Review of Related Literature

This section provides a resume of literature and studies which are deemed relevant to the current
research. The set of literature presented pertains to the assessment on a wider range of criteria that
governs the aspects of socio-demographic factors and performance

1. Gender

ln tems of relationship between gender and performance, previous studies (Crawford, Nomis, 1996 &
Shaiful, et al. 2009) reputed that gender did not have significant impact in performance. However, a
study done by Benggtson, et al. (1978) noted that women were found to have better performance
compared so their male counterpart. There are some inconsistencies found in a study done by Lynn, et
al. (1990) showing that men's performance increased with career stage, which was measures
professional tenure, but they did not find a corresponding effect among women. Similarly, Larwood and
Gaker (1999) and that theories of the career development of men do not fit women's career
development. They stated that the model of men's career is simple and can be seen as continues
development whereas the career development of women is characterized a disjointed.

2. Age

A study by Yearta (19951 shiwed that age does not affect performance, than it contradicts what have
been revealed by Smedley and Whitten (2006), who suggested that difference of age could also be a
potential face for performance. This is in tandem with a sandy by Shultz and Adam (2007) which
indicated that there were significant differences between age groups brackets concerning performance.
Kuda, et al. (2005) emphasized that younger people are poor on performance, but this is opposed by a
study by Hirren and Schaie (2001)

3. Marital Status

Some studies have found that women who held both work and family roles reported better physical and
mental health and consequently better job performance than women who stayed at home or are single.
Traditional conceptions of marriage entailing greater social responsibilities outside the workplace for
women as noted by Hoobler, Wayne and Lemmon (2009) promoted perceptions of married women as
less suitable for employment compared to single women (Jordan & Zitek, 2012).

Further, due to the assumption that women are less likely to be relied upon as the primary breadwinner
for a married couple, people might expect married female employees to be less dedicated to their jobs
compared to their single counterparts (who must provide their own income). On the other, people
might presume male employees to be more motivated in their jobs if married. Hassan and Ogunkoya
(2014) stated that marital status was found to be mostly predictive of the job performance of an
insurance salesman.
4. Educational Attainment

Level of education was also found not to influence performance (Linz, 2002). However, McBey and
Karakowsky (2001) found that there is a causal relationship between education level and performance.
Ariss and Timmins (1989) indicated that education somewhat affects performance. The lower the
education level, the less likely people would have better performance.

5. Personnel Classification

AFP Personnel is composed of Officers, Enlisted Personnel, and Civilian Employees who are
commissioned, enlisted, and employed in the AFP.

An Officer is a member of an armed force or uniformed service who holds a position of authority. Used
without further detail, the term "officer" almost always refers to commissioned officer, the most senior
portion of a force who derives authority from a commission from a state. In its broadest sense, the term
"officer" also includes lower level leader who is referred to as non-commissioned officer (retrieved from
[Link] (armed forces).

The Enlisted Personnel are members of the military with a rank below that of commissioned officers.
They constitute a vital portion of the overall strength and mobility of an armed force (retrieved from
[Link]

Civilian Employees are those who are not active members of the military, the police, coast guard or
fighting organization. Their primary occupation is civil or nonmilitary (Farlex, n.d.).

6. Duration of Work

Hassan and Ogunkoya (2014) identified that new employees often require new or additional training to
learn skills that are specific to the job. As pointed earlier, education, which new employees have, is
person oriented and not job or company oriented. This, therefore, goes to show that people who have
stayed long on the job are not likely to make mistakes like new employees on the job. Hence, they
perform better.

Researches, however, found that beyond a certain stage, years in the service do not affect job
performance. Yet, employers are reluctant to retire the old employees of their organizations. This is
because they want them to stay back and train those who will replace them. Ng and Feldman (2010)
found evidence of a curvilinear relationship between organizational tenure and job performance.
According to them, although the relationship of organizational tenure with job performance is positive
in general, the strength of the association decreases as organizational tenure increases.
It is also worthy to note that the training of workers of organizations is a form of cost to the organization
and represents investment in human capital. This is the reason why management prefers workers who
have stayed relatively longer on the job than new employees. Reports say that most organizations in
retrenching workers prefer to keep employees of more service years than those who have lesser ones.

7. OG1 Divisions

Staff Memorandum Number 7 dated October 12, 2005, with subject: General and Specific Functions and
Organization of the Office of the Assistant of the Chief of Staff for Personnel, OG1, mandates the DCS
for Personnel, OG1 to assist the ACSAFP in formulating policies, planning, directing, coordinating, and
supervising matters pertaining to personnel administration in the AFP.

The Staff for Personnel is organized to meet the core personnel management functions and are handled
by the following divisions: Manpower, Procurement and Attrition Division (MPAD); the Training and
Placement are tucked into Career Management Division (CMD); and, the Sustainment are further
grouped into Discipline, Law and Order Division (DLOD), Promotion Division (PrD) and the Morale and
Welfare Division (MWD). The plans, policies, programs and legislative compose the Plans and Program
Division (PPD). Similarly, the Administrative Division (AD) attends to the internal needs and
requirements of the Staff for Personnel; and, the Civilian Personnel Affairs Division (CPAD) plans and
develops sound, progressive, and well-balanced personnel management programs for the entire civilian
personnel of the AFP.