HUMAN RESOURCE DEVELOPMENT PROGRAM, POLICE SUPERINTENDENTS 

The final mandatory career course every PNP Commissioned Officer (PCO) has
to accomplish is the Public Safety Officers Senor Executive Course (PSOSEC). This
course prepares them to assume third level positions and key responsibilities in their
respective assignments/designations to the different offices/units of the PNP
organization.
The primary aim of this study was to evaluate the effectiveness of the
implementation of the Mandatory Human Resource Development (HRD) Program for
Police Superintendents. Specifically, it sought to determine how the respondents assess
the effectiveness of the implementation of the Mandatory HRD Program for Police
Superintendents, problems encountered and measures proposed to address these
problems in terms of Training Curriculum, Training Staff and Training Facility, and
formulate an action plan based on the findings of the study.
This study used the descriptive method of research and utilized both primary and
secondary sources of data. A sample size was drawn from the total population of 268
respondents composed of the training implementers and recent graduates of PSOSEC.
The total sample size is 160 composed of 143 graduates of the PSOSEC equivalent to
89.55 percent, and 17 members of the training implementers corresponding to 10.45
percent of the total sample size of the study. The statistical tools used in the analysis
and interpretation of research results included the percentage, weighted mean, Slovin
Formula and One-Way Analysis of Variance (ANOVA) Single Factor. The focus of the
analysis was to assess the effectiveness of implementation of the training (curriculum,
staff and facilities) and not the full impact that are measured after many years. The
findings would indicate and hopefully strengthen a feedback loop from implementation
to planting.

The overall findings of the study showed that the two groups of respondents have
different points of view in their assessment on all three variables. Hence, the hypothesis
that there is no significant difference in their assessment was rejected. This difference is
statistically significant when they assessed the overall implementation effectiveness and
problems encountered. There was, however, a general consensus on the
recommendations to improve and strengthen two aspects of the training program, the
training curriculum and facilities.
Considering these findings, it was concluded that the assessment of the
respondent groups on the effectiveness of the implementation of the mandatory HRD
program for Police Superintendents in terms of the three variables was satisfactory as
reflected in their “implemented” rating. The dilemma encountered in the effective
implementation of the HRD program was on the training curriculum and training facilities
but with emphasis on the training staff aspect which got the highest grand mean among
the three variables sharing similar moderately serious verbal interpretations. The
responses of the respondents showed proximity and unison on the measures to
address the problems encountered on all three variables which garnered “highly
recommended” overall rating. Thus, it can be concluded that the respondent groups are
committed to take the necessary steps to address these problems and attain an
effective, competent, and responsive implementation of the training program. Graduates
of PSOSEC and the training implementers significantly differ in their evaluation in most
of the variables presented except that they both agree in their assessment on the
measures to address the problems encountered in terms of training curriculum and
training facilities aspects. A performance-driven plan must be developed through the
Institutionalization of s Standardized Education Program for Managers in order to
improve its implementation, particularly the performance of the training institution and its
staff.
In the light of the foregoing conclusions, it is recommended that the creation of a
Technical Working Group (TWG) be done to conduct training needs analysis (TNA) and
periodic review of the training curriculum to update and keep it abreast with the current
trends in the law of enforcement. Furthermore, conduct of Instructor’s/Trainers’ Training
to further enhance the capability of the training staff; hiring/assignment of additional
highly trained and experienced personnel to augment the existing staff component; and
collaboration with other institutions/organizations for additional instructors to minimize
honorarium expenses. The administration of the mandatory human resource
development program should be done in a highly centralized system such that only one
institution should administer the program. It should be done formally as in an ordinary
school with a complete pool of full time training administrators and corps of professors,
with highly specialized training or background in a particular field of study. There is also
a need for the provision and upgrading of ancillary facilities, particularly a well-equipped
computer laboratory, library and sports/recreational facilities for use by the students and
staff; and improvement of the existing training facilities by enlisting the assistance or
support of NPC/PPSC stakeholders, socio-civic organizations or private non-profit
organizations. Likewise, implementation of the proposed actions plan and conduct of
similar and/or further study in the future in order to validate, review and assess the
implementation of the recommendations made in this study.