Simulation Model for the Maintenance of Government and Private Facilities in the Philippine Context
Keywords:simulation model, facilities, maintenance, motivation
The contrasting practices of private and public institutions affect individuals motivation to work on the maintenance of its facilities. This paper attempts to develop a model that could predict how many years a facility (private or government) would last based on the given number of assumptions and random data. The study used an experimental design using simulation modeling. Assumptions were formulated to measure different variables. Findings revealed that government facilities tend to deteriorate faster compared to its private counterparts. Government facilities would only last approximately up to six (6) years then reach its critical level. This is due to the assumption that only 40% of government institutions are effective workers. Low percentage of effective workers would translate to less motivation of the worker to pursue any transaction that could possibly help the current state of the facility. On the other hand, more than half of the Private facilities would last more than five years before reaching a critical level. This is due to the assumption that private workers are 20% higher compared to government workers in terms of percentage of effective workers. A highly motivated worker will always be willing to spend time, even extra time, to perform his job. Benign neglect of a less motivated workforce would result to non performance of his assigned task. Therefore, increasing the level of motivation of an employee is the primordial concern of every organization whether private or public because an increase of well motivated and effective workforce would encourage everyone to help maintain and to extend the life of every facility.
Buelens, M., & Van, d. B. (2007). An analysis of differences in work motivation between public and private sector organizations. Public
Administration Review,Â 67(1), 65-74. Retrieved from http://search.proquest.com/docview/197174625?accountid=33262
Camilleri, E. (2004).Â Organisational commitment, motivation and performance in the public sector. the case of maltaÂ (Order No. 3118443). Available from ABI/INFORM Global; ProQuest Central. (305047852). Retrieved from http://search.proquest.com/docview/305047852?accountid=33262\
Drucker, P. (1989). The New Realities: in Government and Politics, in Economics and Business, in Society and World View (New York: Harper & Row)
Emanuel, R. (2012). How to motivate people: Rahm emanuel.Â Business Week,Â , 1. Retrieved from http://search.proquest.com/docview/1008897605?accountid=33262
Filson, B. (2003). Motivating people.Â Executive Excellence,Â 20(6), 18. Retrieved from http://search.proquest.com/docview/204510671?accountid=33262
Funk, J. (2015). Job satisfaction is tied to more than pay: Study.Â The Plain DealerÂ Retrieved from http://search.proquest.com/docview/1690181429?accountid=33262
Happy workers provide good customer service. (2015, May 02).Â The Straits TimesÂ Retrieved from http://search.proquest.com/docview/1677643140?accountid=33262
Lindner, J. R. (1998). Understanding employee motivation.Â Journal of extension,Â 36(3), 1-8.
Jurkiewicz, C. L., Massey,Tom K.,,Jr, & Brown, R. G. (1998). Motivation in public and private organizations: A comparative study.Public Productivity & Management Review,Â 21(3), 230-250. Retrieved from http://search.proquest.com/docview/209773660?accountid=33262
Krtalic, S., & Kelebuda, M. (2010). The role of the public-private partnership in providing of public goods: possibilities and constraints. Paper presented at the19-1cm,2cm,3cm,4cm,5cm,6cm,7cm,8cm,9cm,10cm,11cm,12cm,13cm,14cm,15cm,16cm,17cm,18cm,19cm.Retrievedf romhttp://search.Proquest.Com/ docview/1017707911?Accountid=33262
Li, Bing, and Akintola Akintoye (2008). â€œAn overview of public-private 1 partnership.â€Public-private partnerships: managing risks and opportunitiesÂ : 1.
Moon, M. Jae. 2000. Organizational Commitment Revisited in NewÂ PublicÂ Management:Â Motivation, Organizational Culture, and Managerial Level.Â PublicÂ Performance and Management Review 24(2): 177-94.
Puno, Carlito S. (2003). Proceedings of the Conference of Rationalization of Public Higher Education. Commission on Higher Education.
Picus, Lawrence O. School Facilities. Overview, Maintenance, and Modernization of. http://education.stateuniversity.com/pages/2394/School-Facilities.htmlâ€>School Facilities - OVERVIEW, MAINTENANCE AND MODERNIZATION OF
Ren Yongsheng; Dai Qiyi and Zhang Xingqi (2013). â€œ1089. Modeling and dynamic analysis of rotating composite shaftâ€, Journal of Vibroengineering,.
Smith, R. D., & Chief Scientist, M. (1999). Simulation: The engine behind the virtual world.Â GEN,Â 1, 72.
Ab Wahid, R. and Corner, J. (2009) â€œCritical success factors and problems in ISO 9000 maintenanceâ€,International Journal of Quality & Reliability Management, Vol. 26 Iss: 9, pp.881 â€“ 893
Winsberg, E. (2003). Simulated experiments: Methodology for a virtual world.Philosophy of science,Â 70(1), 105-125.
Zeffane, Rachid (1994). Patterns of Organizational Commitment and Perceived Management Style: A Comparison of Public and Private Sector Employees. Human Relations 47(8): 977-1010.
How to Cite
Copyright of the Journal belongs to the University of San Jose-Recoletos