Workforce Capacity Building and Competency Development in The Department of Agrarian Reform in Masbate
DOI:
https://doi.org/10.65339/ijsair.V2.I2.304Keywords:
Capacity Building, Competency Development, Department of Agrarian Reform, Human Resource Development, Leadership Development, Performance Management, Public Sector, Training and DevelopmentAbstract
This study examined workforce capacity building and competency development initiatives in the Department of Agrarian Reform (DAR) in Masbate to assess their implementation, level, and relationship with employees’ demographic profiles. Anchored on Human Capital Theory, Competency-Based Theory, and Systems Theory, the study employed a descriptive-survey research design. Data were collected from forty DAR employees using a structured questionnaire covering demographic characteristics and key dimensions of workforce development, including training, skills enhancement, leadership development, performance management, knowledge management, career development, values formation, and digital competencies. Statistical tools such as frequency, percentage, mean, and Pearson correlation were used to analyze the data. The findings revealed that respondents were predominantly young, female, bachelor’s degree holders with moderate work experience. Workforce capacity building and competency development initiatives were generally implemented and rated as “Agree” and “High,” indicating effective institutional practices. Strong areas included training relevance, continuous skills improvement, leadership capacity, performance evaluation, knowledge utilization, employee retention, ethical practices, and digital technology adoption. However, some aspects such as equal access to training, structured leadership preparation, and system updates require further enhancement. The analysis showed a weak positive but not statistically significant relationship between respondents’ demographic profiles and their assessment of workforce development initiatives, suggesting consistent perceptions across employee groups. The study concludes that DAR effectively implements workforce development initiatives that contribute to employee competence and organizational performance. It recommends strengthening training specificity, performance systems, knowledge-sharing mechanisms, career pathways, ethical reinforcement, and digital capacity development. This study aligns with SDG 4 (Quality Education), SDG 8 (Decent Work and Economic Growth), and SDG 16 (Peace, Justice, and Strong Institutions) by promoting continuous learning, workforce productivity, and effective public governance. It contributes to institutional and socio-economic sustainability by enhancing public sector capacity, improving service delivery, and supporting long-term organizational resilience.
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