of respondents revealed that age ranging 21-30 years old had
9 respondents or 30.00 percent. There is 56.67 percent or 17 respondents in age
ranging 31-40 years old. There are 3 respondents or 10.00 percent in age
ranging 41-50 years old. In age ranging from 51-60 years of age, there is only 1
respondent or 3.33 percent. As a whole, there were 100.00 percent
corresponding to a total of 30 respondents. There are 20 respondents from non-
uniformed personnel and 10 respondents. Most of the respondents were
personnel from ages 31-40 years of age or 56.67 percent.
Majority of the distribution of the respondents according to gender of the
Non- Uniformed Personnel respondents were males, corresponding to 55.00
percent of the sample group or 11 personnel. On the other hand, there were only
9 females, or 45.00 percent of the sample group. For Uniformed Personnel, most
of the respondents were males equivalent to 90.00 percent or 9 personnel. Only
1 female was noted in the Uniformed Personnel respondent group and equivalent
to 10.00 percent. There were 20 males, corresponding to 67.67 percent of the
sample size. There were only 10 females, which is equivalent to 33.33 percent.
Hence, male personnel dominated the respondents.
The survey findings revealed that majority of the respondents in non-
uniformed personnel are college graduate that has the frequency of 19 with

equivalent percentage of 95.00 percent of the sample group or 20 respondents.
There is only 1 high school graduate with corresponding percentage of 5.00
percent. None of the group has masters’ or doctoral degree. Based from the
entire sample respondents, 29 are college graduate, which corresponds to 97.00
percent. Only 1 is high school graduate, which is 3.00 percent of the whole
sample. Therefore the respondent are dominated by college graduate either non-
uniformed or uniformed personnel or most of the personnel in the station are
degree holders.
In the summary of respondents assessment, Area prioritization has
became the highest grand mean of 4.06 percent with a verbal interpretation of
“agree” and the variable, Program Implementation got the lowest grand mean of
3.38 percent with a verbal interpretation of “Moderately Agree”. Therefore, Area
prioritization is the most concerned of the respondents whether Non-uniformed
personnel or Uniformed personnel. In relation to the summary of proposed
recommendation, the area of manpower planning has the highest weighted mean
of 4.31, which reached the verbal interpretation of “highly recommended”. The
indicators in the proposed recommendations are in the range of recommended to
highly recommended. The respondents believed that all the proposed
recommendation should be implemented.
In all area of the assessments of the respondents in terms of area
prioritization, manpower planning and program implementation, statistical
analysis revealed that all computed t- value are always lower than the critical t-
value. Indicating the acceptance of null hypothesis and it means that there is no

significant value in the assessments of two groups. In addition, upon testing the
significant difference of the proposed recommendations, the computed t- values
are always lower than the critical t-value. Thus, there in no significant difference
in the answer of respondent to proposed recommendation to enhance crime
prevention. To include the interview results and findings, interviewees believed
that there should be more numbers of personnel to be assigned. And to aid this
problem, recruitment and funding should be attended. More number of personnel
would help the regular assignment of duty personnel for 3 shifts or equivalent to
8 hours per shift. This summarizes that in relation to the theory of this research
the pragmatic theory is a useful approach to a certain problem that needs an
urgent answers and solutions. It is a practical way to evaluate issues and use to
come up with a practical solution through evaluating the current situation and
needs of the community and based it from the society involved.
Conclusions
Based from the result of the research findings, the following conclusions
were made:
1. Most of the respondents are under age bracket 31-40 years males who
have college degrees.
2. Most of the respondents agree that most populated area has higher
crimes. In considering all the variables, area prioritization has a higher
priority. In police assignment; financial support, age and physical aspect of
police must be considered. No coordination from head quarter to other

agencies of the government result to poor performance and lack of
supervision result to poor handling of crimes.
3. There is no significant difference in the respondents’ assessment on
area prioritization, manpower planning and program implementation.
4. Police deployment in critical areas, station commander, public officials,
and agencies coordination, and training and education of police personnel
are highly recommended to enhance duty hours and crime prevention
performance of police.
5. There is no significant difference in the proposed recommendations in
area prioritization, manpower planning and program implementation.
6. The action plan to enhance duty hours and crime prevention
performance covers the program components; police deployment in critical
areas, station commander, public officials, and agencies coordination, and
training and education of police personnel
Recommendations
Based from the findings of the study, the recommendations are as follows:
1. Relative postgraduate degree should be encouraged to all PNP
officers and for PNCOs regular crash courses is recommended.
2. Police Station assessment should be conducted in terms of police
personnel age, area crime index, locality and population.

3. Linkages to other government and non-government agencies should
be continuous and monitored.
4. Implementation of programs should be based on work performance.
5. Future studies should be conducted to further validate the result of this
study.

BIBLIOGRAPHY
Books
Cordner, G. W., & Hale D. (1992). Operations and Administrations Examined:
What works in policing? Anderson Publishing Company and Academy of criminal
justice Sciences.
Dempsy, John S. (1999). An introduction to Policing: Second edition. Wadsworth
Publishing Company a division of International Thompson publishing Inc.
Miller, L. S. & Glensor, R. (1998). The Police in the community: Strategies for
the 21st Century. Wadsworth Publishing Inc.
Peak, K.J., & Glensor, R. (1996). Community Policing and Problem Solving:
Strategies & practices. Simon & Scluster /A Viacom Company Upper
River. New Jersey. Prentice Hall Inc.
Whisenand P. M. & Feguerson G. (1971). Police Supervision, Theories and
Practices, New Jersey. Prentice Hall Inc.
Unpublished Thesis
Briones, Ronald T. (2012). Effective Implementation of Police Strategies against
Street Crimes in Abra Province: An Assessment. Unpublished thesis,
Philippine National Police, EDSA Quezon City, PROSEC class-2011-79.
Dela Cruz, Amor Solo S. (2012). Operational effective of the Philippine National
Police in coordination with the Balanga Public Safety in preventing crimes
in Cagayan City: An Assessment. Unpublished thesis, Philippine National
Police College, PROSEC CL-2011-79.

Derogongan, Cosarie M. (2012). Crime prevention and control Strategies of
Lanao del Sur Police Provincial Office, Framework for a localized and street
action plan. Philippine National College, Quezon City, PROSEC CL-2011-81.
Fabrian, Diosdado C. (2012). Evaluation in the capability of Pampanga Police
Provincial Office in handling out campaign: A basis for innovation program.
Unpublished thesis, Philippine National Police College, EDSA Quezon City,
PROSEC CL-2011-79.
Giro, Eduardo C. (2012). Effective Implementation of Strategies in the prevention
of street crimes in General Santos City: An Assessment. Unpublished
thesis, Philippine National Police College, PROSEC CL-2011-79.
Lorenzo, Privitro P Jr. (2013). Revisiting the anti-street crime strategies in
selected Police station in Zamboanga del Norte: Basis for pro-active
policing plan. Philippine National Police College, EDSA Cubao, Quezon
City, PROSEC CL-2013.
Taghung, Gaspar R. (2011). Performance of Philippine National Police
Service in provides legal assistance through PROSEC 24/7. Unpublished
thesis, Fort Bonifacio Taguig City, Philippine National Police College.

APPENDICES
Appendix A. Letter of request to the PNPA director for the conduct of the survey.
Republic of the Philippines

Philippine Public Safety College
January 10, 2014
PCSUPT NOEL G CONSTANTINO, CEO VI

Director, Philippine National Police Academy
Camp General Mariano N Castañeda, Silang, Cavite
Sir:
Please be informed that the undersigned cadets are currently conducting their
undergraduate thesis entitled, “Duty Hours and Crime Prevention
Performance among the Police Personnel, Cubao Police Station (PS-7) FY
2013.” This study aims to determine the relationship of duty hours and
performance of police in crime prevention in Cubao, Quezon City.
In view of this, we would like to respectfully request for your approval with regard
to the conduct of the study.
Thank you very much.
Very truly yours,
CDT 2C MARK JUNE OGUES LAGUNDINO
CDT 2C ERVIN APOLOG LANGBAYAN
CDT 2C KEVIN NELLES MEDIJA

Appendix B. Letter of request to the dean of academics for the conduct of the
survey.

January 10, 2014
MS. MINA R IMPORTANTE MPSA

Dean of Academics, Philippine National Police Academy
Camp General Mariano N Castañeda, Silang, Cavite
Madam:
In view of this, we would like to respectfully request for your approval with regard
to the conduct of the study.
Very truly yours,

Appendix C. Letter of request to the respondents of the study.

January 10, 2014
RAMON JANDOC PRANADA, MGM/PESE

Police Superintendent (DSC)
Station Commander Cubao Police Station (PS-7)
Respondents:
In view of this, we would like to solicit your participation with regard to the
collection of information required in the study. Rest assured that all information
gathered will be treated with utmost confidentiality.
Very truly yours,

Appendix D. The survey questionnaire used in the study.
QUESTIONNAIRE
Part I. Profile of the Respondents
Direction: Kindly indicate your answer by placing a check (√) mark in the
space provided in each of the items below:
1. Category:
___Uniformed Personnel
___Non-uniformed Personnel
2. Age:
___21-30
___31-40
___41-50
___51-60
___61 years and above
3. Gender:
___Male
___Female
4. Highest Educational Attainment:
___Elementary Graduate
___High School Graduate
___College Graduate
Post Graduate Studies
___Master’s Degree
___Doctoral

Part II. Respondents’ Assessment on the effects of Duty Hours to Crime

Prevention Performance among the Police Personnel, Cubao Police Station
(PS-7) FY 2013.
Direction: This study aims to determine the relationship of duty hours and
performance of police in crime prevention in Cubao Quezon City.
The researchers would like to solicit your participation with regard
to the collection of information required in the study. Rest assured
that all information gathered will be treated with utmost
confidentiality. Please indicate your answer by placing a check
mark (√) in the appropriate box, using the scale below:
Scale Verbal Interpretation
5 - Strongly Agree (SA)
4 - Agree (A)
3 - Moderately Agree (MA)
2 - Disagree (D)
1 - Strongly Disagree (SD)
A. Area Prioritization
Indicators SA A MA D SD
(5) (4) (3) (2) (1)
1 The assignment of police personnel to crime-
prone areas lowers crime rates.
2 Age, agility and physical strength have to do with
the responding power of police officers to critical
areas.
3 Places in urban areas that have a high-recorded
commission of crimes serve as hideout of
notorious criminals.
4 Most populated area has higher crimes rates.
5 Lack of financial support to assigned police
personnel in crime prone area weakens their
performance and morale.
B. Manpower Planning
(5) (4) (3) (2) (1)
1 Lack of information coming from the head quarter
or higher officials of the organization affects their
performance.
2 No coordination from head quarter to other
agencies of the government result to poor
performance of policemen.
3 Lack of resource persons in decision-making and
no general inspection conducted.
4 Station commander failed to exercise their power
in the implementation of laws.
5 Lack of time and planning skills of higher officials.

C. Program Implementation
(5) (4) (3) (2) (1)
1 Lack of skill and strategies in implementing rules
and regulation including police updates and police
manuals and procedures.
2 Police officer sometimes unable to control the
organization due to lack of management skills and
discipline. Like poor decision making, unable to
control their anger and tempted to different vices.
3 Lack of time in supervising and evaluating police
personnel who are duty in critical areas to check if
they are performing their function.
4 Higher official lack supervision during trainings
and seminars conducted resulting to poor
familiarization to facilities and equipment like
computer operation and procedure of reporting.
Like police personnel do not attend specific
seminars conducted and those who are present
are in attentive.
5 Lack of supervision to police officers performing
their specific function such as operation and
investigation resulting to poor handling crimes and
failure to follow instructions and procedure during
critical situations.

Part III. Proposed Recommendations to Enhance the Effects of Police Duty

Hours in Ensuring Crime Prevention and Control in Cubao Quezon City.
Direction: Please indicate your answer by placing a check mark (√) in the
appropriate box, using the scale below:
Scale Verbal Interpretation

5 - Highly Recommended (HR)
4 - Recommended (R)
3 - Moderately Recommended (MR)
2 - Less Recommended (LR)
1 - Not Recommended (NR)
A. Area Prioritization
Indicators HR R MR LR NR
(5) (4) (3) (2) (1)
1 There should be more police personnel assigned
to crime-prone areas to lessen crime rates and
additional shifts of duty to lessen the duration of
duty.
2 Younger police officers must be assigned to
critical areas for they are more aggressive in
terms of physical strength and can endure any
shift of the day.
3 Longer time of surveillance to places, which
observed to be hideout of criminals, must be
prioritized.
4 More police personnel must be deployed to
populated areas to bust or stop crime commission
like police visibility.
5 Give incentives and increase appropriation of
allowances to police in the field operating
especially to dangerous and hazardous areas to
motivate them to perform their duties to avoid the
psychological effect of different shifts whether day
or night.

B. Manpower Planning
(5) (4) (3) (2) (1)
1 Higher officials must coordinates and
disseminate information to lower stations or
mandate feedbacks from subordinates if
information had already been disseminated time
to time.
2 Give more time for proper coordination among
government and private agencies in terms crime
responding and to include rescue operation.
3 There should be interruptions of public officials in
the implementation of laws.
4 Commanders must serve as a model in such a
way that ignore bribery and avoid corruption and
conduct time-to-time inspection.
5 There should a longer time of planning and a
continuous schooling for officers especially to
those who are not in the field and they should be
approachable to gain ideas of the civilian,
oppressed victims and concern individual.
C. Program Implementation
(5) (4) (3) (2) (1)
1 Police personnel must undergo education or
training and seminars for crime prevention.
2 An officer should undergo management schooling
and extend his patience in dealing with difficult
situations and redirect their time and attention to
productive works.
3 There should be a time-to-time inspection and at
least short quarterly firing practice and physical
combat practice for field personnel to control
crime.
4 Police personnel must under go shifting in
technical training to be updated in handling their
facilities like computer and radio communications
to speed up the delivery of information or any
transaction during crime situations.
5 The organization must give time for personnel for
seminars and supervise them. Purchase new
materials that is needed in critical situation like
bombing, hostage taking scene, hold upping,
carjacking and etc.

Appendix E. The interview guide used in the study.
INTERVIEW GUIDE
1. Based from your experience, what is your assessment on the effect of

police duty hours to ensure crime prevention in Cubao, Quezon City in
terms of:
1.1 Area prioritization? How do you prioritize and assess high crime
rate areas. What actions you undertake in the result of assessment
like; a. giving longer time of duty hours b. making it shorter through
more number of shift and turn over c. by assigning more number of
duty personnel in the area? Kindly state your reasons why you do
such action?
_____________________________________________________
1.2 Manpower planning? What actions you perform for effective

Planning? How do you give emphasis in planning like a. more
numbers of planning personnel b. resourcing from expert? And why
you resulted to such action?
_____________________________________________________
1.3 Program implementation? How do you implement the program?

Like scheduling of supervision, time, duration and number of visits
and inspections? What are the reasons for such action?
_____________________________________________________
2. In your opinion, what can you recommend to enhance the effect of police
duty hours to ensure crime prevention in urban areas relative to:
2.1 Area prioritization?

_____________________________________________________
2.2 Manpower Planning?

_____________________________________________________
2.3 Program Implementation?

_____________________________________________________

Appendix F. Photographs taken during the survey and interview proper.




CURRICULUM VITAE
Name : MARK JUNE OGUES LAGUNDINO
Birthdate : JUNE 28, 1993
Address :GENERAL PAULINO SANTOS, MACAGBA STREET,

KORONADAL CITY, SOUTH COTABATO.
Education : Elementary:
MARBEL 1 CENTRAL ELEMENTARY SCHOOL

(SY_1999-2005)
Secondary:
KORONADAL NATIONAL COMPRHENSIVE HIGH SHOOL

(SY_2005-2009)
Tertiary:
BACHELOR OF SCIENCE IN PUBLIC SAFETY

(BSPS+)
BACHELOR OF SCIENCE IN MARINE TRANSPORTATION
(BSMT)
MINDANAO POLYTECHNIC COLLEGE
(SY_2009-2011)
Training : -SPECIAL COUNTER-INSURGENCY OPERATIONS AND

UNIT TRAINING (SCOUT)
AIR TO GROUND OPERATION SEMINAR
WATERBORNE
-POLICE INTERVENTION COURSE
-SOLDIERS FOR CHRIST

CURRICULUM VITAE
Name : ERVIN APOLOG LANGBAYAN
Birthdate : SEPTEMBER 17, 1990
Address : DISTRICT 4, PALITOD, PARACELIS, MOUNTAIN PROVINCE

(2625)
PALITOD ELEMENTARY SCHOOL

(SY_1996-2002
Secondary:
LA SALETTE OF ROXAS ISABELA

(SY_2002-2006)
Tertiary:

(BSPS+)
BACHELOR OF SCIENCE IN ELEMENTARY EDUCATION
(BEED)
PHILIPPINE NORMAL UNIVERSITY ISABELA
(SY_2006-2010)

WATERBORNE

CURRICULUM VITAE
Name : KEVIN NELLES MEDIJA
Birthdate : APRIL 12, 1993
Address : VILLAGE 2 BARANGAY LIBERTAD BUTUAN CITY
BUTUAN CENTRAL ELEMENTARY SCHOOL

(SY 2000-2006)
Secondary:
AGUSAN NATIONAL HIGH SCHOOL

(SY 2006-2010)
Tertiary:

(BSPS+)
BACHELOR OF SCIENCE IN CIVIL ENGINEERING
(BSCE)
FATHER SATURNINO URIOS UNIVERSITY
(SY 2010-2011)

WATERBORNE

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PHILIPPINE NATIONAL POLICE ACADEMY

THE PROBLEM AND ITS BACKGROUND

The Philippine government is facing some problems that fall as the

socially and economically developed country.

But as the government continues its activities, people’s feedback to police

well in exercising their duties and responsibilities. The image of police is

this regard, factors affecting the performance of policemen should be addressed.

The implementation of police duty program had a positive impact on police

incident that would transpire within their jurisdiction. Performing responsibilities

either commissioned or non-commissioned in the community. If a subscribed

duty hour is implemented and observed properly, daily crimes would be

and to be responsible as an individual and after satisfying all this need.

LAKANDULA CLASS 2015

The theory or practice related to our study is “pragmatic theory”.

Pragmatic theory is a practical treatment of things emphasis in philosophical

thought on the application of ideas or the practical bearings of conceptions &

based on dealing with specific situations instead of ideas and theories

(http://www.merriam-webster.com/dictionary/pragmatism). The theory is

applicable to an immediate answer to a current problem. Applying the theory in

application, which is formulation of policy that is practical in nature and

responsive to our needs. Problems in work and responsibility in scheduling of

duty would be addressed.

According to the renowned pragmatist philosopher William James

asserted. “Theories are instruments, not answers to enigmas in which we can

police officers have poor performance in exercising their duties. Applying

following in general: physical condition, motivation, status, incentives/benefits

to the problem, practical, measurable, and can be evaluated.

LAKANDULA CLASS 2015

Pragmatism is defined as the practical way of treating things. In this

Personnel of Cubao, Quezon City. ”The application of this theory opens

duties especially; focusing on the number of hours they performed.

aware of that common observation which mostly result to police force in

within the police organization.

In PNP organization, daily performances of policemen depend also in the

area prioritization, manpower planning and program implementation. In area

LAKANDULA CLASS 2015

matter of planning strategies of being a leader in supervising and surveillance

and general inspection in rank and station.

The researcher presented the conceptual paradigm of the study (Figure

1). It is the model or map of study on how it progressed in relation to the

ensuring crime prevention and control.

urban areas. It gave effect to places, which is high risk.

The second box represents the organizational function of policemen. It

order to ensure crime control. In police organization, operation and inspection is

LAKANDULA CLASS 2015

performance of police especially in ensuring crime prevention and control.

Variable definition is included to attain the desired output. Identification of

dependent variable and independent variables is very important. In order for

dependent variable to be conceptualized, it is necessary to identify supporting

factors as input in to under go for the process. Crime prevention performance

specifically as the dependent variable is the concept to be studied as to the

function of police to enforce law and prevent crimes.

Area prioritization as an indicating variable is a factor that used to attain

to places which is recorded to be a high risk.

Program implementation is actually the method to be used to come-up with the

necessary to help its members in effective assets of the organization includes

planning, leader surveillance and supervision.

LAKANDULA CLASS 2015

Figure 1. Conceptual Paradigm