Table 4.

Coefficients of Correlation on the Relationship Between the Profile and Work Performance
AGE SEX CIVIL EDUCATIONAL WORK YEARS OF
STATUS ATTAINMENT DESIGNATION SERVICE
Pearson r .260 -.122 .056 .000 .209 .182
Arrives for work on time.
Sig. (2-tailed) .085 .425 .713 1.000 .169 .232
Pearson r .362* -.116 .203 -.080 .172 .309*
Arrives for meeting on time.
Sig. (2-tailed) .015 .449 .182 .603 .260 .039
Pearson r .314* .081 .115 .139 .199 .103
Meets work deadlines.
Sig. (2-tailed) .036 .598 .452 .364 .190 .499
Pearson r .167 -.025 -.019 .208 .135 .053
Identifies problems.
Sig. (2-tailed) .274 .870 .901 .171 .376 .728
Pearson r .077 -.163 -.041 .197 .167 -.016
Proposes solutions to problems.
Sig. (2-tailed) .615 .285 .788 .195 .274 .916
Pearson r .151 .043 -.064 .297* .328* .126
Takes appropriate actions on problems.
Sig. (2-tailed) .322 .779 .675 .047 .028 .409
Pearson r .125 .022 -.044 .245 .341* .035
Sets appropriate priorities for tasks.
Sig. (2-tailed) .414 .885 .775 .105 .022 .820
Pearson r .247 .025 .125 .150 .272 .061
Uses time effectively.
Sig. (2-tailed) .101 .870 .415 .325 .071 .692
Consults with supervisors and co-workers as Pearson r .358* -.191 .103 .127 .189 .212
necessary. Sig. (2-tailed) .016 .209 .500 .404 .213 .163
Pearson r .324* .205 .076 .008 .237 .111
Works without supervision as necessary.
Sig. (2-tailed) .030 .178 .622 .959 .116 .466
Demonstrates effective leadership skills as Pearson r .316* .124 .143 -.071 .341* .139
appropriate. Sig. (2-tailed) .035 .418 .348 .645 .022 .364
Pearson r .211 .214 .035 .113 .360* .054
Demonstrates initiatives as appropriate.
Sig. (2-tailed) .164 .158 .822 .459 .015 .727
Effectively collaborates with other department Pearson r .040 .088 -.180 .150 .355* -.013
members as necessary. Sig. (2-tailed) .792 .567 .238 .325 .017 .930
Deals effectively and professionally with Pearson r .274 .090 .121 .131 .302* .074
employees in other areas. Sig. (2-tailed) .069 .556 .427 .391 .044 .628
Responds appropriately to feedback on job Pearson r .179 .174 .152 .068 .299* -.002
performance. Sig. (2-tailed) .240 .252 .320 .657 .046 .987
Demonstrates appropriate knowledge of Pearson r .251 .048 -.107 .048 .287 .189
practices and policies relevant to position. Sig. (2-tailed) .096 .756 .482 .756 .056 .215
Demonstrates appropriate interactions with Pearson r .214 -.069 .016 .147 .127 .227
the customers. Sig. (2-tailed) .159 .652 .917 .335 .407 .134
Pearson r .243 .062 .013 .216 .387** .109
Deals appropriately with information.
Sig. (2-tailed) .108 .687 .935 .153 .009 .477
Deals appropriately with the demands of the Pearson r .330* .146 .157 .126 .237 .207
customer. Sig. (2-tailed) .027 .340 .302 .410 .116 .172
Pearson r .250 .087 .157 .244 .343* .171
Manages information and data effectively.
Sig. (2-tailed) .098 .572 .302 .106 .021 .263
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Age vs, Work Performance. The correlation analysis revealed that significant relationships exist between age and the respondents’ work performance in terms of arriving for meeting on time, meeting
work deadlines, consulting with supervisors and co-workers as necessary, working without supervision as necessary, demonstrating effective leadership skills, and dealing appropriate with the demands
of the customer based on the obtained coefficients of correlation of 0.362*, 0.314*, 0.358*, 0.324*, 0.316* and 0.330*, respectively, which are all significant at .05 level. The findings imply that age is
a correlate of work performance and thus those who are older tend to have higher level of performance as their capability and knowledge enhances.

Educational Attainment vs. Work Performance. The obtained correlation coefficient of .297* which is significant at the 0.05 level denotes that educational attainment is significantly associated
with the work performance of the respondents with regard. The result reveals that those with a higher education have been shown to be more likely to have more skills and understanding and are more
responsive in problem solving and doing new tasks.

Work Designation vs. Work Performance. As gathered from the results, it is shown that work designation is significantly related to the work performance of the car dealership employees.
Coefficients of correlation which are significant at .01 and .05 levels exist between work designation and performance on the job. This denotes that various jobs in a car dealership company affect the level
of performance of the employees. Work performance depends on the requirements of the duties and responsibilities needed for the job. Hence, the more tasks and heavier responsibility that an employee
has, the higher the level of work performance he/she exerts.

Years of Service vs. Work Performance. As garnered from the results, years of service is significantly associated with level of work performance in terms of arriving for meeting on time based on
the obtained correlation coefficient of .309* which is significant at the .05 level. The results reveal that workers with longer service are more likely to have higher level of work performance. This can be
attributed to the fact that these workers have been in the company for a long time and are more committed to the organization.
Table 5a. Coefficients of Correlation on the Relationship Between the Work Performance and Adequacy of Incentives
Incentives
Work Performance Purchase Cash Gift Gift Employee Bonuses Sales Profit Merit Pay Employee
Discount Certificate Recognition Commission Sharing Safety
Pearson r .101 .187 .076 .252 .287 .309* .145 .054 .274
Arrives for work on time.
Sig. (2-tailed) .511 .220 .619 .095 .056 .039 .341 .724 .068
Pearson r .024 .145 .029 .221 .314* .177 .126 .045 .378*
Arrives for meeting on time.
Sig. (2-tailed) .874 .342 .848 .145 .035 .244 .409 .769 .011
Pearson r .098 .229 .101 .275 .310* .263 .184 .120 .261
Meets work deadlines.
Sig. (2-tailed) .521 .131 .509 .067 .038 .081 .227 .432 .083
Pearson r .149 .284 .186 .333* .406** .319* .147 .088 .343*
Identifies problems.
Sig. (2-tailed) .329 .059 .222 .025 .006 .033 .335 .567 .021
Pearson r .133 .181 .125 .082 .183 .270 .260 .090 .155
Proposes solutions to problems.
Sig. (2-tailed) .383 .234 .412 .594 .228 .072 .085 .557 .311
Takes appropriate actions on Pearson r -.022 .064 .078 .208 .259 .210 .155 .045 .249
problems. Sig. (2-tailed) .887 .678 .610 .170 .086 .166 .309 .768 .099
Pearson r .095 .199 .118 .317* .265 .372* .303* .180 .281
Sets appropriate priorities for tasks.
Sig. (2-tailed) .536 .191 .439 .034 .079 .012 .043 .238 .061
Pearson r -.132 .023 -.031 .184 .259 .153 .035 -.013 .251
Uses time effectively.
Sig. (2-tailed) .388 .879 .838 .227 .086 .315 .822 .934 .096
Consults with supervisors and co- Pearson r -.065 -.008 -.040 .234 .222 .269 .032 -.016 .187
workers as necessary. Sig. (2-tailed) .673 .956 .795 .122 .143 .074 .835 .916 .218
Works without supervision as Pearson r .001 .104 .157 .283 .339* .148 .090 .113 .256
necessary. Sig. (2-tailed) .995 .496 .302 .059 .023 .332 .558 .459 .090
Demonstrates effective leadership Pearson r -.123 -.012 -.035 .154 .167 .194 .137 .018 .195
skills as appropriate. Sig. (2-tailed) .420 .939 .818 .312 .274 .202 .369 .907 .198
Demonstrates initiatives as Pearson r -.147 -.026 -.101 .237 .223 .104 .060 -.055 .188
appropriate. Sig. (2-tailed) .335 .864 .509 .117 .142 .496 .697 .720 .217
Effectively collaborates with other Pearson r -.013 .123 -.008 .299* .144 .259 .176 .083 .251
department members as necessary. Sig. (2-tailed) .934 .420 .959 .046 .347 .086 .248 .590 .096
Deals effectively and professionally Pearson r -.022 .108 .049 .211 .278 .050 .047 .024 .266
with employees in other areas. Sig. (2-tailed) .884 .478 .751 .165 .065 .743 .758 .873 .077
Responds appropriately to feedback Pearson r -.121 .018 -.082 .197 .164 .147 .049 .001 .205
on job performance. Sig. (2-tailed) .429 .906 .591 .194 .282 .334 .752 .997 .178
Demonstrates appropriate knowledge Pearson r -.077 .052 .022 .186 .322* .191 .103 -.032 .272
of practices and policies relevant to
Sig. (2-tailed) .615 .733 .884 .222 .031 .209 .501 .836 .071
position.
Demonstrates appropriate Pearson r -.055 .056 -.027 .206 .161 .133 .018 -.006 .237
interactions with the customers. Sig. (2-tailed) .718 .713 .860 .174 .290 .383 .904 .969 .117
Pearson r -.002 .166 .147 .241 .295* .273 .216 .130 .249
Deals appropriately with information.
Sig. (2-tailed) .990 .277 .335 .111 .049 .070 .154 .393 .099
Deals appropriately with the Pearson r -.021 .128 .113 .202 .267 .148 .112 .113 .194
demands of the customer. Sig. (2-tailed) .889 .403 .460 .183 .076 .332 .464 .459 .200
Manages information and data Pearson r -.066 .128 .069 .202 .267 .223 .178 .113 .317*
effectively. Sig. (2-tailed) .665 .403 .653 .183 .076 .142 .241 .459 .034
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
 Employee Recognition vs, Work Performance. The correlation analysis showed that significant relationships exist between employee recognition and the work performance of employees in terms
of identifying problems, setting appropriate priorities for tasks, and effectively collaborating with other department members as necessary based on the obtained coefficients of correlation of 0.333*,
0.317*, 0.299*, respectively, which are all significant at .05 level. The results denote that recognizing employees confirms their work is valued by others, their satisfaction and productivity rises, and they
are motivated to maintain or improve their good work.

Holiday Pay vs. Work Performance. The obtained correlation coefficients of 0.354* and 0.354* which are significant at the 0.05 level indicates that holiday pay is significantly related with the work
performance of the respondents with regards to working without supervision as necessary and managing information and data effectively. The findings implies that those employees who are able to take
holiday pay become more motivated about their work and boosts organizational morale which helps them to perform more effectively.

Vacation Leave vs. Work Performance. As gathered from the results, it is revealed that work designation is significantly associated to the work performance of the car dealership employees.
Coefficients of correlation which are significant at .01 and .05 levels exist between vacation leave and the work performance of employees. This indicates that employees who take most or all of their
vacation time each year drives higher employee performance and productivity, , contributes to employee wellness and results in higher employee retention.
Table . Coefficients of Correlation on the Relationship Between the Work Performance and Adequacy of Benefits
Benefits
Work Performance 13th Month Holiday Vacation Patermity Maternity Medical Emergency Training & Dev’l Employe Assistance
SSS Philhealth Pag-ibig Sick Leave Promotions
Pay Pay Leave Leave Leave Benefit Leave Programs Programs

Pearson r -.121 -.121 -.127 -.029 .132 .137 -.129 -.064 .078 .089 .192 .123 .193 .193
Arrives for work on time
Sig. (2-tailed) .429 .429 .405 .851 .389 .371 .399 .676 .610 .560 .206 .422 .204 .204
Pearson r -.057 -.057 -.043 .103 .194 .233 .014 -.009 .233 .270 .329* .320* .293 .293
Arrives for meeting on time.
Sig. (2-tailed) .708 .708 .780 .502 .202 .123 .929 .952 .123 .073 .027 .032 .051 .051
Pearson r -.140 -.140 -.144 .000 .157 .309* .102 .211 .281 .321* .301* .371* .371* .371*
Meets work deadlines.
Sig. (2-tailed) .359 .359 .344 1.000 .303 .039 .503 .163 .062 .032 .045 .012 .012 .012
Pearson r -.036 -.036 -.017 -.051 .168 .185 -.009 .133 .082 .162 .302* .191 .152 .152
Identifies problems.
Sig. (2-tailed) .815 .815 .910 .740 .270 .224 .953 .383 .593 .287 .044 .209 .319 .319
Pearson r -.271 -.271 -.271 -.242 -.080 -.090 -.182 .027 -.090 .022 .231 -.025 -.024 -.024
Proposes solutions to problems.
Sig. (2-tailed) .072 .072 .072 .109 .599 .558 .230 .862 .558 .885 .128 .870 .876 .876
Pearson r -.008 -.008 -.011 -.083 .147 .148 -.045 .147 .091 .097 .176 .018 .023 .023
Takes appropriate actions on problems.
Sig. (2-tailed) .960 .960 .943 .586 .336 .333 .771 .334 .550 .525 .248 .907 .881 .881
Pearson r -.213 -.213 -.217 -.158 .096 .137 -.042 .129 .111 .174 .235 .190 .257 .257
Sets appropriate priorities for tasks.
Sig. (2-tailed) .160 .160 .153 .300 .530 .369 .783 .399 .470 .254 .121 .210 .089 .089
Pearson r -.064 -.064 -.070 -.059 .108 .124 -.100 .060 .154 .287 .170 .187 .204 .204
Uses time effectively.
Sig. (2-tailed) .675 .675 .650 .699 .480 .416 .512 .695 .312 .056 .264 .219 .180 .180
Consults with supervisors and co- Pearson r .052 .052 .044 .121 .264 .296* .135 .134 .296* .155 .264 .210 .173 .173
workers as necessary. Sig. (2-tailed) .735 .735 .773 .430 .080 .049 .378 .381 .049 .309 .080 .165 .256 .256
Works without supervision as Pearson r .046 .046 .060 .084 .354* .382** .184 .376* .411** .425** .412** .392** .393** .393**
necessary. Sig. (2-tailed) .763 .763 .695 .584 .017 .010 .225 .011 .005 .004 .005 .008 .008 .008
Demonstrates effective leadership skills Pearson r .035 .035 .031 .050 .261 .325* .090 .217 .300* .163 .361* .340* .307* .351*
as appropriate. Sig. (2-tailed) .819 .819 .841 .743 .084 .029 .559 .151 .045 .285 .015 .022 .040 .018
Pearson r -.076 -.076 -.083 .029 .230 .228 -.138 .087 .228 .086 .331* .260 .180 .199
Demonstrates initiatives as appropriate.
Sig. (2-tailed) .621 .621 .589 .852 .129 .132 .365 .571 .132 .576 .027 .085 .235 .190
Effectively collaborates with other Pearson r -.020 -.020 -.026 .000 .170 .094 -.074 .060 .094 .110 .226 .170 .187 .232
department members as necessary. Sig. (2-tailed) .894 .894 .865 1.000 .264 .538 .629 .695 .538 .474 .136 .264 .219 .125
Deals effectively and professionally with Pearson r -.016 -.016 -.023 .087 .246 .309* .062 .253 .339* .253 .353* .277 .355* .382**
employees in other areas. Sig. (2-tailed) .916 .916 .882 .569 .103 .039 .684 .093 .023 .094 .017 .066 .017 .010
Responds appropriately to feedback on Pearson r .036 .036 .033 .060 .255 .191 -.102 .247 .191 .161 .354* .287 .240 .227
job performance. Sig. (2-tailed) .813 .813 .832 .693 .091 .208 .503 .103 .208 .292 .017 .056 .113 .134
Demonstrates appropriate knowledge Pearson r .079 .079 .074 -.113 .077 .160 -.065 .150 .160 .071 .197 .166 .133 .253
of practices and policies relevant to
Sig. (2-tailed) .606 .606 .627 .461 .615 .294 .670 .325 .294 .642 .194 .276 .382 .094
position.
Demonstrates appropriate interactions Pearson r .185 .185 .177 .000 .153 .165 .022 .136 .165 .086 .114 .153 .201 .219
with the customers. Sig. (2-tailed) .224 .224 .244 1.000 .314 .278 .886 .375 .278 .576 .457 .314 .187 .149
Pearson r -.030 -.030 -.038 -.027 .170 .251 .029 .201 .279 .164 .350* .343* .304* .355*
Deals appropriately with information.
Sig. (2-tailed) .844 .844 .806 .858 .263 .096 .848 .186 .064 .283 .018 .021 .043 .017
Deals appropriately with the demands Pearson r .046 .046 .040 .028 .236 .297* .110 .270 .269 .188 .339* .266 .316* .366*
of the customer. Sig. (2-tailed) .763 .763 .796 .856 .118 .047 .473 .073 .074 .215 .023 .078 .035 .013
Manages information and data Pearson r .170 .170 .163 .140 .354* .354* .135 .243 .297* .270 .425** .383** .443** .366*
effectively. Sig. (2-tailed) .264 .264 .286 .360 .017 .017 .378 .107 .047 .073 .004 .009 .002 .013
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).