INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY

Copyright © Author(s) 2025. All Rights Reserved. Published by GLOBAL PUBLICATION HOUSE. | Int. J. Social Science & Humanities Research Page 31 of 66 INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY By Author(s): Rovik Lemuel Flores¹, Jomer Bodanio², France Morales³, Ayn Rae Betito * ⁴, Jose San Buenaventura Jr.⁵ & Maria Alida Mores, ENG.6 Abstract This study aimed to identify the best employment practices of a selected cooperative in Naga City and examine their contribution to inclusive growth and decent work. It addressed the problem of limited research on how cooperatives implement fair, equitable, and inclusive employment systems, particularly in local contexts where marginalized groups face persistent barriers to economic participation. Using a descriptive-evaluative research design, the study gathered data through surveys, key informant interviews to assess practices on recruitment, employee development, job security, inclusivity, innovation, and working conditions. The findings revealed that cooperatives demonstrated strong organizational commitment to human capital development and inclusive governance. Recruitment practices were aligned with cooperative values, employee development was supported through training programs, and job security was prioritized. Inclusivity and innovation were actively promoted, while areas such as career advancement communication and member participation in innovation required further improvement. The study concluded that cooperatives in Naga City had matured in their human resource systems, reflecting principles consistent with the Diversity Management Maturity Model (DMMM), Strategic Human Capital Theory, and Stakeholder Theory. These practices enhanced employee satisfaction, organizational resilience, and long-term sustainability. It recommended strengthening communication on career pathways, expanding inclusive innovation programs, and deepening collaboration with the Naga City Cooperative Development Office. These efforts would help institutionalize inclusive employment and position cooperatives as models of participatory development and decent work in the region. Keywords Inclusive growth, human resources management, employment practices, cooperation development, job insecurity. How to cite: Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 * Corresponding author: Ayn Rae Betito ARTICLE ID: #2191 10.5281/ZENODO.17960123 VOLUME 08 ISSUE 11 NOVEMBER2025 e-ISSN 3050-9637 p-ISSN 2795-3222 Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 © 2025 GLOBAL PUBLICATION HOUSE | International Journal of Social Science & Humanities Research Introduction All over the world, the call for inclusive growth is becoming increasingly important as nations strive to create societies where every individual has fair access to opportunities, resources, and development. Inclusive growth is not just about economic expansion. it also emphasizes the equitable distribution of benefits, ensuring that all segments of society, including marginalized and disadvantaged groups, can participate in and benefit from economic progress. The United Nations Sustainable Development Goals (SDGs), particularly Goal 8 (Decent Work and Economic Growth) and Goal 10 (Reduced Inequalities), highlight the global agenda toward promoting sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all (United Nations, 2020). This global framework encourages governments, private sectors, and civil society to work together in fostering fairness, diversity, and inclusivity across workplaces and institutions. Around the world, studies have shown that inclusive growth positively influences not only the welfare of individuals but also the productivity and sustainability of organizations. According to Thompson (2021), workplaces that embrace fairness, diversity, and inclusion (FDI) tend to experience higher levels of employee engagement, loyalty, and innovation. Similarly, Satyendra (2020) explained that inclusive organizations benefit from diverse perspectives, which lead to better problem-solving and creativity. However, challenges persist globally. Many vulnerable groups, including persons with disabilities (PWDs), women, senior citizens, and members of minority communities, continue to experience barriers in employment, such as discrimination, lack of accessibility, and limited opportunities for advancement (Zulmi, 2021). The International Labour Organization (ILO) estimated that globally, only 36% of working-age persons with disabilities are employed, compared to 60% of persons without disabilities (ILO, 2022). This highlights the continuing inequality that hinders inclusive economic participation. Internationally, various organizations and governments have implemented policies and programs to promote inclusive workplaces. For example, the ILO’s Global Business and Disability Network (GBDN) supports companies in improving workplace accessibility and inclusion (ILO, 2021). Countries such as Canada and Australia have enacted employment equity acts that mandate fair representation of marginalized groups in the workforce. Moreover, the European Union has emphasized social inclusion through programs that empower cooperatives, social enterprises, and community-based organizations to create sustainable employment (European Commission, 2021). These initiatives recognize that inclusive employment is not only a moral obligation but also an economic strategy that leads to long-term stability and innovation. In the Asia-Pacific region, inclusive growth has been a significant concern due to the rapid pace of economic development that often leaves vulnerable groups behind. According to the Asian Development Bank (2022), while the region has achieved remarkable economic progress, inequality remains a major challenge, especially in terms of access to quality jobs and social protection. Inclusive employment policies, therefore, are being integrated into regional development plans to ensure that growth benefits reach all citizens. Cooperatives, in particular, have been recognized as effective mechanisms for achieving social inclusion, as they operate based on democratic participation, shared ownership, and equitable distribution INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY Volume 8 Issue No 11 (2025) Access: https://gphjournal.org/index.php/ssh of benefits. The International Cooperative Alliance (ICA, 2020) asserts that cooperatives worldwide contribute to social justice by empowering their members and promoting community development. In the Philippine context, inclusive growth and fair employment are key priorities of national development. The 1987 Philippine Constitution, particularly Article II, Section 18, emphasizes that the state shall protect the rights of workers and promote their welfare. Likewise, Article XIII, Section 3, guarantees full employment and equality of employment opportunities for all. These provisions reflect the country’s commitment to social justice and equal treatment in the labor market (1987 Philippine Constitution, 1987). Furthermore, the Labor Code of the Philippines (Presidential Decree No. 442, 1974) serves as the main legal framework governing employment relations, ensuring just wages, humane working conditions, and security of tenure for Filipino workers. The government has also recognized the role of cooperatives as key partners in achieving inclusive and sustainable development. Through Republic Act No. 6939 (1990), the Cooperative Development Authority (CDA) was established to promote the viability and growth of cooperatives as instruments of social justice and economic equity. Later, Republic Act No. 9520 (2008), also known as the Philippine Cooperative Code, strengthened cooperative principles by promoting autonomy, accountability, and equitable distribution of profits among members. These laws affirm that cooperatives are not only business entities but also social organizations that empower communities, especially marginalized sectors such as farmers, fisherfolk, women, and persons with disabilities. According to the CDA Annual Report (2023), there are over 30,000 registered cooperatives in the Philippines, employing millions of Filipinos and contributing significantly to local and national economies. Despite these legal frameworks, inequalities in employment opportunities remain evident. Many workers, particularly those in informal sectors and small communities, continue to experience underemployment, job insecurity, and limited access to benefits. The Philippine Statistics Authority (PSA, 2023) reported that around 11% of the labor force remains underemployed, and a considerable portion of the population relies on informal jobs that offer little social protection. For persons with disabilities, participation in the workforce remains low. A study by the National Council on Disability Affairs (2022) found that only 20% of employable PWDs in the Philippines are formally employed, often due to workplace discrimination and lack of accessibility. To address these concerns, several national programs have been developed to strengthen inclusive employment. For instance, the Department of Labor and Employment (DOLE) has introduced the Tulong Alalay sa Taong May Kapansanan (TULAY) project and the Special Program for Employment of Students (SPES) to help vulnerable groups gain work experience and employment opportunities. The Philippine Development Plan (2023– 2028) also emphasizes inclusive growth as one of its pillars, highlighting the importance of promoting decent work, social inclusion, and equitable access to economic opportunities for all Filipinos (NEDA, 2023). At the local level, cooperatives continue to play a crucial role in community development and inclusive employment. In Naga City, for example, cooperatives are actively engaged in providing jobs, livelihood, and financial assistance to their members. The Naga Page No. 33 Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 © 2025 GLOBAL PUBLICATION HOUSE | International Journal of Social Science & Humanities Research City Cooperative Development Office (NCCDO) supervises various cooperatives that operate in different sectors, including consumer, transport, and multipurpose cooperatives. These cooperatives not only generate employment but also foster social participation, where members collectively decide on policies, share profits, and support each other’s economic welfare. According to the NCCDO Annual Report (2024), cooperatives in the city have helped improve the living conditions of many local residents by providing sustainable sources of income and livelihood. However, despite the promising role of cooperatives, there is still limited research on how these organizations in Naga City implement best employment practices that ensure fairness, equality, and inclusivity. Questions remain about whether cooperative principles— such as democratic participation, equity, and mutual aid—are fully reflected in their employment systems. Do cooperatives in Naga City uphold inclusive recruitment and fair wage policies? How do they treat members with disabilities or those from disadvantaged backgrounds? Are they aligned with national and international standards for inclusive employment? These are important questions that require deeper academic exploration. Thus, this study becomes significant as it aimed to identify and analyze the best employment practices of selected cooperatives in Naga City and examine how these practices contribute to inclusive growth. By doing so, the research not only addresses an existing gap in the literature but also supports the Philippines’ national efforts to promote equitable and sustainable development. The findings intended to provide valuable insights into how local cooperatives can enhance their employment systems, promote social inclusion, and contribute to the country’s broader goals of fairness and productivity. Ultimately, the study aligns with the global movement toward decent work and inclusive growth. It supports the United Nations’ advocacy for inclusive economies and complements the Philippine government’s commitment to ensuring fair employment opportunities for all citizens. On a local scale, it can help the Naga City government and cooperative organizations strengthen their programs and policies to promote equal treatment, workplace diversity, and shared prosperity among members. Through this research, cooperatives can be encouraged to serve as models of inclusive employment, demonstrating how community-based organizations can lead the way toward a more just, participatory, and inclusive society. Research Objectives This study aimed to identify the best employment practices of a selected cooperative in Naga City to determine their role and contribution in promoting inclusive growth and decent work. Specific Objectives 1. To determine the current employment practices of cooperatives focusing on recruitment, employee and development, and job security. 2. To assess the level of implementation of employment practices along inclusivity, innovation, and working conditions. INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY Volume 8 Issue No 11 (2025) Access: https://gphjournal.org/index.php/ssh 3. To propose strategic recommendations for strengthening the employment practices among cooperatives in partnership with the Naga City Cooperative Development Office. Scope and Delimitation This study focused on identifying the best employment practices in one cooperative in Naga City. It looked into how these cooperatives provide job opportunities and treat their workers, following fair labor practices. The study also included the role of the Naga City Cooperatives Development Office (NCCDO) in monitoring and supporting these cooperatives. The scope was limited to cooperative members, workers, and staff of the said organizations. Other business establishments or cooperatives outside Naga City were not part of the study. This study focused only on a sample of the human resource cluster of cooperatives and did not cover other clusters such as transportation, agriculture, financial and the like. The time frame of data collection only covered the current operational year of these cooperatives or consequently the 1st semester of the school year 2025-2026. This study was aligned with the UNC Research Agenda on Inclusive Growth and Human Resource Development. Literature Review Agbayani-Caballero (2021) emphasized that creativity and innovation are vital for the sustainability of multi-purpose cooperatives. The study explained that an innovative climate in cooperatives strengthens their capacity to survive market challenges and enhances member participation. The findings revealed that cooperatives that promote a culture of innovation perform better in terms of productivity and member satisfaction. This relates to the current study because human resource cooperatives also rely on innovation to develop inclusive employment practices. By encouraging creativity among members, cooperatives can build systems that support fair employment and skill growth. The impact of Agbayani-Caballero’s study shows that innovation is not only for business gain but also serves as a foundation for sustainable and inclusive cooperative growth. Akdere and Egan (2020) studied the relationship between transformational leadership and human resource development. Their research linked leadership behavior with employee learning, job satisfaction, and overall organizational performance. The findings indicated that when leaders practice transformational leadership, employees become more motivated and committed to the goals of the organization. This study aligns with the present research because human resource cooperatives also depend on leadership that values employee development and inclusiveness. In the context of Naga City cooperatives, applying transformational leadership can lead to more effective teamwork and improved employment systems. The study’s impact highlights that inclusive leadership directly contributes to longterm cooperative stability and worker empowerment. Brown, Jones, Meadows, and Murphy (2021) discussed how cooperation builds resilience among organizations. Their case studies demonstrated that organizations that maintain strong cooperative relationships can better withstand social and economic disruptions. They found that shared goals, transparent communication, and collective Page No. 35 Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 © 2025 GLOBAL PUBLICATION HOUSE | International Journal of Social Science & Humanities Research decision-making are key elements of resilience. This finding supports the present study since human resource cooperatives in Naga City aim to achieve inclusive growth by fostering teamwork and shared responsibility. The impact of this study lies in its proof that cooperative resilience not only protects an organization from crises but also improves the overall employment condition of its members. Buyucan (2019) examined operations management and performance of agricultural cooperatives and found that efficient planning, proper record-keeping, and continuous training improve cooperative productivity. The study concluded that operations management influences both financial outcomes and member satisfaction. This is relevant to the current study because human resource cooperatives also need efficient management systems to sustain inclusive employment. Similar to agricultural cooperatives, human resource cooperatives depend on systematic processes and skill improvement. The findings imply that effective management practices can enhance both organizational performance and inclusivity within the cooperative sector. Chungyas and Trinidad (2022) analyzed the strategic management practices and business performance of cooperatives in Ifugao, Philippines. They discovered that cooperatives with clear strategic plans and participatory governance achieved better performance outcomes. The study emphasized the importance of aligning organizational goals with member interests. This is similar to the goal of the present study, which seeks to identify the best employment practices that balance cooperative growth and member welfare. Their findings highlight that proper strategy and inclusiveness in decision-making can enhance cooperative success. The impact of this study demonstrates how planning and participatory management can create a sustainable and equitable cooperative environment. The Cooperative Development Authority (2022) published its annual report titled ―Showcasing Feats Conquering Limits,‖ which presented the achievements and challenges of cooperatives in the Philippines. The report showed that cooperatives that invested in training, digitalization, and inclusive programs achieved stronger community impacts. It also highlighted how inclusive employment and cooperative education lead to higher member engagement and lower turnover. This report directly connects to the present study since it offers factual evidence on how cooperatives contribute to inclusive growth in local economies. The CDA findings emphasize the national importance of supporting human resource cooperatives as engines of employment, equity, and development. Dimas, Lyne, and Bailey (2022) focused on institutional issues affecting the financial performance of rice cooperatives in the Philippines. Their study found that weak governance and lack of accountability often reduce cooperative profitability and member trust. However, when governance structures are improved, financial performance significantly increases. This is relevant to the current research because strong institutional practices are necessary for inclusive employment in human resource cooperatives. The similarity lies in the emphasis on transparency and accountability as foundations for sustainable cooperative systems. The impact of their findings shows that inclusive employment cannot thrive without good governance and responsible management. Espinosa (2019) explored the connection between employee engagement and job performance in the Panabo Multi-Purpose Cooperative. The findings revealed that employees who felt recognized and included performed better and remained loyal to their organizations. INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY Volume 8 Issue No 11 (2025) Access: https://gphjournal.org/index.php/ssh The study emphasized that engagement is an outcome of supportive leadership and fair treatment. This is closely related to the present research because human resource cooperatives depend on member motivation and equal opportunity. Espinosa’s findings confirm that inclusiveness in employment practices directly affects productivity and job satisfaction. The impact of this study lies in its practical message: promoting inclusivity improves both individual performance and organizational growth. Geroso and Maguate (2023) assessed the organizational, social, economic, and financial management performance of cooperatives. Their research concluded that cooperatives that maintain balance across these aspects tend to be more sustainable. They found that economic performance cannot be separated from social and organizational harmony. This study supports the present research by showing that inclusive practices in employment contribute to balanced cooperative development. The connection is clear— human resource cooperatives must treat social welfare and business growth as equally important. The impact of this study demonstrates that inclusive growth is the result of managing both financial goals and social responsibility effectively. Isaac, Nizeyimana, and Nyiransabimana (2020) conducted a Rwandan case study showing that cooperatives act as pillars of inclusive development. They discovered that cooperatives generate employment, reduce poverty, and promote equality in local communities. Their findings align with the current research because human resource cooperatives also aim to create equal opportunities and fair employment. The study’s impact shows that cooperatives can drive inclusive growth not only economically but also socially. This proves that when members participate actively and share benefits fairly, the whole community experiences progress. Jeong, Lee, and Lee (2021) analyzed cooperative governance and its impact on decision-making and member satisfaction. The study found that when cooperatives adopt transparent and democratic governance structures, members feel more valued and engaged. This directly supports the current study’s goal of identifying best employment practices that strengthen cooperative participation. The similarity lies in promoting inclusiveness and transparency. The impact of their findings shows that good governance helps human resource cooperatives create better working environments and fairer employment systems. Kim, Park, and Seo (2023) examined the governance of social enterprises and cooperatives in relation to economic sustainability. Their research found that inclusive governance increases economic resilience and community trust. This is closely linked to the present study since human resource cooperatives rely on trust-based systems for employment growth. The findings suggest that cooperatives that value inclusion and participation can sustain themselves financially even during market challenges. The impact of this study demonstrates that inclusion is not only a moral principle but also an effective business strategy. Ramizo et al. (2024) studied Naga City cooperatives and their policies to optimize operational efficiency and performance. They found that well-structured policies, continuous member training, and inclusive participation contribute to strong cooperative performance. Their findings are highly related to the present research since both focus on Naga City cooperatives and inclusive employment. The similarity lies in promoting inclusive systems that improve performance and equality. The impact of their work highlights how wellPage No. 37 Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 © 2025 GLOBAL PUBLICATION HOUSE | International Journal of Social Science & Humanities Research Inclusive Growth through Human Resources Cooperatives: Identifying Best Employment Practices in Naga City Stakeholder Theory and Strategic Organization (Bridoux & Stoelhorst, 2022) Diversity Management Maturity Model (Smith-Meyer, 2022) Strategic Human Capital Theory, (Kryscynski and Coff, 2024) designed employment policies can help local cooperatives sustain inclusive economic growth. Ringor, Angeles, and Castaño (2022) analyzed compliance and marketing practices for the sustainability of multipurpose cooperatives. Their study found that marketing strategies aligned with cooperative values improve long-term viability. The results indicate that cooperative success depends on both compliance with regulations and inclusivity in operations. This aligns with the current study’s focus on best employment practices that follow cooperative principles. The impact of their findings supports the idea that cooperatives can achieve inclusivity and competitiveness at the same time. Vivit and Morales-Garma (2023) studied social audit performance among cooperatives in Cagayan, Philippines. They discovered that cooperatives that comply with Republic Act 9520 demonstrate higher transparency and accountability. This compliance ensures better protection of member rights and fair labor practices. This study directly supports the present research, as social audits are part of ensuring inclusive employment. The impact of their findings proves that following laws and ethical standards leads to sustainable and equitable cooperative management. Finally, Madzivire and Maruta (2021) examined strategic partnerships in cooperative development in Zimbabwe. Their findings showed that collaborations with government and private sectors enhance cooperative capabilities and resources. This relates to the current study as partnerships can also strengthen human resource cooperatives in Naga City The impact of their research demonstrates that inclusivity extends beyond internal operations it also involves building cooperative networks that support shared growth and equality. networks that support shared growth and equality. Theoretical Framework Figure 1. Theoretical Framework INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY Volume 8 Issue No 11 (2025) Access: https://gphjournal.org/index.php/ssh This study builds on Gary Becker's (1993) foundational Human Capital Theory, which positioned employees as valuable organizational assets whose development through education, training, and fair treatment leads to improved performance and productivity. More recently, Kryscynski and Coff (2024) have advanced this theory by emphasizing strategic human capital perspectives, including firm-specific investments, unit-level human capital resources, and value creation mechanisms—concepts directly applicable to cooperative organizations. Strategic Human Capital Theory, as advanced by Kryscynski and Coff (2024), extends Becker's (1993) foundational Human Capital Theory by focusing on how organizations strategically develop, manage, and retain valuable human resources to achieve sustained competitive advantage. While Becker emphasized that investments in education and training enhance individual productivity and earning potential, the strategic approach examines how organizations create firm-specific capabilities through their workforce and capture the value generated by human capital investments. In their 2014 study, Bridoux and Stoelhorst explored how fairness perceptions influence stakeholder cooperation, arguing that organizations must design governance systems that reflect moral legitimacy to sustain engagement. Their 2016 research emphasized stakeholder heterogeneity, showing that differences in preferences and power require adaptive strategies to balance value creation and distribution. More recently, they advanced behavioral stakeholder theory, highlighting how informal mechanisms—such as trust, reciprocity, and shared norms—complement formal structures in maintaining long-term stakeholder alignment and organizational resilience. The Diversity Management Maturity Model (DMMM) was developed by Bouten-Pinto (2018) and later refined by Smith-Meyer (2022) to provide a structured approach to assessing how organizations evolve in implementing diversity and inclusion. The model presents several stages of maturity that organizations undergo—from basic compliance with equality laws to the advanced integration of inclusive values into their culture and strategic objectives. It recognizes that inclusion does not happen overnight; rather, it develops progressively as the organization matures in its diversity management practices. The model emphasizes leadership commitment, policy implementation, inclusive culture-building, and continuous improvement as the main elements in achieving a fully inclusive organization. In relation to this study, the DMMM serves as an important framework for assessing how far cooperatives in Naga City have progressed in integrating inclusive employment practices. It helps identify whether cooperatives are still in the early stages of compliance or have already reached strategic and cultural integration of inclusivity. By applying the DMMM, the study can determine the maturity level of HR practices in promoting fairness, equality, and inclusiveness among cooperative members and employees. This is significant because cooperatives, as people-centered organizations, are expected to be models of equity and participation. In her 2016 work, Bouten-Pinto explored the role of reflexivity in managing diversity, emphasizing that inclusive leadership and critical self-awareness are essential for embedding diversity into organizational culture. Her 2018 doctoral research introduced the concept of ―culturewise practice,‖ showing how diversity practitioners navigate institutional constraints to promote inclusion across different maturity stages. SmithMeyer (2022) later refined the model by integrating strategic diversity planning and maturity Page No. 39 Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 © 2025 GLOBAL PUBLICATION HOUSE | International Journal of Social Science & Humanities Research Table 1.2 1.2 Assessment of Employment Practices in Terms of Employee Development Indicators Weighted Mean Rank Description 1. Presence of clear job description outlining your employee responsibilities. 4.32 2 P 2. Availability of opportunities for skill enhancement or professional development. 4.45 1 HP 3. Awareness of the criteria for promotion or career advancement within the cooperative. 4.18 4 P 4. Awareness of how the job security within the cooperative is rated. 4.07 5 P 5. Compensation is fair and competitive with similar roles in other organizations. 4.25 3 P Overall Weighted Mean 4.25 P Legend: 4.21–5.00 Highly Practiced (HP) 3.41–4.20: Practiced (P) 2.61–3.40: Moderately Practiced (MP) 1.81–2.60: Less Practiced (LP) 1.00–1.80: Not Practiced (NP) The results reveal that employee development within the cooperative is generally practiced (Overall Weighted Mean = 4.25). Among the indicators, the availability of opportunities for skill enhancement or professional development obtained the highest weighted mean of 4.45, described as highly practiced. On the other hand, awareness of job security and promotion criteria were rated lower (4.07 and 4.18, respectively. As the only one item classified as "Highly Practiced", this suggests that the cooperative places strong emphasis on upskilling and continuous learning. Such investment in employee growth is a vital driver of both individual performance and organizational innovation. The second highest ranking data result shows a solid foundation in role clarity, which is essential for setting expectations, guiding performance, and fostering accountability. While still within the "Practiced" range, our third highest ranked item suggests that employees perceive their pay as generally fair, though there may be room for improvement in INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY Volume 8 Issue No 11 (2025) Access: https://gphjournal.org/index.php/ssh benchmarking compensation against industry standards to ensure retention and satisfaction. In relation to awareness for the criteria to promotion, this points a potential gap in transparency regarding career progression pathways. Employees may benefit from clearer communication and structured frameworks for advancement to boost motivation and longterm engagement. Last and least ranked, though still categorized as "Practiced," this result reflects uncertainty among employees about their long-term stability within the organization. Addressing this concern through open dialogue and policy clarity could help reinforce trust and commitment. The results imply that the cooperative’s effort to promote employee growth is effective but can be strengthened through clearer promotion pathways and job security policies. When employees understand how their performance leads to career advancement, motivation and productivity tend to increase. The findings highlight the importance of structured capacity-building programs, not only to enhance technical skills but also to foster a sense of belonging and long-term commitment. Strengthening communication regarding advancement criteria and employment stability can further boost employee confidence, retention, and overall organizational success. Santini et al. (2021) emphasized that continuous improvement systems within cooperatives strengthen employee competencies and align workforce capabilities with organizational objectives, leading to sustained performance growth. Similarly, Geroso and Maguate (2023) found that well-structured employee development programs contribute significantly to cooperative efficiency by improving both operational and financial management outcomes. In practice, Madzivire and Maruta (2021) highlighted how strategic partnerships enhance cooperative training programs, promoting innovation and capacity building. Likewise, Quinones (2023) noted that financial management success in cooperatives depends largely on consistent staff development and training that empower employees to handle evolving operational challenges. It is recommended that a formal job security framework must be developed and communicated to employees, outlining stability factors such as performance, tenure, and cooperative growth. Integrating these discussions into onboarding and performance reviews, supported by visual tools like infographics and timelines, will strengthen employee confidence, reduce turnover anxiety, and encourage long-term engagement in cooperative development. Page No. 47 Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 © 2025 GLOBAL PUBLICATION HOUSE | International Journal of Social Science & Humanities Research Table 1.3 1.3 Assessment of Employment Practices in Terms of Job Security Indicators Weighted Mean Rank Description 1. Level of confidence in the long-term stability of your position at this cooperative. 4.47 1 HP 2. There are rules that protect from unfair dismissal. 4.28 5 P 3. Long-term employment is encouraged. 4.36 3 HP 4. Contracts and job terms are explained clearly. 4.41 2 HP 5. Level of reassurance gained from cooperativesponsored learning initiatives. 4.32 4 P Overall Weighted Mean 4.37 — HP Legend: 4.21–5.00 Highly Practiced (HP) 3.41–4.20: Practiced (P) 2.61–3.40: Moderately Practiced (MP) 1.81–2.60: Less Practiced (LP) 1.00–1.80: Not Practiced (NP) The results indicate that job security in the cooperative is highly practiced with an overall weighted mean of 4.37. The highest-rated indicators include confidence in long-term stability (4.47), clear explanation of contracts and job terms (4.41), and encouragement of long-term employment (4.36). However, the slightly lower scores on protection from unfair dismissal (4.28) and reassurance from learning initiatives (4.32) imply that while the environment promotes stability, there is room to strengthen employee protection policies and ensure that training programs also reinforce security and confidence in the organization. This data shows that the cooperative has established a strong foundation for ensuring employee stability and protection, fostering a reassuring work environment. Employees also INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY Volume 8 Issue No 11 (2025) Access: https://gphjournal.org/index.php/ssh feel secure in their roles and trust the cooperative’s commitment to sustained employment. Such confidence is a critical factor in employee morale, retention, and productivity. This reflects the cooperative’s transparency in employment agreements, which helps prevent misunderstandings and builds trust between management and staff. With encouragement on career longevity, employees not only benefit through stability but also strengthen institutional knowledge and continuity within the organization. Although still within the "Practiced" range, this suggests that while learning initiatives are present, their impact on perceived job security could be enhanced. Strengthening the link between training and long-term career prospects may further boost employee confidence. Despite being categorized as "Practiced," this result may point to a need for clearer communication or stronger enforcement of protective policies. Employees may benefit from more visible safeguards and grievance mechanisms to ensure fairness in employment termination. The findings imply that the cooperative effectively fosters an atmosphere of security and trust, which is essential for employee retention and motivation. When workers feel protected by fair policies and clear employment terms, they are more likely to invest effort, remain loyal, and perform efficiently. Enhancing legal safeguards and linking learning initiatives with long-term employment benefits can further solidify employees’ sense of stability. This sustained job security not only benefits the workforce but also contributes to organizational resilience and cooperative growth in the long run. Kapila, Giri, and Bajracharya (2021) emphasized that cooperatives play a vital role in promoting sustainable employment and financial stability, aligning organizational goals with employee welfare. Similarly, Khandker et al. (2022) explained that strong social capital— trust, transparency, and fairness—within cooperatives enhances job satisfaction and reduces turnover by improving perceived job security. Empirical evidence from Nguyen and Tran (2021) in Vietnam revealed that cooperative membership significantly contributes to economic stability and income predictability among members, indirectly ensuring job security. Furthermore, Paudel (2021) found that risk management practices in Nepalese cooperatives contribute to operational efficiency and employee confidence, as members perceive a lower threat of job loss or instability. It is recommended that cooperative institutionalize safeguards against arbitrary termination by embedding dismissal protection clauses in contracts and handbooks. It is also recommended to conduct awareness campaigns using real-life scenarios and Q&A formats will enhance understanding, while a confidential grievance and appeal system with thirdparty oversight will ensure impartiality. These measures will reinforce ethical governance and strengthen organizational reputation. Page No. 49 Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 © 2025 GLOBAL PUBLICATION HOUSE | International Journal of Social Science & Humanities Research SECTION II. Implementation of Practices Table 2.1 2.1 Assessment of Implementation of Practices in Terms of Inclusivity Indicators Weighted Mean Rank Descriptio n 1. Everyone is treated equally regardless of background. 4.47 2 I 2. Diversity is respected in the workplace. 4.55 1 HI 3. Cooperative provides a safe and effective way for employees to voice their concerns and suggestions regarding inclusivity and fairness. 4.42 3 I 4. There are rules against discrimination and harassment. 4.40 4 I 5. Cooperative offers policies and benefits (e.g., flexible work schedules, comprehensive leave) that accommodate the diverse needs of its employees. 4.38 5 I Overall Weighted Mean 4.44 — I Legend: 4.21–5.00 Highly Implemented (HI) 3.41–4.20: Implemented (I) 2.61–3.40: Moderately Implemented (MI) 1.81–2.60: Less Implemented (LI) 1.00–1.80: Not Implemented (NI) The findings show that inclusivity within the cooperative is implemented with an overall weighted mean of 4.44. Among the indicators, ―diversity is respected in the workplace‖ received the highest weighted mean of 4.55, described as highly implemented. Meanwhile, the lowest score of 4.38 was noted in the area of flexible and inclusive policies, such as comprehensive leave and work schedules. This indicates that inclusivity is actively practiced and embedded in the cooperative’s culture, though there remains room for further enhancement to reach the "Highly Implemented" threshold across all indicators. The data also shows a strong organizational commitment to embracing varied backgrounds, perspectives, and identities. An essential foundation for an inclusive and innovative work environment. This suggests that fairness and equity are well practiced, reinforcing a culture where employees feel valued and respected regardless of their personal or cultural differences. It also assumes the presence of accessible INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY Volume 8 Issue No 11 (2025) Access: https://gphjournal.org/index.php/ssh feedback mechanisms, which are vital for maintaining transparency and responsiveness in addressing inclusivity-related issues. While still within the "Implemented" range, this result may suggest that while policies exist, their visibility or enforcement could be strengthened to ensure employees feel fully protected and supported. Although this is a positive result, it points to opportunities for expanding or tailoring benefits to better meet the varied needs of a diverse workforce, such as caregivers, persons with disabilities, or those with unique cultural or religious practices. The results imply that the cooperative maintains an equitable and respectful environment, which is essential in promoting unity, trust, and productivity among employees. Inclusivity ensures that all members feel valued and heard, leading to greater participation and stronger cooperative culture. Joseph and Anders (2021) emphasized that financial sustainability in cooperatives is closely linked to inclusivity, as organizations that foster equality and respect for diversity tend to have stronger community trust and member participation. Likewise, Morgan and Lewis (2023) argued that inclusive practices contribute to sustainable development in rural cooperatives by ensuring that all members benefit from collective progress. Empirically, Mbatha and Ngcobo (2021) found that cooperative education promoting equality helps empower marginalized groups, particularly youth and women, to become active participants in the organization. Similarly, Vivit and Morales-Garma (2023) highlighted that compliance with cooperative laws in the Philippines, such as RA 9520, enhances fairness and transparency—key foundations of inclusivity and equal opportunity in cooperative operations. It is recommended that the cooperative conduct a participatory audit of current benefits to identify gaps in flexibility and relevance. It is also recommended to introduce inclusive offerings such as mental health days, gender-inclusive leave, and hybrid work options, and communicate them clearly during onboarding and HR orientations. Expanding benefits will improve perceptions of fairness, enhance work-life balance, and foster stronger loyalty across diverse employee groups. Table 2.2 2.2 Assessment of Implementation of Practices in Terms of Innovation Indicators Weighted Mean Rank Description 1. New ideas are welcomed to improve work. 4.6 3 HI 2. All members are encouraged to suggest improvements. 4.4 5 I 3. Technology helps make our work easier. 4.8 1 HI Page No. 51 Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 © 2025 GLOBAL PUBLICATION HOUSE | International Journal of Social Science & Humanities Research 4. Training programs offered by the cooperative focus on preparing employees for future skills and innovative roles. 4.7 2 HI 5. The cooperative has a system in place to recognize and reward employees who contribute to innovative solutions or practices. 4.5 4 HI Overall Weighted Mean 4.6 — HI Legend: 4.21–5.00 Highly Implemented (HI) 3.41–4.20: Implemented (I) 2.61–3.40: Moderately Implemented (MI) 1.81–2.60: Less Implemented (LI) 1.00–1.80: Not Implemented (NI) The findings show that innovation within the cooperative is highly implemented, with an overall weighted mean of 4.6. The results indicate that employees strongly agree that technology plays a key role in improving work efficiency, as reflected in the highest rating of 4.8. Training programs that prepare employees for new skills and changing roles also received a high rating (4.7). Meanwhile, the cooperative’s openness to new ideas and recognition for innovative contributions are rated at 4.6 and 4.5 respectively. The relatively lower score on member participation in suggesting improvements is rated at 4.4. This indicates that the cooperative has successfully cultivated a culture of innovation, where creativity, technology, and forward-thinking strategies are actively encouraged and supported. This reflects the cooperative’s strong integration of technological tools and systems to streamline operations, enhance productivity, and reduce manual workload. Such a high score suggests that employees recognize and benefit from digital solutions that improve their day-to-day tasks. The data suggests the cooperative’s proactive approach to workforce development, ensuring that employees are equipped with the competencies needed to thrive in evolving roles and contribute meaningfully to innovation. This practice fosters a dynamic environment where employees feel empowered to share suggestions and challenge conventional methods, driving continuous improvement. These results suggest that the cooperative is effectively integrating innovation into its daily operations, helping employees become more efficient and adaptable to change. This culture of innovation benefits not only the organization but also its members by promoting continuous improvement and responsiveness to emerging needs. Although still within the "Highly Implemented" range, this result could point to subtle gaps in inclusivity or communication. Ensuring that all voices—regardless of role or tenure—are actively invited and valued in the innovation process could further strengthen collaborative creativity. Strengthening communication channels and providing incentives for creative suggestions can INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY Volume 8 Issue No 11 (2025) Access: https://gphjournal.org/index.php/ssh help every member feel more involved, fostering a stronger sense of ownership and collaboration in building a forward-looking cooperative. Schallmo, Williams, and Tidd (2022) emphasized that innovation thrives in organizations that align their digital strategies with employee engagement and continuous learning. They noted that when cooperatives promote innovation across all levels, it leads to better adaptability and long-term success. Similarly, Srivastava et al. (2023) highlighted that digital innovation improves collaboration, decision-making, and customer interaction factors that are crucial for cooperative growth. Supporting this, Agbayani-Caballero (2021) found that multi-purpose cooperatives with strong innovation climates achieve higher sustainability and member satisfaction. Sotto Geroso (2023) likewise observed that cooperatives in Negros Occidental that encourage employee creativity through training and recognition programs tend to perform better in delivering services and adapting to modern challenges. It is recommended that the cooperative maintain its strong innovation culture by continuously investing in technology and skill-based training - establishing structured innovation channels such as suggestion boxes, digital forums, and monthly ―idea huddles‖ to encourage member participation. It is also recommended to provide facilitation training for team leads to ensure inclusive brainstorming and recognize contributions beyond implemented ideas. This will broaden ownership of innovation, boost morale, and embed a democratic culture of continuous improvement. Table 2.3 2.3 Assessment of Implementation of Practices in Terms of Working Conditions Indicators Weighted Mean Rank Description 1. The cooperative provides a safe and healthy working environment for all employees. 4.70 1 HI 2. The cooperative provides the necessary tools, equipment, and resources for you to perform your job efficiently and safely. 4.62 2 HI 3. The cooperative is effective in ensuring fair and regular working hours, including appropriate overtime compensation. 4.45 3 HI 4. The cooperative implements a clear and fair system for managing employee performance and providing regular feedback. 4.30 4 HI 5. The cooperative's management handles employee grievances and concerns in a timely and impartial manner. 4.10 5 I Overall Weighted Mean 4.43 — HI Page No. 53 Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 © 2025 GLOBAL PUBLICATION HOUSE | International Journal of Social Science & Humanities Research Legend: 4.21–5.00 Highly Implemented (HI) 3.41–4.20: Implemented (I) 2.61–3.40: Moderately Implemented (MI) 1.81–2.60: Less Implemented (LI) 1.00–1.80: Not Implemented (NI) The results presented in Table 2.3 reveal that the cooperative’s practices in terms of working conditions are highly implemented across all indicators, with weighted means ranging from 4.10 to 4.70. Ranked first is the cooperative’s provision of a safe and healthy working environment (WM = 4.70), followed by the availability of necessary tools, equipment, and resources (WM = 4.62). The cooperative’s effectiveness in ensuring fair and regular working hours with proper overtime compensation ranks third (WM = 4.45). Managing employee performance and feedback systems ranks fourth (WM = 4.30), while handling employee grievances and concerns ranks last (WM = 4.10), though still described as Implemented. This data suggests that workplace safety and employee well-being are top priorities. A secure and health-conscious environment not only protects employees physically but also contributes to psychological comfort and job satisfaction. This also indicates that the cooperative is well-equipped to support operational efficiency and safety, which are essential for maintaining high performance and minimizing workplace hazards. There is also a reflection of a strong adherence to labor standards and fairness in time management, which helps prevent burnout and promotes work-life balance. While still "Highly Implemented," the slightly lower score may suggest opportunities to enhance the consistency or clarity of performance evaluations and feedback mechanisms. This may point to areas where responsiveness or impartiality in grievance handling could be improved. Strengthening this aspect would further reinforce trust and transparency within the organization. Overall, the cooperative demonstrates a commendable level of implementation in terms of working conditions. The emphasis on safety, resource provision, and fair labor practices sets a strong foundation for employee satisfaction and productivity. However, enhancing grievance resolution processes and refining performance management systems could elevate the cooperative’s practices to an even higher standard of excellence. The findings align with prior studies emphasizing the importance of supportive working conditions in promoting employee satisfaction and organizational performance. According to Griep et al. (2024), sustainable human resource management requires organizations to uphold fairness, safety, and open communication, as these elements contribute to long-term employee engagement and productivity. Similarly, Dai and AkeyTorku (2020) found that managerial psychology and fair treatment significantly influence job satisfaction, suggesting that effective leadership and a safe environment are crucial components of employee well-being. These perspectives reinforce the present study’s results, showing that the cooperative’s commitment to providing healthy and fair working conditions aligns with global standards of human resource management. INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY Volume 8 Issue No 11 (2025) Access: https://gphjournal.org/index.php/ssh Overall, the data suggest that the cooperative effectively implements policies promoting employee welfare, fairness, and safety. However, while all areas scored high, the relatively lower mean for grievance handling (4.10) indicates a potential area for improvement. Strengthening mechanisms for addressing employee concerns could enhance trust and further promote a positive organizational climate. In summary, the cooperative demonstrates a well-established and sustainable approach to maintaining favorable working conditions, reflecting a high level of implementation consistent with contemporary HRM practices. It is recommended that the cooperative streamline grievance procedures to ensure clarity, confidentiality, and timeliness. It is also recommended to introduce impartial mechanisms such as third-party mediation or spokesperson roles, and regularly report anonymized grievance trends to employees. These actions will enhance psychological safety, reduce workplace tension, and build a culture of accountability and fairness. INPUT-PROCESSOUTPUT Input The study was grounded in a rich set of inputs that shaped its direction and depth. These included the employment systems and practices of a selected cooperative in Naga City, particularly those engaged in human resource services. Key inputs encompassed cooperative members, and staff, who served as primary sources of data. The research was informed by national legal frameworks such as the Philippine Cooperative Code (RA 9520), the Labor Code, and local government initiatives facilitated by the Naga City Cooperative Development Office (NCCDO). Theoretical foundations, namely Strategic Human Capital Theory, the Diversity Management Maturity Model (DMMM), and Stakeholder Theory—served as the conceptual lens for analyzing fairness, inclusivity, and strategic value creation within cooperative employment systems. Process The research employed a descriptive-evaluative design to systematically examine employment practices and their implementation. Data were gathered through surveys, key informant interviews, and document analysis, which allowed for both quantitative and qualitative insights. The process involved assessing recruitment, employee development, job security, inclusivity, innovation, and working conditions. These dimensions were evaluated against the maturity stages outlined in the DMMM and interpreted through the strategic and stakeholder-oriented perspectives of the guiding theories. The analysis identified strengths, gaps, and opportunities for improvement in how cooperatives fostered inclusive growth through employment. Output The study yielded a comprehensive understanding of best employment practices among Naga City cooperatives. It revealed that many cooperatives had matured in their human resource systems, demonstrating strong alignment with inclusive values and strategic Page No. 55 Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 © 2025 GLOBAL PUBLICATION HOUSE | International Journal of Social Science & Humanities Research References 1987 Philippine Constitution. (1987). The Constitution of the Republic of the Philippines. Official Gazette. https://www.officialgazette.gov.ph/constitutions/1987-constitution/ Agbayani-Caballero, D. J. (2021). Climate for creativity and innovation: Impact on the sustainability of multi-purpose cooperatives. Philippine Journal of Cooperative Studies, 5(1), 50–70. Akdere, M., & Egan, T. (2020). Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance. Human Resource Development Quarterly, 31(4), 393-421. Alang, T., Stanton, P., & Rose, M. (2022). Enhancing employee voice and inclusion through inclusive leadership in public sector organizations. Public Personnel Management, 51(3), 309–329. https://doi.org/10.1177/0091026022108558 Asian Productivity Organization. (2022). Human Capital Development in Asia-Pacific Cooperatives. Becker, G. S. (1993). Human capital: A theoretical and empirical analysis, with special reference to education (3rd ed.). University of Chicago Press. Bouten-Pinto, L. (2018). Diversity Management Maturity Model (DMMM): Framework for inclusive organizational growth. Cooperative Development Review, 9(2), 101–118. Brown, J., Jones, P., Meadows, A., & Murphy, F. (2021). Building resilience through cooperation: Two case studies. Learned Publishing, 34. https://doi.org/10.1002/leap.1354 Bryer, A. (2020). Making organizations more inclusive: The work of belonging. Organization Studies, 41(5), 641–660. https://doi.org/10.1177/0170840618814576 Buyucan, R. P. (2019). Operations management and performance of agricultural cooperatives. Journal of Cooperative Studies. Cadusale, C. O. (2023). Farmer’s experiences: The case of agrarian reform beneficiaries. European Journal of Social Sciences Studies, 8(5), 1–15. Chordiya, R. (2022). Organizational inclusion and turnover intentions of federal employees with disabilities. Review of Public Personnel Administration, 42(1), 60–87. https://doi.org/10.1177/0734371X20942305 Chungyas, J., & Trinidad, F. L. (2022). Strategic management practices and business performance of cooperatives in Ifugao, Philippines: Basis for strategic planning model. International Journal of Management & Entrepreneurship Research, 4(2), 84104. https://doi.org/10.51594/ijmer.v4i2.293 INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY Volume 8 Issue No 11 (2025) Access: https://gphjournal.org/index.php/ssh Cooperative Development Authority (CDA). (2022). Showcasing Feats Conquering Limits. https://cda.gov.ph/publication_category/annual-report/ Cruz, A. (2023). Digital transformation and inclusive innovation in cooperatives. Tech4Dev Philippines, 5(2), 19–34. Dimas, B., Lyne, M., & Bailey, A. (2022). Identifying and addressing institutional problems constraining the financial performance of rice cooperatives in the Philippines. Asian Journal of Agriculture and Rural Development, 12(3), 148–156. Dela Cruz, J. M. M. (2023). Human Resource Management Practices on Inclusive Employment for Persons with Disabilities in the Philippines. International Journal of Multidisciplinary: Applied Business and Education Research, 4(1). Espinosa, L. (2019). Engagement and Job Performance among Selected Employees of Panabo Multi-Purpose Cooperative in Panabo City. https://repository.umindanao.edu.ph/handle/20.500.14045/209 Freeman, R. E. (1984). Strategic management: A stakeholder approach. Cambridge University Press. https://lib.ugent.be/catalog/ebk01%3A3710000000347663 Gérard, A., Francis, N. O., Esther, O., & Abdulahi, T. O. (2019). Capacity building in cooperative organization: Ground for change. Geroso, P. J. M., & Maguate, G. (2023). Organizational, social, economic, and financial management performance of cooperatives. International Journal of Scientific Research and Management (IJSRM), 11(10), 1–10. Inclusive Employment. (2020, May 22). Inclusive disability employment. PFP IDe Fellowship. https://pfp-idefellowship.org/about-fellowship-in-us/inclusiveemployment/ International Cooperative Alliance. (2020). Cooperatives and the Sustainable Development Goals. International Labour Organization. (2021). Cooperatives and the Future of Work. Geneva: ILO Publications. Isaac, J., Nizeyimana, R., & Nyiransabimana, M. (2020). Cooperatives as pillars of inclusive development: Rwandan case study. Cooperative Studies Review, 15(2), 78–92.* Jeong, M., Lee, D., & Lee, C. (2021). Effectiveness of cooperative governance: An analysis of decision-making processes and member satisfaction. Asian Cooperative Review, 10(1), 45–62. Joseph, C., & Anders, E. (2021). Financial sustainability in cooperatives: A systematic review. Journal of Cooperative Studies, 13(4), 345–365. Page No. 63 Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 © 2025 GLOBAL PUBLICATION HOUSE | International Journal of Social Science & Humanities Research Kapila, S., Giri, M., & Bajracharya, D. (2021). Role of cooperatives in achieving sustainable development goals in Nepal. Nepal Journal of Development Studies, 5(1), 20–30. Khandker, S. R., Samad, H. A., & Ali, R. (2022). Linking social capital to cooperative performance: Evidence from Bangladesh. World Development Perspectives, 25, 100395. Madzivire, S., & Maruta, C. (2021). Strategic partnerships in cooperative development: Lessons from Zimbabwe. African Journal of Cooperative Development, 9(1), 31–48. Mbatha, M., & Ngcobo, T. (2021). Cooperative education and its impact on youth entrepreneurship in South Africa. Journal of African Business Education, 6(2), 78–92. Mbatha, M., & Ngcobo, T. (2021). Cooperative education and its impact on youth entrepreneurship in South Africa. Journal of African Business Education, 6(2), 78–92. Morgan, B., & Lewis, D. (2023). Sustainable development in rural cooperatives: Strategies and outcomes. Journal of Sustainable Rural Development, 14(2), 160–177. Mutuku, M., & Karani, P. (2022). The influence of cooperative values on member loyalty: A Kenyan perspective. East African Journal of Cooperative Studies, 11(3), 201–218. Mutuku, C., & Karani, M. (2022). Transparent hiring and cooperative trust. African Journal of Cooperative Development, 10(3), 112–125. Nguyen, T. L., & Tran, M. T. (2021). Impact of cooperative membership on household income in Vietnam. Journal of Development Studies, 58(1), 35–51. Nogueira, L. C., & Silva, R. (2022). Governance challenges in urban cooperatives: Evidence from Brazil. Urban Cooperative Review, 7(1), 49–66. Philippine Institute for Development Studies. (2021). Policy Notes on Inclusive Employment. Paudel, G. P. (2021). Risk management and efficiency of cooperatives: A study of Nepalese cooperative societies. International Journal of Scientific & Engineering Research, 12(12), 274–283. Presidential Decree No. 442. (1974). Labor Code of the Philippines, as amended. Official Gazette. https://www.officialgazette.gov.ph/1974/05/01/presidential-decree-no-442-s1974/ Quinones, R. D. F. (2023). Financial management practices of Basud Development Cooperative (BADEVCO). International Journal of Innovative Science and Research Technology, 8(1), 193–222. Ramizo, A., de la Rosa, L., De Alday, M., Arceo, C., Cedilla, J., Jallores, R., Agnas, N., & Ogarte, N. (2024). Policies and practices: Optimizing operational efficiency and performance metrics in Naga City cooperatives. GPH-International Journal of Business Management, 7(12), 111–148. INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY Volume 8 Issue No 11 (2025) Access: https://gphjournal.org/index.php/ssh Republic Act No. 6939. (1990). An Act creating the Cooperative Development Authority to promote the viability and growth of cooperatives as instruments of equity, social justice, and economic development. Official Gazette. https://www.officialgazette.gov.ph/1990/03/10/republic-act-no-6939/ Republic Act No. 9520. (2008). Philippine Cooperative Code of 2008. Official Gazette. https://www.officialgazette.gov.ph/2009/02/17/republic-act-no-9520/ Ringor, A. P., Angeles, I., & Castaño, M. C. N. (2022). A Compliance and Marketing Towards Viability and Sustainability of Multipurpose Cooperative Models. Asian Journal of Research in Business and Management, 4(1), 149–167.* Reyes, J. (2022). Gender equity in cooperative employment. Women and Work Journal, 9(3), 33–47. Santini, B., Pinheiro, G., Wakulicz, G., & Lima, É. (2021). System of continuous improvement for a cooperative organization in Southern Brazil. Research, Society and Development, 10(12), 1–15. Satyendra. (2020, October 10). Human resource management practices and organizational performance. IspatGuru. https://www.ispatguru.com/human-resource-managementpractices-and-organizational-performance/ Schallmo, D., Williams, C. A., & Tidd, J. (2022). The art of holistic digitalisation: A metaview on strategy, transformation, implementation, and maturity. Journal of Business Innovation Studies, 15(3), 201–225. Kryscynski, D., & Coff, R. (2024). Empirical opportunities for advancing theory and research on strategic human capital. Strategic Management Journal, 45(3), 531–562. https://doi.org/10.1002/smj.3558 Bridoux, F., & Stoelhorst, J. W. (2022). Stakeholder theory, strategy, and organization: Past, present, and future. Strategic Organization, 20(4), 797–809. https://doi.org/10.1177/14761270221145621 Smith-Meyer, R. (2022). Advancing diversity management: Refining the Diversity Management Maturity Model (DMMM). International Journal of Human Resource Studies, 12(4), 56–74. Sotto Geroso, P. J. M. (2023). More than just a movement: Capacitating cooperatives in Negros Occidental of Region VI. International Research Journal of Science, Technology, Education, & Management, 3(4), 100–115. Srivastava, R., Gupta, P., Kumar, H., & Tuli, N. (2023). Digital customer engagement: A systematic literature review and research agenda. Australian Journal of Management, 48(2), 214–239. Page No. 65 Flores, R., Bodanio, J., Morales, F., Betito, A., Buenaventura, J., & Mores, M. (2025). INCLUSIVE GROWTH THROUGH HUMAN RESOURCES COOPERATIVES: IDENTIFYING BEST EMPLOYMENT PRACTICES IN NAGA CITY. GPH-International Journal of Social Science and Humanities Research, 8(11), 31-66. https://doi.org/10.5281/zenodo.17960123 © 2025 GLOBAL PUBLICATION HOUSE | International Journal of Social Science & Humanities Research Thompson, E. (2021, November 19). Why diversity and inclusion is vital for your employee retention. Diversity and Ability (D&A). https://diversityandability.com/blog/whydiversity-and-inclusion-is-vital-for-your-employee-retention/ Tullao, T. S., Cabuay, C. J. R., & Hofileña, D. S. (2015). Establishing the Linkages of Human Resource Development with Inclusive Growth. Philippine Institute for Development Studies. Torres, L. (2021). Cooperative education and member empowerment. Journal of Cooperative Learning, 4(1), 58–72. United Nations. (2015). Transforming our world: The 2030 agenda for sustainable development. United Nations. https://sdgs.un.org/2030agenda United Nations. (n.d.). Sustainable Development Goal 10: Reduced inequalities. United Nations. https://sdgs.un.org/goals/goal10 United Nations. (n.d.). Sustainable Development Goal 8: Decent work and economic growth. United Nations. https://sdgs.un.org/goals/goal8 UNESCO. (2020). Education and Skills for Inclusive Growth in Southeast Asia. Vivit, C. S., & Morales-Garma, W. J. (2023). Social audit performance of cooperatives in Northeastern Cagayan, Philippines: A study on compliance with RA 9520. Revista de Gestão Social e Ambiental, 17(5), e03343. Zulmi, M. M. (2021, November 26). Inclusive human resource management (HRM) practices for employees with disabilities as an effort to manage diversity. Studies of Applied Economics, 39(12). https://ojs.ual.es/ojs/index.php/eea/article/view/6002 Dai, B., & Akey-Torku, B. (2020). The influence of managerial psychology on job satisfaction among healthcare employees in Ghana. Healthcare, 8(3), Article 262. https://doi.org/10.3390/healthcare8030262 Griep, Y., Hansen, S. D., Kraak, J. M., Sherman, U., & Bankins, S. (2024). Sustainable human resource management: The good, the bad, and making it work. Organizational Dynamics, 53(4), 101112. https://doi.org/10.1016/j.orgdyn.2024.101112 Page No. 66