@book{191,
	author = {Reginalde, Audy J.},
	title = {Management practice and performance of an agripreneurial institution in Nueva Vizcaya: a case study/},
	publisher = { Nueva Vizcaya State University,},
	year = {2019.},
	address = {Bayombong:},
	note = {The study assessed the management practices and the performance of the Nueva Vizcaya Agricultural Terminal Inc., particularly, the relationships that existed between the socio-economic aspect to the management practices functions of planning organizing. directing, coordinating and controlling and to the performance in terms of the financial perspective, customers' perspective, internal business processes and the learning and growth perspective. Correlation analysis was utilized to determine the relationship between the respondent’s socio demographic, management practices and performance.
The study shows that NVAT Inc. employees were mostly male whose age fell under 36-45 years old belonging to the Igorot and Ilocano group. Half of respondents were Bachelor's degree graduate based in the administrative, finance, accounting and the business line department, particularly, the marketing and agricultural production program.

The planning aspect of the management practices rolled out on seven statement where employees considered their organization high in setting organizational goals, developing strategies to reach those goals, determining resources needed, setting of standards, working out in advance for achieving terminal objective for both on short term and long term period, approaches of the terminal pointing to a declaration that something will happen in the future and in activating preemptive preparation for future scenario that must be in placed in the organization.

The level of performance in this study considered four areas; the financial perspective, customers' perspective, business processes perspective and the learning and growth perspective. The assessment of employees in the financial perspective of the organization was high, customer perspective, internal business processes and learning and growth perspective was qualitatively rated high respectively. Overall, the employees rated the overall performance at high level.
The financial perspective under this study explored in three statements where the employees rated themselves high in their outlook regarding financial performance of NVAT in terms of profit, liabilities, assets and owners' equity, borrowing capacity of NVAT from its creditors wherein creditors were willing to offer financial provision to NVAT.

The respondents' level of adoption of the management practices of organizing, directing and coordinating did not correlate significantly with the socio-economic attributes. However, the respondent’s adoption of the management practices of controlling/leading significantly correlated with ethnicity, length of service and the number of related trainings attended.
All variables on management practices adoption, such as organizing, directing, controlling, coordinating, and planning significantly correlated with the variables on the level of performance in terms of financial perspective, customers' perspective, business processes perspective, and learning growth perspective. The result denotes those personnel of the NVAT who were Ilocanos, and those who had rendered more years of service, and those who had attended a greater number of related trainings and seminars had higher adoption of more appropriate management practices of leading/controlling in the institution.

The positive correlation coefficients denoting the relationships between the variables inferred that those personnel who had attended a greater number of related trainings and seminars had higher level of performance in financial and learning and growth perspective. The higher the level of adoption of the NVAT personnel on the appropriate management practices, the higher would also be their level of performance of the Nueva Vizcaya Agricultural Terminal, Inc.

Key words: correlation, financial perspective, learning and growth perspective, level of performance, management practices
}
}