Ipo Sample 5 HRM

POLYTECHNIC UNIVERSITY OF THE PHILIPPINES 1
Chapter I
THE PROBLEM AND ITS BACKGROUND

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Introduction
Job Satisfaction is claimed to be the most broadly researched topic among
employees in general. The discussion of this topic is getting broader at this time.
Job satisfaction or employee satisfaction has been distinct in many different ways.
Some believe it is simply how content an individual is with his or her job, in other
words, whether or not they like the job or individual aspects or facets of jobs, such
as nature of work or supervision (Wikipedia).
Hoppock defined job satisfaction as any arrangement of psychological,
physiological and environmental circumstances that cause a person truthfully to
say I am satisfied with my job (Hoppock, 1935).
Vroom in his definition on job satisfaction focuses on the function of the
employee in the workplace. Thus he defines job satisfaction as affective
orientations on the part of individuals toward work roles which they are presently
occupying (Vroom, 1964).
Job satisfaction represents a combination of optimistic or pessimistic feelings
that workers have towards their work. Meanwhile, when a worker employed in a
business organization, brings with it the needs, desires and experiences which
determines expectations that he has dismissed. Job satisfaction represents the

degree to which expectations are and match the real awards. Job satisfaction is
closely linked to that individual's behavior in the work place (Davis et al., 1985).
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Job satisfaction is a worker’s sense of accomplishment and success on the
job. It is generally perceived to be directly linked to productivity as well as to
personal well-being. Job satisfaction implies doing a job one enjoys, doing it well
and being rewarded for one’s efforts. Job satisfaction further implies enthusiasm
and happiness with one’s work. Job satisfaction is the key part that leads to
recognition, income, promotion, and the achievement of other goals that lead to a
feeling of fulfillment (Kaliski, 2007).
Job satisfaction can be defined also as the extent to which a worker is content
with the rewards he or she gets out of his core her job, particularly in terms of
intrinsic motivation (Statt, 2004).
The term job satisfaction refers to the attitude and feelings people have about
their work. Positive and favorable attitudes towards the job indicate job
satisfaction. Pessimistic and unfavorable attitudes towards the job indicate job
dissatisfaction (Armstrong, 2006).
Job satisfaction is the collection of feeling and beliefs that people have about
their current job. People’s levels of job satisfaction can range from extreme
satisfaction to extreme dissatisfaction. People also can have attitudes about
various aspects of their jobs such as the kind of work they do, their coworkers,
supervisors or subordinates and their pay (George et al., 2008).

Job satisfaction is a complex and multifaceted concept which can mean
different things to different people. Job satisfaction is usually related with

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motivation, but the nature of this relationship is not clear. Satisfaction is not the
same as motivation. Job satisfaction is more of an attitude, an internal state. It
could, for example, be connected with a personal feeling of achievement, either
quantitative or qualitative (Mullins, 2005).
We consider that job satisfaction represents a feeling that appears as a result
of the perception that the job enables the material and psychological needs (Aziri,
2008).
Job satisfaction enables the company to fit the right person to the right job
and to keep them satisfied. It is about the employee’s attitude about their work
which is based on various elements from their environment. This enables the
organization to keep and retain their valued workforces in the organization.
Job satisfaction is quite highly correlated with overall happiness of the
employees within an organization and can be looked at as one of its main
components for the work performance of those employees (Argyle, 1989).
Employee’s attitude towards work is directly associated with job satisfaction.
As job satisfaction is necessary for productivity, it is important for an organization
to understand the attitude and measure the job satisfaction of its employees. An
employee who is satisfied with his job exceeds expectations and performs better
at what he does.
The effect of job satisfaction on employee’s efficiency is either positive or
negative and may also have an effect with their fulfillment with life. If the
employee’s approach towards work PisI aN negative

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one, so as their competency to
produce positive results which will cause clashes in the workplace.
What motivates an employee and what guarantees personal fulfillment?
Security of tenure and good paying jobs are two of the factors that may meet the
financial short and long term needs of an employee. However, there is no
assurance that the employees are contented and happy with their work.
Background of the Study
Modulplus System Corporation is a modular kitchen and closet manufacturer
based in Manila, Philippines. The company specializes in the middle to the high
end of the Philippine market and caters to the high rise projects.
Modulplus System Corporation offers world-class cabinetries that make daily
routines a pleasurable habit. A perfect balance of beauty and utility, Modulplus
System Corporation uses imported materials and fittings to ensure precise and in
synch movement.
Modulplus System Corporation was formed to be a leading innovator in the
furniture industry through the manufacture of wood-based panel furniture,
furniture components, interior finishing and architectural products.

Specializing in finishing systems for commercial and industrial applications,
Modulplus System Corporation has a wide repertoire of products in tune with

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current trends in design and functionality.
Strong values are an integral part of the Modulplus System Corporation
corporate culture. These values are the fundamental principles that guide the
everyday actions of Modulplus System Corporation associates.
• Respect for the Individual is a corporate value and a corporate goal. It is the
highest priority of every associate at Modulplus System Corporation to respect
individual differences and trust each other as equal partners.
• Financial Strength is the foundation for all that we do. We are committed to
creating value for associates and customers.
• Diversity is creating a harmonious work environment by recognizing and
respecting individual differences in all individuals and being committed to
offering opportunities to all ethnic groups.
• Integrity is a personal commitment. It must be reaffirmed every day - in job
function and through every customer served. Community requires giving back
to the communities where we do business, both as a company and as
individuals through involvement in civic and charitable activities.
Cultivating an environment that embraces diversity of race, gender, faith,
sexual orientation, experience and thought is about more than doing the right
thing. The thoughtful inclusion of every associate at every level of the business
facilitates the open exchange of ideas and engages individuals, allowing them to
feel comfortable giving opinions.

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In a culture of diversity and inclusion, associates feel valued and respected.
They listen to each other and actively consider what they hear. This helps
generate new ideas and create solutions that enable the organization to function
at an optimal level and realize business growth objectives.
Recognizing that excellence comes in a variety of forms and that having a
diverse workforce allows us to benefit from a variety of perspectives, it is essential
to our future growth and success to attract associates from a diverse talent pool.
The company is committed to providing equal opportunity in all our
employment practices and we work to eliminate discrimination and harassment in
all its forms. In addition to Modulplus System Corporation's commitment to a
diverse workforce, the company also encourages and supports a diverse supplier
base.
Already, Modulplus has developed core competencies in (1) offering high-
quality whose image is recognizable among consumers; (2) creating a sense of
community among clients; and (3) developing a reputation as a reliable
manufacturer. The firm intends to build on these competencies through marketing
efforts.
The family business is the world’s dominant form of business organization.
Based on figures compiled by the Family Firm Institute (FFI), family firms comprise
80 to 90% of all businesses in North America. In the United Kingdom 75% of all
businesses are family businesses.
Contrary to most expectations, Pfamily

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businesses are not limited to small,
“mom and pop” operations. Some of the world’s biggest and best-known
companies are actually family-owned. In the United States, some 37% of Fortune
500 companies are family-owned while 60% of publicly-listed companies are
family-controlled (FFI figures). Wal-Mart, Ford, Mars Corporation, J.P. Morgan,
Firestone, DuPont and Levi Strauss are some examples of big family businesses
in the U.S. Other family-owned or family-controlled multinational companies with
popular brands include: L’Oreal (France), Benetton (Italy), Siemens (Germany),
Ikea (Sweden), Lego (Denmark) and Kikkoman (Japan).
In the Philippines, it is estimated that at least 80% of businesses are family-
owned. In fact, most big corporations are family-owned or family-controlled. These
companies, whose ownership may be already dispersed, are still identified with
the founding family. They would include Ayala Corporation (Ayala family),
Metrobank (George Sy Family), ABS-CBN and Meralco (Lopez family), J.G.
Summit Holdings (Gokongwei family) and SM Prime Holdings (Henry Sy family).
Although these companies are publicly listed and hence, ownership may include
non-family shareholders, each family’s influence on these companies is still far-
reaching: the top position is occupied by a family member. In addition, other family
members are part of the board of directors and/or are corporate officers.
Just what is a family business and why is it different from other forms of
businesses? There are numerous definitions, as scholars cannot seem to agree

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on one operational definition. The primary criterion has been ownership. Some
would insist that at least 50% of ownership should reside in one family for it to be
considered a family business. Other scholars such as Donckels and Fröhlich
require 60% or more equity in the family business. Ayala Land, Inc. fits this
criterion and may be classified as a family business. It is 65.5% owned by the
Ayala family. Others however say that ownership can be substituted by other
factors such as management control or management influence. When family
members influence the direction of the business even though they may own less
than the majority of the stock, the firm may be considered a family business.
Fred Neubauer and Alden Lank, in their book The Family Business: Its
Governance for Sustainability, argue that voting control should be in the hands of
one family. They cite Siemens as an example of a company controlled by one
family. The Siemens family controls only 10% of the voting rights of the company.
The 90% however is spread among 607,000 non-family shareholders. Thus the
influence of the Siemens family is very significant.
When a significant number of family members sits on the board of directors
or are part of senior management, then for scholars like Smyrnios and Romano,
the company is a family business. SM Prime Holdings, which owns all the SM
Supermalls across Metro Manila and select provinces, meets these criteria.
Based on its 1999 annual report, out of the seven board directors, five seats
are held by Henry Sy, Sr. and his children. Six family members are executive
officers as well. This is in contrast toPAyala

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Land where although the family owns
65.5% of the company, only two family members sit on the board and no one
family member serves on the management committee.
It is clear that there are peculiarities that are unique to the family business.
The family business is made up of three separate but overlapping systems
according to Davis et.al. as cited by Hilbert- Davis and Dyer in Consulting to
Family Businesses. The three systems are: 1) the business system; 2)
ownership/governance system; and 3) family system.
Because these three systems overlap, conflicts arise. Since family members
run the business, family issues are brought into the business and business issues
are carried over into the family. Recently, the rivalry between the two children of
the late textile magnate Ramon Siy (whose family owns Jag/Lee, Kenny Rogers
and Seattle’s Best) have made the headlines. One business columnist reports that
the family has been divided into two camps. The only recourse may be to break
up the properties and distribute them among the heirs.
The family business faces other challenges uniquely its own. Because of the
duality or multiplicity of roles (i.e. as father, husband and president of the
company), problems can occur where one family member acts out a role
inappropriate for the situation. Family conflicts when left unchecked can lead to
the collapse of the business. Other causes for the failure of the family business
are: inadequate estate planning, failure to properly prepare for the transition to the
next generation, and lack of estate taxes -- the three leading causes for family
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business failure according to the Family Firm Institute.
Despite these challenges, family businesses enjoy opportunities that may not
be present in other business organizations. Studies show that family businesses
can outperform other companies because family members tend to think long-term.
In addition, because the family name is attached to the business, the family
members are willing to work longer hours and plow back earnings to ensure the
success of the venture.
The family business can be a major contributor to a country’s economic
growth. According to Shanker and Astrachan, family firms contribute about 49%
to the total GDP of the United States. Based on FFI figures (Family Firm Institute),
family-owned businesses account for 60% of total job employment. Recognizing
the potential of family businesses as engines of economic development, the
DLSU-Angelo King Institute has created the Family Business Studies Center. The
Center intends to become a resource for small and medium-scale family
businesses by providing information, training, consulting services and research
(Johnston, 2004).
It is important to understand that a family business is a business enterprise
owned, managed or controlled by a family or individual; and, where there has a
transition from one generation to another or in the case of a founder-owned firm,
where there is a plan for such a transition. Using this definition, it is possible for a
company publicly listed in a stock exchange to still be considered as a family
business.
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It is estimated that family businesses make up more than 90% of the world’s
companies. In the Philippines, the estimate is close to a 100% with government
and foreign-owned firms as the major exceptions.
Family businesses dominate even among the largest companies in the world.
Among companies with revenues of more than $1 Billion a year, family businesses
compose 33% of companies in the United States, 40% in France and Germany
and close to 50% in Brazil. In Sweden, the Wallenberg family control companies,
like Ericsson, representing around 50% of total stock market capitalization of the
Swedish stock market. The top ten families control 34% of market capitalization
in Portugal, and 29% in France and Switzerland. The Agnelli family controls more
than 10% of the Italian stock market.
Family dynasties, through their businesses control economies of major
nations of the world. For example, the top 15 families control 84% of the GDP of
Hongkong, 76% in Malaysia, 48% in Singapore and 47% in the Philippines. In
South Korea, about 20 families control companies that make up 60% of the
country’s South Korean stock market value and most of its exports.
There are cultural reasons why family businesses will continue to dominate
the economy especially in Asia. In this part of the world, the basic unit of society
is the family and not the individual. Families will, therefore, want to ensure that
their legacies will continue for future generation.

Most management gurus believe that family businesses do not encourage
professionalism in business and discourage meritocracy. But several studies from

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several reputable consulting firms have already shown that over the long run, the
survival rate of family businesses is higher than nonfamily businesses. In fact, the
longest surviving companies in the world are all family businesses. There is solid
evidence that family businesses can become globally competitive.
It is important to understand that family firms must learn how to
professionalize management and still keep it as a family business This step
becomes critical when there is lack of management talent in the family, when there
is a need to reengineer the organizational culture or when the family wants to
retain control of the company without necessarily having to manage the
enterprise.
Family businesses must also understand that managing the family is also as
important as professionalization. The most important step for this is to formulate
a family constitution (Cruz, 2015).
Theoretical Framework
The researcher, through thorough investigation, came across several job
satisfaction theories and models. The following aspects were found to fit the
unique needs of Modulplus System Corporation employees.
The topic of job satisfaction is a widely researched topic. Based on early
studies on job satisfaction, researchers have concluded that “the satisfied worker
is the productive worker”. Conversely, succeeding researches stated that there is
no necessary link between the satisfaction and productivity of workers.

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Job satisfaction characteristics may depend on what each individual person
feels is significant. Abraham Maslow provided a “hierarchy of needs” which is
likewise a motivational theory in psychology which extends from lower level needs
involving a five tier model of human needs, frequently described as hierarchical
levels within a pyramid.
Maslow suggested that motivation is the result of a person's attempt at
fulfilling five basic needs: physiological, safety, social, esteem and self-
actualization. According to Maslow, a person’s behavior can be influenced by
these needs which can create internal pressures.
Maslow needed to figure out what influences individuals. Maslow (1943)
stated that individuals are inspired to achieve certain needs and that some needs
take priority over others. Physical survival is our most essential need and this will
be the first thing that motivates our behavior. Once that level is fulfilled, the next
level up is what motivates us, and so on.
Affective Events Theory explains that there are both positive and negative
occurrences during the workday that can affect an employee's emotions and job
satisfaction. According to Howard M. Weiss and Russell Cropanzano (Wikipedia),
psychologists who developed this theory explains that there is a relationship
between each individual’s mood and emotion and their response to events that
happen in their work environment that affects their work performance and job
satisfaction.
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Herzberg developed one of the earliest theories relating to job satisfaction in
the 1950s. His "two-factor" theory emphasizes that there are factors in the
workplace that create satisfaction (motivators) and those which lead to
dissatisfaction if they are not present (hygiene factors).
The five hygiene factors: (a) Monetary rewards; (b) Competent supervision;
(c) Policy and administration; (d) Working conditions; and (e) Security. These are
the factors that cause dissatisfaction in the workplace and do not motivate
employees.
The four motivators in the theory are: (a) Achievement; (b) Recognition; (c)
Responsibility; (d) Advancement. These factors are linked to employee’s
satisfaction and can impact behavior for a long term.
Herzberg believed that these two sets of factors act independently of each
other. This theory is also called motivation – hygiene theory. Herzberg’s theory
does not provide a complete explanation of employee motivation, but it offers
some vital bits of knowledge.
Herzberg’s Motivation / Hygiene Theory (Two factors theory) was developed
by Herzberg, Manusner, Peterson and Capwell who identified certain factors as
satisfiers and dissatisfies.
Factors such as achievement, recognition, responsibility etc, are satisfiers,
the presence of which causes satisfaction but their absence does not result in
dissatisfaction. On the other hand, factors such as supervision, salary, working
conditions etc. are dissatisfiers, the absence of which causes dissatisfaction.

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Their presence however, does not result in job satisfaction.
The studies designed to test their theory failed to give any support to this
theory, as it seems that a person can get both satisfaction and dissatisfaction at
the same time, which is not valid.
Conceptual Framework
This research paper used the functional Input-Process-Output (IPO) model
for identifying the researcher’s input and how details are processed where the
outcome or the output could be used to support the study as a whole.
The input box reflects the profile of the respondents in terms of age, sex, civil
status, highest educational attainment, length of service in the company and
nature of job assignment.
It can further be observed from the input box the aspects of hygiene factors
such as job security, salary, fringe benefits, working conditions, supervision,
company policies and rules, interpersonal relationships, and meaningfulness of
the work; while the motivation factors are recognition, promotion, achievement,
and responsibility.
The process box shows the identification of the respondent’s profile,
assessment of the respondents on their level of job satisfaction on hygiene and

motivation factors and Presentation, Analysis and Interpretation of data gathered
through questionnaire.
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The output box reflects the respondent’s profile, identified respondent’s level
of job satisfaction on hygiene and motivation factors assessed.
This study was conducted to identify the level of job satisfaction of the
employees of Modulplus System Corporation, a modular cabinet and kitchen
manufacturing company and what makes the employees stay in the company.
INPUT PROCESS OUTPUT
A. Profile of the Respondents a. Assessment of the a. Level of Job
a. Age Level of Job Satisfaction Assessed
b. Sex Satisfaction
c. Civil Status
d. Highest Educational
Attainment b. Solutions and
e. Length of service in the b. Presentation, Analysis Recommendations
company and Interpretation of
f. Nature of Job data gathered through
Assignment questionnaire
Employee’s Job Satisfaction in

terms of the following factors:
a. Responsibility
b. Recognition
c. Promotion
d. Achievement
e. Meaningfulness of
the Work
f. Supervision
g. Company Policies
and Rules
h. Fringe Benefits
i. Interpersonal
Relationships
j. Working
Conditions
k. Security
l. Salary
Feedback
Figure 1. Research Paradigm

The paradigm of the study was based on Frederick Herzberg’s Motivation –
Hygiene Theory. It was presented using the Input – Process – Output Model. The
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model is sometimes configured to include any storage that might happen in the
process as well. The inputs represent the flow of data and materials into the
process from the outside. The processing step includes all tasks required to effect
a transformation of the inputs. The outputs are the data and materials flowing out
of the transformation process (Schembri, 2012).
Statement of the Problem
The primary purpose of this study was to determine the employee’s job
satisfaction in Modulplus System Corporation.
Specifically, the researcher attempted to answer the following questions:
1. What is the demographic profile of the respondents in terms of the following
selected variable:
1.1. Age;
1.2. Sex;
1.3. Civil Status;
1.4. Highest Educational Attainment;
1.5. Length of service in the company;
1.6. Nature of Job Assignment?

2. What is the assessment of the respondents on their level of job satisfaction in
terms of the following factors:

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2.1. Responsibility;
2.2. Recognition;
2.3. Promotion;
2.4. Achievement;
2.5. Meaningfulness of the Work;
2.6. Supervision;
2.7. Company Policies and Rules;
2.8. Fringe Benefits;
2.9. Interpersonal Relationships;
2.10. Working Conditions;
2.11. Security;
2.12. Salary / Compensation?
3. Is there a significant difference in the assessment of the employee’s job
satisfaction in Modulplus System Corporation when the respondents were
grouped according to their profile?
Hypothesis
The hypothesis is constructed after crystallizing the specific problems of the
study. Emory and Cooper pointed out that a hypothesis guide the direction of the
study and provide a framework for organizing the conclusions of the study. Thus,
the working hypothesis of this research is as follows:

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There is no significant difference in the assessment of the employees’ job
satisfaction in Modulplus System Corporation when the respondents were
grouped according to:
1.1. Age
1.2. Sex
1.3. Civil Status
1.4. Highest Educational Attainment
1.5. Length of service in the company
1.6. Nature of Job Assignment
Scope and Limitation
The study of employees’ job satisfaction in Modulplus System Corporation
was conducted in year 2017.
The study focuses on the employees of Modulplus System Corporation in
Quezon City. Data gathering employed the use of self-made questionnaire
prepared by the researcher. There were 122 employee respondents.
Significance of the Study
This study of employee’s job satisfaction in Modulplus System Corporation is
beneficial to the following:

Employees. This research will support the employees in the assessment of their
working condition, determining what motivates them to stay in the company, and
if it is worth staying in this kind of Pjob.

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It will help them improve their attitude
towards the job which will give them a sense of belongingness and sense of
participation leading to the overall increase in the productivity of the organization.
It will also help them assess if this type of working industry provides
supervisory competence, career growth, job security, skills and knowledge
enhancement, performance appraisal, stability and work life balance.
Management. This study will enhance the management’s array of information
relating to employees and their jobs which will aid in good decision making, both
for preventing and resolving employee problems. Organizational policies and
performance will be improved and factors affecting the job performance of their
employees will be identified.
It will also help them improve overall job satisfaction through the company and
will be able to distinguish where to focus their efforts in improving employee job
satisfaction. This will enable to build foundation and create an environment that
fosters creativity.
Human Resource Department. Research study will provide feedback to the
Human Resource Department in evaluation of their employee’s high attrition rate
and to address the factors affecting their employee’s job performance.

This will also enable the department to provide ways and means on how to
minimize the level of stress that each employees experience during at work.
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The Public. This research will enable to provide awareness to individuals
planning to work in this kind of work industry. It will give them an overview of the
level of job satisfaction of employees working in this particular type of job.
Scholars / Students / Future Researchers. This research will support scholars,
students, future researchers to have an overview and idea in developing their
framework of the same study. It will help them establish additional information for
their research enhancement. The future researchers should not be part of the
research topic.
Definition of Terms
The following are the terms used in the study. They are conceptually and
operationally defined to better understand their meaning.
Achievement - something accomplished, especially by superior ability, special
effort, great courage, etc.; a great or heroic deed.
Age - refers from the respondents’ span of life when the research was
conducted. It ranges from 18 to 20 years and above years.

Appreciation - an ability to understand the worth, quality, or importance of
something; an ability to appreciate something; full awareness or understanding

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of something.
Attitude - a predisposition or a tendency to respond positively or negatively
towards a certain idea, object, person, or situation. Attitude influences an
individual's choice of action, and responses to challenges, incentives, and
rewards (together called stimuli).
Benefits - It refers to the bonuses given by the company. It can be monetary on
non-monetary.
Career Development - The lifelong process of managing your or your
employee's work experience within or between organizations. Many universities
have a career development department that offers informational and placement
assistance to graduates who are looking to start their careers in the business
sector.
Career Management - Lifelong, self-monitored process of career planning that
involves choosing and setting personal goals, and formulating strategies for
achieving them.
Civil status - In this study, it refers to respondents’ classification according to
single, married, and widow/widower.
Compensation - Sum of direct benefits (such as salary, allowances, bonus, and
commission) and indirect benefits (such as insurance, pension plans, vacations)
that an employee receives from an employer.

Company Policies and Rules - The term pertains to the policy that permits an
employee to use his discretion and initiatives in the discharge of his duties.
Efficiency - The comparison of whatPisI actually

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produced or performed with what
can be achieved with the same consumption of resources (money, time, labor,
etc.). It is an important factor in determination of productivity.
Effectiveness - the degree to which objectives are achieved and the extent to
which targeted problems are solved. Effectiveness is determined without
reference to costs and, whereas efficiency means "doing the thing right".
Employee - an individual who works part-time or full-time under a contract of
employment, whether oral or written, express or implied, and has recognized
rights and duties. Also called worker.
Extrinsic Motivation - Drive to action that (as opposed to intrinsic motivation)
springs from outside influences instead of from one's own feelings.
Fringe Benefits - Fringe benefits are benefits provided by an employer to an
employee, independent contractor or partner, some of which are tax-exempt
when certain conditions are met.
Highest Educational Attainment - It refers to the highest achievement on
respondents’ education.
Input Process Output Model - The Input-Output (IPO) Model is a functional
graph that identifies the inputs, outputs, and required processing tasks required
to transform inputs into outputs. The model is sometimes configured to include
any storage that might happen in the process as well. The inputs represent the
flow of data and materials into the process from the outside. The processing step
includes all tasks required to effect a transformation of the inputs. The outputs
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are the data and materials flowing out of the transformation process.
Interpersonal Relationship - This is how employees relate well with peers,
managers, and subordinates.
Intrinsic Motivation - Stimulation that drives an individual to adopt or change a
behavior for his or her own internal satisfaction or fulfillment. Intrinsic motivation
is usually self-applied, and springs from a direct relationship between the
individual and the situation. It is very important factor in the design of learning or
training course.
Job - is an activity, often regular and performed in exchange for payment. It is a
group of homogeneous tasks related by similarity of functions.
Job Satisfaction - refers to a person’s feeling of satisfaction on the job, which
acts as a motivation to work
Job Security - Assurance (or lack of it) that an employee has about the
continuity of gainful employment for his or her work life. Job security usually
arises from the terms of the contract of employment, collective bargaining
agreement, or labor legislation that prevents arbitrary termination, layoffs, and
lockouts. It may also be affected by general economic conditions.
Management - The directors and managers who have the power and
responsibility to make decisions and oversee an enterprise. The size of

management can range from one person in a small organization to hundreds or
thousands of managers in multinational companies.

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Management - The directors and managers who have the power and
responsibility to make decisions and oversee an enterprise. The size of
management can range from one person in a small organization to hundreds or
thousands of managers in multinational companies.
Management Related Factors - This includes the company’s organizational
structure; implementation of programs, policies and procedures; and
management’s attitude towards employees; provision for freedom to try new
ideas or ways to perform task; recognition of good work performance; and
trainings and seminars.
Motivation - Internal and external factors that stimulate desire and energy in
people to be continually interested and committed to a job, role or subject, or to
make an effort to attain a goal. Motivation results from the interaction of both
conscious and unconscious factors such as the (1) intensity of desire or need,
(2) incentive or reward value of the goal, and (3) expectations of the individual
and of his or her peers.
Organization - A social unit of people that is structured and managed to meet a
need or to pursue collective goals. All organizations have a management
structure that determines relationships between the different activities and the
members, and subdivides and assigns roles, responsibilities, and authority to

carry out different tasks. Organizations are open systems--they affect and are
affected by their environment.

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Pay and benefits - This pertains to both monetary and non-monetary
advantages which and employee receives from his/her employer as a
consequence of their employee – employer relationship.
Profile - In this study, it refers to the respondents’ classification as to age, sex,
civil status, highest educational attainment, length of service in the company,
and nature of job assignment.
Promotion - Human Resources: The advancement of an employee's position
within the organization.
Recognition - General: Acknowledgment, cognizance, or confirmation of the
particulars (amount, number, qualification, size, timing, validity, etc.) of an event,
object, person, phenomenon, or right, before its acceptance, inclusion, or
recording.
Responsibility - A duty or obligation to satisfactorily perform or complete a task
(assigned by someone, or created by one's own promise or circumstances) that
one must fulfill, and which has a consequent penalty for failure, particulars
(amount, number, qualification, size, timing, validity, etc.) of an event, object,
person, phenomenon, or right, before its acceptance, inclusion, or recording.
Salary - Agreed-upon and regular compensation for employment that may be
paid in any frequency but, in common practice, is paid on monthly and not on
hourly, daily, weekly, or piece-work basis.

Sex - This refers to the classification of respondents according to male or female.
Supervision - Monitoring and regulating of processes, or delegated activities,

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responsibilities, or tasks.
Working Conditions - The conditions in which an individual or staff works,
including but not limited to such things as amenities, physical environment,
stress and noise levels, degree of safety or danger, and the like.
Work Environment - Location where a task is completed. When pertaining to a
place of employment, the work environment involves the physical geographical
location as well as the immediate surroundings of the workplace, such as a
construction site or office building. Typically involves other factors relating to the
place of employment, such as the quality of the air, noise level, and additional
perks and benefits of employment such as free child care or unlimited coffee, or
adequate parking.
Chapter II
REVIEW OF RELATED LITERATURE

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The previous chapter provided the overview to this study. It included the
study context, research frameworks, theoretical framework, and conceptual
framework, statement of the problem, hypothesis, scope and limitations,
significance of the study and operational definition of terms.
The basic question which needs to be addressed is: “what initiates people
to work for them to feel contented in the attainment of their desired goals?”
In this chapter, the relevant foreign and local literature and studies will be
studied to get a better overview of the significance of job satisfaction.
The nature of job satisfaction and how it impacts on employee performance
will be learned in this assessment. This will comprise the explanations of job
satisfaction to get a better outlook from different authors.
Different theories of job satisfaction will be examined in the next sub-section.
It is now important to understand what has led the employee to feel satisfied or
dissatisfied; therefore the causes or sources of job satisfaction will be discussed.
Several authors and researchers have attempted to define and explain the
concept of job satisfaction, which is discussed as follows.

Foreign Literature
Job satisfaction is becoming an increasingly popular subject matter in the

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economic literature. Studies have shown that job satisfaction can be relevant to
understand individuals’ behavior and to predict labor market mobility (Clark, 2001,
Freeman, 1978).
Job satisfaction has been defined in many different concepts. It is a
complicated and multifaceted concept and difficult to determine objectively. There
is likewise some uncertainty regarding whether there is a single overall factor of
job satisfaction or whether it involves various separate measurements.
According to Rue and Byars (1994), job satisfaction is made up of 5 components:
• Attitude towards colleagues
• General working conditions
• Attitudes towards the education system
• Financial benefits
• Attitudes towards supervision
The level of job satisfaction is affected by a wide range of individual, social,
cultural, organizational and environmental factors. It seems that there is no one,
general, comprehensive theory which explains job satisfaction (Mullins, 2005).
Job satisfaction of employees within an organization is becoming a
significant matter. Job satisfaction is quite highly correlated with overall
happiness of the employees within an organization, and can be looked at as one

of its main components for the work performance of those employees (Argyle,
1989).
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Locke have identified nine basic job dimensions namely: work, pay,
promotions, recognition, benefits, working conditions, supervision, co-workers,
& company and management. These dimensions may be acceptable for some
reasons. However, they may also be grouped into two levels of analysis: events
or conditions and agents level of analysis. The first six dimensions specifically:
work, pay, promotions, recognition, benefits, working conditions are considered
to be under the events level of analysis because they are ultimately caused by
someone or something. Company and management, supervision and co-
workers are elements under the Agents Level of Analysis because they are
perceived as having done or failed to do something (Locke, 1976).
Nonetheless, the most commonly used definition of job satisfaction in
organizational research is that of Locke (1976), who described job satisfaction
as "a pleasurable or positive emotional state resulting from the appraisa1 of
one's job or job experiences".
Based on this concept, Hulin and Judge (2003) noted that job satisfaction
includes multi-dimensional psychological responses to one's job, and that such
responses have cognitive (evaluative), affective (or emotional), and behavioral
components.
The feelings, attitudes or preference of individuals regarding work is
described as Job Satisfaction. It indicates how content an individual is towards

his or her work. (Armstrong, 2006) defines job satisfaction as the attitudes and
feelings people have about their work. Positive and favorable attitude towards
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the job indicate job satisfaction, Negative and unfavorable attitude indicate
dissatisfaction.
Job satisfaction is defined as the effective orientation that an employee has
towards his or her work (Saari & Judge 2004). It describes the feelings or
preference of individuals regarding work. Job satisfaction is a very important
component to employees in any organization (Franek &Vecera, 2008). Many
researchers and administrators have noticed the importance of job satisfaction
on a variety of organizational variables (Kreisman, 2002).
Dissatisfied employees are likely to leave their jobs, thus understanding of
employee job satisfaction and its contributing variable are important for any
organization to exist and prosper (Majidi, 2010). Similarly Oplatka & Mimon,
(2008) noted that the principal reason as to why job satisfaction is to extensively
researched is that it relates to significant association with life satisfaction
(Buitendach & Dewitte, 2005), organizational commitment (Cullinah, 2005) and
job performance (Buitendanch & Dewitte, 2005).
Job satisfaction occurs when a job meets the expectations, values and
standards of an individual and will influence their commitment and performance.
The greater the degree of the expectations being met the higher will the level of
job satisfaction be (Gordon, 1999).

Staff will be satisfied if they are justifiably treated by the outcomes they
receive or the processes that are implemented. However, they also warn that a
satisfied worker may not necessarily Pbe

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a productive worker (Bateman and Snell,
1999).
According to Gibson, Donnelly, and Ivancevich (2000), job satisfaction is an
individual expression of personal well-being associated with doing the job
required. Job satisfaction can also be portrayed as a feeling of pleasure that
stems from an employee’s impression of his or her job.
The concept of job satisfaction can be described as a general attitude
towards one’s job; the difference between the rewards received and what they
actually believe they should receive (Robbins, 2001).
There are considered two major theories that have influenced the
individual’s satisfaction on his job: Maslow’s Need Hierarchy theory and
Herzberg’s Motivation – Hygiene theory.
Maslow’s theory was developed by Abraham Maslow in his 1943 paper “A
Theory of Human Motivation”. Maslow used the terms "physiological", "safety",
"belonging" and "love", "esteem", "self-actualization", and "self-transcendence"
to describe the pattern that human motivations generally move through
(Wikipedia).
Physiological needs are those needs required for human survival such as
clothing, sleep, water, air, food, and shelter. As an employer, you can provide
this need to your employees by providing them comfortable working
environments and reasonable work hours.
Safety needs contains freedom Pfrom

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physical threats and harm as well as
economic security. Personal security, financial security, good health and
protection from accidents, harm and their adverse effects are all included in
safety needs. It also includes those needs that offer a person with a sense of
security and well-being. An employer may provide his employees those needs
by giving them safe working conditions and job security.
Social needs, also called love and belonging, refer to the need to feel a
sense of belonging and acceptance. According to Maslow, humans need to feel
a sense of belonging and acceptance among their social groups, regardless
whether these groups are large or small. As an employer, you can account for
the social needs of your employees by encouraging cooperative coordination,
making sure each of them know one another and by promoting a good work-life
balance.
Esteem needs refer to the need for achievement, mastery, independence,
status, dominance, prestige, self-respect, and respect from others. As an
employer, you can account for the esteem needs of your employees by
proposing advancements and additional responsibility, offering compliment and
acknowledgment when the employee does well, and to reflect your belief that
they are a valued employee.

Self-actualization needs describe a person's need to reach his or her full
potential. Maslow describes this level as the desire to accomplish everything that
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one can, to become the most that one can be. Individuals may perceive or focus
on this need very specifically (Maslow, 1954). As an employer, you can account
for this need by inviting employees to participate in decision-making providing
them thought-provoking work, and giving them flexibility and independence in
their jobs.
Herzberg’s Motivation – Hygiene theory (also known as Two Factor Theory
and dual-factor theory) was developed by a psychologist named Frederick
Herzberg.
Frederick Irving Herzberg (April 18, 1923 – January 19, 2000) was an
American psychologist who became one of the most influential names in
business management (Feder, 2000). He is most famous for introducing job
enrichment and the Motivator-Hygiene theory. His 1968 publication "One More
Time, How Do You Motivate Employees?" had sold 1.2 million reprints by 1987
and was the most requested article from the Harvard Business Review
(Wikipedia).
Why do people stay or leave their jobs? Is it because of their salary? What
are they looking for in a job? Are they only after high salary, job security or good
relationships with co-workers? Or maybe opportunities for career advancement
and growth or something else altogether? These are significant questions for the
reason that it's at the root of motivation.

The two-factor theory states that satisfaction and dissatisfaction are driven
by different factors - motivation and hygiene factors, correspondingly. These
factors influenced the motivation of Pemployees

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in their workplace which either
have a negative or positive effect on their work performance. Satisfaction
depends on motivators while dissatisfaction in the workplace is the result of
hygiene factors.
According to Hertzberg (Schultz et al., 2003) employees who are content at
work attribute their satisfaction to internal factors (e.g. responsibility, recognition,
promotion and achievement etc.), while dissatisfied employees attribute their
behavior to external factors (e.g. supervision, salary, work environment and
relations with other employees etc.). Based on the Herzberg’s theory it is clear
that workers are most satisfied and most productive when their jobs are rich in
the motivator factor.
Ms. Vartikka Indermun’s study on job satisfaction – employee performance
relationship (2013), based from the data she presented on her research, it is
clear that there must be an association between job satisfaction and employee
performance. It was concluded that job satisfaction has an undeniable influence
on employee performance.
Job satisfaction is a worker’s sense of achievement and success on the job.
It is generally perceived to be directly linked to productivity as well as to personal
well-being. Job satisfaction implies doing a job one enjoys, doing it well and
being rewarded for one’s efforts. Job satisfaction further implies enthusiasm and
happiness with one’s work. Job satisfaction is the key ingredient that leads to
recognition, income, promotion, and the achievement of other goals that lead to
a feeling of fulfillment (Kaliski, 2007).P I N E S
Job satisfaction is the collection of feeling and beliefs that people have about
their current job. People’s levels of degrees of job satisfaction can range from
extreme satisfaction to extreme dissatisfaction. People also can have attitudes
about various aspects of their jobs such as the kind of work they do, their co-
workers, supervisors or subordinates and their pay (George, et al, 2008)
Organizational commitment and job satisfaction are widely studies as
predictors of employee turnover intentions. Many studies reported significant
relationships among job satisfaction, organizational commitment, and turnover
intentions. However, the relation between them is still controversial. In this
context, this paper makes a humble attempt to clear the concept behind these
relationships among these variable (Dr. Riyaz Ahmad Rainyee, Arfat Ahmad,
2014).
Job satisfaction occupies a place of pivotal importance in human resource
management. Many studies undertaken in this field have also established its
efficacy in achieving organizational goals. Since an organization with a happy
work force is considered to be a hallmark of efficiency. To secure the enormous
advantage flowing from it, a study of job satisfaction assumes importance.
(Sundar, Kumar, 2011)

According to Madura (2006), Frederick Herzberg had conducted a study on
200 accountants and engineers about job satisfaction in the attempt to identify
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factors that contribute to their dissatisfaction towards their job. He listed that
common factors identified for dissatisfied employees are working conditions,
supervision, salary, job security, and status.
On the other hand, the common factors identified for satisfied employees are
achievement, responsibility, recognition, advancement and growth. Factors
identified among satisfied employees are known as motivation factors where
factors identified among dissatisfied employees are known as hygiene factors,
maintenance factors or job context factor (Mukherjee, 2009).
Madura (2006) elaborated that Herzberg’s study suggested that hygiene
factors such as working conditions and salary must be sufficient in order to
prevent employees from being dissatisfied towards their job. In other words,
hygiene factors are important as to prevent job dissatisfaction among the
employees (Mukherjee, 2009; and Pattanayak, 2005).
However, these factors might not necessarily become the contributing
factors towards job satisfaction. This means that when the workers have
adequate work conditions and ample salary, their feelings of dissatisfaction
towards their job can be prevented. But it is not definite that these factors will
increase the level of job satisfaction among the employees (Madura, 2006).
Fallon and Zgodzinski (2008) added that the hygiene factors might not have
significant impact in improving performance but if these factors are not fulfilled,
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the performance of the employees will deteriorate.
Local Literature
An article from Rappler (2015), “Are you happy at work?”, Ms. Wyatt Ong
states that seven out of ten employees are satisfied with their jobs. This survey
was conducted by Jobstreet. Seventy percent of the Filipino employees are well
contented with their current jobs. However, the factors that make up the
satisfaction vary. The viewpoint of the employer and employee on job
satisfaction is very much different.
The survey presented five common factors when it comes to job satisfaction:
Salaries, company benefits and incentives (64%); Job role (62%); Learning and
development programs leading to career growth (60%); Working environment,
culture and reputation (59%); Relationships with colleagues and boss (56%).
The satisfaction factor of job satisfaction for the fresh graduate employees
is the salaries, company benefits and incentives. However, for the middle level
employees, the top factor is the relationship with colleagues and boss. For the
top level management, satisfaction factor for them is the role itself.
The level of job satisfaction varies on the length of service in the company
or the level of employment in an organization.

Since there are about seventy percent employees who are satisfied with
their jobs, listed below are the factors behind why employees are dissatisfied
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with their jobs: Not satisfied with salary 42%; Not satisfied with career growth
31%; Culture, working environment, work life balance, 23%; I wasn't satisfied
with company's processes and systems, 17%; Job role, 16%.
The top dissatisfaction factor is the salary wherein the employees are not
satisfied with the compensation they are currently receiving. This may be
because they are not being paid based on the job they are working for. The next
factor is the career growth. They are working but there is no development in their
job.
Promotion or any advancement is not fairly given to deserving employees.
Culture, working environment and work life balance is another factor wherein the
employee’s pays more time working than they are spending on their selves. They
devote so much time on their work that they cannot even spend time with their
family. There is no work and life balance. The working environment is so toxic
that they cannot even give balance time between work and their social life.
The company’s processes and systems is another factor wherein the
organization itself hinders the performance of the employees. Last but not the
least, the job role factor. We all know that there are people who are employed
but not with the job aligned to their profession. Underemployment or
underemployed is defined as person working full time at a job for which he or
she is overqualified, or at a part time job for which he or she is qualified.

According to Jobstreet, the survey was conducted June to July 2015, with
over 7500 participating respondents representing a mix of work roles, industries,
and locations, with majority comingPfrom

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Metro Manila. 269 employers or HR
executives participated in the employer survey (Rappler, 2015)
In a report by Accenture last March 2011 states that: “More than half of
female business professionals around the world – and a similar percentage of
their male counterparts – report that they are dissatisfied with their jobs.” This
means that there is a larger percentage of employed individuals are still unhappy
with their jobs.
Satisfactory working conditions are very important in order that the worker
will perform his work well and satisfied on their job. He has a direct bearing on
the health, safety, and efficiency of the work force. The health of the employees
is always of concern to the management, no because feelings akin to
paternalism, but because health is directly related to efficient work (Ignacio,
1991).
The best form of motivation is self-motivation with proper attitude toward his
work, his co-workers and the management because this comes from within the
individual. His own motivators are his own personal drives to achieve his
ambition and goals (Sison, 1998).
Matines opines that the very simple motivator-behavior model shows that
motivation is strongly influenced by need and values. Needs are the basic
components in our life we cannot do without. These can be prioritized according

to the status and role of the person. Values are life’s artifacts that we prize and
cherish most. Like needs, they can also be arranged according to one’s priorities.
The work environment should P

beI Ndesigned
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to better sit the need of the
employees that can help motivate the employees to come to work. Improvement
in physical work environment is a great morale booster where employees feel
that they are supported by the organization (Denio, 2009)
The changing perceptions and attitudes of management and supervisory
staff about the workers role and place in the work organization influence workers
attitudes and adjustment in their day to day task. Hence a proper motivating
environment could make workers response positive, supportive and constructive
rather than passive and even adversary. Meanwhile, the psychological worker’s
negative response to highly ordinary and non-challenging work and exploitative
social relation in work organization have given rise to such disruptive problems
as absenteeism, turnover, low productivity, low morale and even sabotage (Dia,
1980)
The overseas Filipino workers are generally happy with their situation. The
level of their happiness is significantly correlated with their income and
satisfaction with their financial condition. That is, happy workers are those who
satisfied with their financial situation and their earnings. Happiness is a function
of a job level. Those in higher ranks are happier than those in lower-level jobs.
This is understandable because higher-level jobs often mean greater autonomy,

challenge, and compensation-factors that Filipino look for in a job (Hechenova
and France, 2005).

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Improving worker’s morale is to do specific things as to provide good
physical conditions for work, provide each worker with the proper rank and status
as his aptitudes or qualifications permit; reduce work frustration on the job to a
minimum by means of a good plant; treat every worker as one that has a
personality that can be hurt provide wage and wage payment plans that are
directly related to the worker’s output and value to the company; have a good
communication system (Sanchez, 1997).
Foreign Studies
On the study conducted by Anubhuti Monga, Narinder Verma, O. P. Monga,
“A Study of Job Satisfaction of Employees of ICICI Bank in Himachal Pradesh”,
the main focus was to examine the level of job satisfaction of employees of the
ICICI bank in their organizational context. Based from their research, it was
concluded that employees in the ICICI bank in Himachal Pradesh nurture
differential level of satisfaction across organizational variables, such as, salary /
compensation, training and development, the nature of job, work life balance,
colleagues relationship, job security, chain of communication or relationships,
decision-making, welfare measures, rewards and recognition, attitude of
superiors, roles of the employees, working conditions, team work promotion
policies etc. It was noted that the factors of salary, interpersonal relationship,
and communication, attitude of superiors, working conditions and team work are
more substantial in defining job satisfaction of employees of the ICICI bank in
Himachal Pradesh.
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The concepts of job satisfaction and motivation are clearly linked and
invariably used interchangeably in practice Bowen et al; (2008). They further
explain that job satisfaction describes or measures the extent of person’s
contentment in his or her job whiles motivation explains the driving force(s)
behind the pursuit or execution of particular activities or a job. Herzberg as cited
in Dinham and Scott (1998), explains that both phenomena are linked through
the influence each has on the other. He continues to give examples by saying
that lower order needs otherwise known as hygiene factors and higher order
needs also known as motivators as also concerning satisfaction and
dissatisfaction flowing from these and the need to engender long term career
satisfaction (Bowen, et al, 2008).
An empirical study on job satisfaction between private and public sector
banks have concluded that while public sector bank employees are highly
satisfied with job security, fringe benefits and the work environment, their
counterparts in private sector banks are dissatisfied with the aforesaid variables
(Arunima, Shrivastava and Poojapurang (2009).
Contribution analyses whether temporary work and (the subjective
perception of) job insecurity are associated with a reduction in job satisfaction
and organizational commitment, as proposed in the literature. An interaction
between temporary work and job insecurity is also tested. Data from four
European countries (Belgium, the Netherlands, Italy and Sweden) are used to
test the robustness of the hypotheses. The results show that temporary work is
not associated with a reductionP IinN Ejob

S
satisfaction and organizational
commitment. Job insecurity is associated with a lower score on both outcome
variables, as hypothesized. In two countries, an interaction was found: job
insecurity was only associated with a reduction in job satisfaction and
organizational commitment among workers with a permanent contract,
suggesting that the psychological contract was violated for this category of
workers (Hans de Witte, Katharina Naswall, 2010).
Rakha Maniram (2007) found out in his study that there are more factors that
contribute to job dissatisfaction rather than job satisfaction. Consequently, if we
will base from the gathered results obtained from the dimensions, it can be
presumed that staff at the Swinton Campus is generally dissatisfied with their
jobs.
In relation to the factors that affect the level of job satisfaction, it was
discovered that most of the academic staff draw their job satisfaction from having
positive working relationship with management, their relationship with their
peers, the training needs and the training provided from the college and the
condition of their staff room.
It was mostly found that educators derive their job dissatisfaction from the
absence of recognition for work done, remuneration and the benefits that they
receive, company policies and practices, achievement and advancement,

feedback and communication, the ability to work independently and creatively
and the general working conditions of the college.

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A study on CAT1 Interviewers’ Job Satisfaction Level by Wojciech Jablonski
(2012) states that the interviewers are not satisfied with their job based on the
idea that they feel that they lack recognition, opportunities for career
advancement, and variety. This research was accomplished among CAT1
interviewers from October 20019 to August 2010 in Poland through a self-
administered questionnaire and in-depth interviews.
Lack recognition, opportunities for career advancement, and variety are
considered to be as motivation factors as discussed by Maslow since they are
needed to motivate an employee to higher performance. These factors tend to
inspire motivation. If management wants to increase employees' job satisfaction,
they should be concerned with the nature of the work itself—the opportunities it
presents employees for gaining status, assuming responsibility, and achieving
self-realization.
There are different facets to job satisfaction and the challenge to understand
job satisfaction and its effects in an organization is easier said than done. Job
satisfaction is a complex and multi- dimensional notion, which can mean different
things to different people. Job satisfaction is an attitude and an internal state that
can be associated with personal feelings of achievement, either quantitative or
qualitative. Job satisfaction has been widely researched in terms of work attitude
in organizational behavior literature (Mullins, 2002).

Weis (2002) stated that although job satisfaction is an attitude, researchers
should be warned to clearly identify the objectives of cognitive evaluation, which
are affected by emotions, beliefs andP behaviors.

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At the same time, Baron and Greenberg (2003:148-150) concurs that job
satisfaction is an attitude towards ones job and its cognitive, affective and
evaluative reactions towards his or her job. For some people they may feel
consistently satisfied with their jobs whilst others may be feeling quite
dissatisfied.
McShane and Von Glinow (2005) also claims that, job satisfaction is a multi-
faceted concept, that’s made up of past and present oriented pleasurable feeling
that results when one evaluates his or her work role.
A report on Job Satisfaction Index 2015 which has been produced in
partnership among Krifa and the Happiness Research Institute in collaboration
with TNS Gallup identifies what drives satisfaction and why some employees are
happier than others.
Krifa is one of the biggest trade unions in Denmark. TNS Gallup, a global
survey firm; and The Happiness Research Institute, a think tank focusing on well-
being, happiness and quality of life. There are considered six factors that affect
the happiness in the workplace namely: purpose, leadership, influence,
achievements, work/life balance and colleagues.
Those individuals who practice job satisfaction are more likely to accomplish
more while at work and are less likely to call in sick. Happy employees are also
more likely to produce and share new thoughts and generate greater help among
colleagues and with clients.

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Study shows that the biggest effect on job satisfaction among the six factors
was purpose with an average of 42%. This factor affects well-being at work the
most. It also states that the more meaningful you find your work, the greater your
job satisfaction will be.
The second factor that affects the happiness is leadership. To be a great
leader or manager, you must possess the two basic qualities: professional
expertise and social competence. To what extent do you experience your closest
manager has professional expertise? To what extent do your experience your
closest manager contributes to the culture at work in a positive way? To improve
leadership ratings by your subordinates, you should be able to acknowledge their
importance as an employee and practice constructive feedback.
Next factor is the influence. The more employees experience being involved
in decisions, the higher their job satisfaction. Forth factor is achievement which
leads, to a limited extent, to feelings of happiness. Research shows that the
satisfaction of attaining a goal is very much reliant on who sets a particular goal.
Unsustainable work-life balance is usually experienced by employees who
do not have enough time for their career, family, and friends which significantly
affects their perception of job satisfaction.
The last factor that drives job satisfaction is your colleagues. The more you
feel part of a community at work, the more job satisfaction you experience. Social
recognition includes appraisal and other forms of positive feedback, which
provide us with a sense of being seen and valued.

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Local Studies
In a study conducted by Mr. Gilbert Bautista (2014) from Centro Escolar
University, the main findings and conclusions were the following: It was
concluded that there is a “Significant Correlation” between the level of motivation
and the level of job satisfaction. In addition, “The Proposed Comprehensive
Company Enhancement Program” holds the key in the improvement of the level
of motivation and the level of job satisfaction of the call center agents of
Medialink Contact Solutions, Inc.
Majority of the respondent’s age are ranging between 20 to 29 years of age
with 155 feedbacks out of 212, consisting the 73.1 percent of the aggregate
number of respondents.
Almost 59 percent or 125 responses are mostly female respondents, while
there are only 41 percent or 87 male respondents. This may be because women
are more patient in nature than male counterparts.
Most of them are single with 171 responses or 80.7 percent. This means
they may have lesser home and family responsibilities, and may not be as
hardworking as those who are married and widow/er.
Generally, the highest educational attainment of the respondents is college
degree with 197 responses or 92.9 percent. Although their college degrees may
not be in line with selling or marketing, this means they are capable of performing
the tasks for the job. Most of them have been with the company for six (6) months
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and below with one hundred twenty-one (121) responses or 57.1 percent. This
means that they may not be as committed and efficient compared to those who
have stayed longer. Most of the respondents are receiving a salary of between
Php11,001.00 to Php19,000.00 monthly. Their gross monthly salary is above the
minimum wage.
The levels of motivation of the respondents in terms of the selected factors
were all “Motivated.” The factor with the highest overall mean is achievement
with 1.7113 followed by responsibility, growth, interpersonal relations,
supervision, work itself, advancement, company policy, recognition, salary and
the lowest is working conditions with 2.4507 overall mean.
When the Levels of Motivation were grouped according to Age, Gender, Civil
Status, Highest Educational Attainment, Length of Service and Monthly Salary,
the general result was “No Significance.”
The levels of job satisfaction of the respondents in terms of the selected
factors were generally “Satisfied”, except for working conditions where the result
is “Minimally Satisfied.” The factor with the highest overall mean is growth with
1.8785 followed by interpersonal relations, supervision, work itself,
responsibility, advancement, salary, achievement, security, recognition,
company policy and the lowest is working conditions with 2.5332 overall mean.
When the Levels of Job Satisfaction were grouped according to Age,
Gender, Civil Status, Highest Educational Attainment, Length of Service and

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Monthly Salary, the general result was “No Significance.”
The result on the correlation between the level of motivation and the level of
job satisfaction is mostly “Substantial Correlation.” There were only a few marked
correlation and low correlation. The rate on substantial correlation ranges from
0.408 to 0.605, while the rate on marked correlation ranges from 0.612 to 0.748,
and the rate on low correlation ranges from 0.252 to 0.384.
The researcher had several recommendations to the management of
Medialink Contact Solutions, Inc. and to future researchers. First, the findings of
the study may be used as a basis to further increase the level of motivation and
the level of job satisfaction of the call center agents. Second, the working
conditions must be evaluated to determine areas for improvement. Continuous
and regular evaluation of the existing policies, programs, facilities and
management may be done to maintain and increase the level of motivation and
the level of job satisfaction of the call center agents. The third recommendation
is to review, implement and evaluate “The Proposed Comprehensive Company
Enhancement Program” for the continuous improvement of Medialink Contact
Solutions, Inc.
Mr. Neil Ramos (2014) of Lyceum of the Philippines University – Batangas
conducted a research and came up with the following findings and conclusion:
The managers of PS Bank Batangas Branches fairly often practice the

transformational leadership style. The employees of PS Bank Batangas
Branches are satisfied with their job. The greatest factors that influence their
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satisfaction are compensation and job security. The transformational leadership
style of managers of PS Bank Batangas Branches significantly affects the
employees’ satisfaction in terms of their communication with their employees.
A proposed measure to enhance the transformational leadership style of the
managers of PS Bank has been formulated to increase the level of job
satisfaction among its employees. It is recommended that the bank may conduct
series of leadership training and workshop to further enhance their
transformational leadership style most especially in terms of responsibility and
decision making.
The bank may continue to provide job security by granting employee benefits
and incentives especially to those who meet and exceed the expectation of the
management. The bank managers may continue to conduct meetings regularly.
Managers may stimulate discussions with subordinates to monitor the
feedback of their employees and bank managers may continue to send regular
bank updates to their employees. The proposed means of enhancement of
transformational leadership style of the managers of PS Bank may be
implemented and evaluated thereafter in order to increase the level of job
satisfaction among its employees.
Based from the research conducted by Olga et.al. (2013), the following were
concluded: Based on the findings, the following conclusions are derived: (1)
Majority of the respondents above is married More than half of the respondents
were male. With regards to educational attainment, majority of the Police Officers
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only have Bachelor’s Degree.
Most of them have served as Police Officers for five years and above. (2)
The respondents are generally satisfied and contented with their overall job as
Police Officers. (3) The respondents are within the low range of Adversity
Quotient® in Control and Ownership dimensions. However, in terms of Adversity
Quotient®, in Reach and Endurance dimensions, the respondents are within the
average range. (4) The respondents have low level of Adversity Quotient®. (5)
There is no significant relationship between the personal characteristics and
Ownership, Reach and Endurance dimensions and the Over-all AQ® of the
respondents.
However, there found to be a significant relationship between educational
attainment and AQ® Control dimension of the respondents. (6) With regard to
the relationship between job satisfaction and Adversity Quotient®, the study
showed that there is no significant relationship in Control, Reach, Endurance
and Over-all AQ®. Though, there found to be a significant relationship between
AQ® Ownership dimension and the level of job satisfaction.
Ramires’ (1981) job satisfaction survey was done to evaluate Operations
Research and Levels of Job Satisfaction as Perceived by the Personnel of a
certain bank in Makati. The findings were the following:

a. Levels of Job Satisfaction of personnel.
The largest group of respondents numbering 18 of them or 60 percent

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revealed that their present jobs are only stepping stones, although they said
that the working conditions are good. The second largest group of
respondents or 30% of them revealed that present jobs were hardly what
they wanted.
b. Levels of Job satisfaction according to age and levels of management.
Age Groups. The largest group of respondents falling on the 24 – below age
group numbering 4 or 60% revealed that their present jobs were only
stepping stones, the same is noted in the 25 – 34 age groups. As computed
X2 value of 20.464 revealed that a significant difference did exist among the
groups in terms of job satisfaction.
Synthesis and Relevance of the Reviewed Literature and Studies
The presented literature and studies on job satisfaction helped the
researcher to identify various factors affecting the level of job satisfaction and
job dissatisfaction of employees. It was also noted that each aspect on job
satisfaction differed from the length of service in the organization. The factor that
satisfies the entry level employee may not be the factor that satisfies the middle
level and top level employees.
There was no definite definition of job satisfaction. Various theories had
different explanation on what really satisfies employees on their jobs.

Edwin A. Locke had identified nine basic job dimensions namely: work, pay,
promotions, recognition, benefits, working conditions, supervision, co-workers,

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and company and management.
Identifying the level of job satisfaction among employees enables us to
enhance the employee retention, increase their job performance and
productivity, increase their customer or client satisfaction, helps improve
teamwork and good overall performance of the company.
The job satisfaction levels of the employees have a great impact on the job
itself as well as the organization. If an employee is satisfied with their job, it is
more likely that they will be take care about the quality of their work; they will be
more committed with their work and be more productive.

Chapter III
RESEARCHP IMETHODOLOGY
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In Chapter two the literature review on job satisfaction was conducted. This
chapter includes an outline of the research methodology and includes the
following sub sections:
▪ Method of Research to be used
▪ Population, Sample Size, and Sampling Technique
▪ Description of Respondents
▪ Research Instrument
▪ Data-Gathering Procedure
▪ Statistical Treatment of Data
Method of Research
Lim (2009) stated that descriptive method research is a purposive process of
gathering, analyzing, classifying, and tabulating of data about prevailing
conditions, practices, beliefs, processes, trends, and cause and effect
relationship.
Descriptive research does not fit neatly into the definition of either quantitative
or qualitative research methodologies, but instead it can utilize elements of both,
often within the same study. The term descriptive research refers to the type of
research question, design, and data analysis that will be applied to a given topic.
Descriptive statistics tell what is, while inferential statistics try to determine cause
and effect.
Descriptive research explores Pphenomena

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in their natural environment
without using the scientific method. Sometimes it is ethically impossible to use the
scientific method to determine causal relationships between variables. In those
cases, the descriptive method in research yields systematic information about
something without impinging on the rights of research subjects.
The researcher found this method the most appropriate for the study in view
of the fact that it sought to establish the job satisfaction level of the employee’s
Modulplus System Corporation.
The Descriptive research method was used in this study. There were one
hundred twenty-two employees working at Modulplus System Corporation who
voluntarily participated in this study.
This study used data, gathered and treated, on the socio-demographic profile
of the respondents such as age, sex, civil status, highest educational attainment,
length of service in the company, and nature of job assignment in the company;
and the job satisfaction factors namely: responsibility, recognition, promotion,
achievement, meaningfulness of the work, supervision, company policies and
rules, fringe benefits, interpersonal relationships, working conditions, security and
salary/compensation.
Population, Sample Size, and Sampling Technique
Copies of the questionnaires were distributed by the researcher to her
P I N E S The researcher chose this company

coworkers at Modulplus System Corporation.
to be able to identify and assess the level of job satisfaction of employees working
at her current job.
In statistics, a sample is a part of a population. A population is a whole; it iss
every member of a group. A population is the opposite to a sample, which is a
fraction or percentage of a group (Andale, 2006).
The researcher used the random sampling procedure. Simple random
sampling is the basic sampling technique where we select a group of subjects (a
sample) for study from a larger group (a population). Each individual is chosen
entirely by chance and each member of the population has an equal chance of
being included in the sample. Every possible sample of a given size has the same
chance of selection. (Valerie J. Easton and John H. McColl's Statistics Glossary
v1.1)
The researcher used the Slovin’s formula to determine the sample size.
Slovin's formula is used to calculate the sample size (n) given the population size
(N) and a margin of error.

The computation is presented below:

N
𝜂=
1 + Ne2
Slovin’s Formula PINES
Where:
n = number of samples
N = total population
e = error of tolerance
The total population was 155. Using the Slovin’s formula, the sample size is
112.
Given:
N = 155 employees
e = standard confidence level is 90% - 95%.
The researchers used a confidence of 95% for a better accuracy, which will
give a margin error of 0.05.
155
𝜂=
1 + 155(0.05)2
155
𝜂=
1 + 155 (0.0025)
155
𝜂=
1 + 0.3875
155
𝜂=
1.3875
𝜂 = 112 Respondents
Description of Respondents
The respondents of the study were the employees of Modulplus System
P I N hundred
Corporation. There were a total of four ES seventy eight employees. Only
one hundered fifty five employees were working in the company for more than two
years. After computing for the sample size, convenient sampling was employed
to identify who will serve as the actual respondents of this study. The researcher
used the one hundered twenty two employees as respondents of this study. The
research was conducted at Modulplus System Corporation office located at
Quezon City.
Research Instrument
The researcher used a questionnaire to gather the required data from the
respondents. The study gathered the data thru the use of survey questionnaire.
The use of survey questionnaire is necessary in the descriptive research method.
The content of the questionnaire adopted the aspects of job satisfaction from Two-
Factor Theory. The researcher used the factors of this theory as basis to gather
data and information. Accordingly, the specialist planned surveys in fittings
structure to apply sufficient and proper data needed from the respondents.
The Likert scale was utilized in the questionnaires. The questionnaire
contained two parts. Part I focused on the basic information about each
respondent such as age, sex, civil status, highest educational attainment, length
of service in the company, and nature of job assignment.

Part II of the questionnaire was the evaluation of the 12 aspects of job
satisfaction. It focused on the respondent’s job satisfaction in terms of the factors
namely: responsibility, recognition, P INES

promotion, achievement, meaningfulness of
work, supervision, company policies and rules, fringe benefits, interpersonal
relationships, working conditions, security and salary /compensation. The
respondents weighed using the Likert scale to modify their answers. The options
to evaluate the 12 aspects were 5-Very Satisfied, 4-Satisfied, 3-Somewhat
Satisfied, 2-Unsatisfied, and 1-Very unsatisfied.
Data-Gathering Procedure
Initially, the researcher asked permission from the management of Modulplus
System Corporation for the gathering of data for this research project. Upon the
approval of the said request, the questionnaire was checked by the V.P. for
Operations and HR Generalist for company’s assurance. Subsequently, survey
questionnaires were distributed to the respondents of the study.
The retrieved questionnaires were gathered and the data were tabulated
manually by the researcher in the excel file. The statistical examination of the
study was handed over to a statistician. Explanation of the survey results was
conducted by the researcher and with some help from the statistician.
Statistical Treatment of Data
The statistical tools used in the analysis of data and testing the null hypothesis
were percentage distribution, frequency distribution and weighted mean.

For the reasons of examining and translating, the arrangements of information
that were produced from the overview were tallied, organized and condensed. The
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study employed the following statistical tools:
1. Frequency and Percentage Distribution. These were used to classify the
respondents’ profile according to their basic information such as age, sex, civil
status, highest educational attainment, job position, status of appointment and
length of service in the company.
A percentage frequency distribution is a display of data that specifies
the percentage of observations that exist for each data point or grouping of
data points. It is a particularly useful method of expressing the relative
frequency of survey responses and other data. Many times, percentage
frequency distributions are displayed as tables or as bar graphs or pie charts
(Lavrakas, 2008).
A frequency distribution in which the individual class frequencies are
expressed as a percentage of the total frequency equated to 100. Also known
as relative frequency distribution; relative frequency table (McGraw-Hill, 2003)
The following is the formula for percentage and frequency distribution:
%= f x 100
n
Where:
% = Percent
F = Frequency P I N E S
N = number of involved
2. Weighted mean. Weighted Mean is a measurement of central tendency. It
represents the average of a given data. Weighted mean is similar to arithmetic
mean or sample mean. Weighted mean is calculated when data is given in a
different way compared to an arithmetic mean or sample mean.
Sometimes, there are frequencies assigned to each term in the given
data, and then we can no longer use simple arithmetic mean formula. Few
values may occur more frequently than others, therefore corresponding
frequencies are allotted to each value. These frequencies are often referred
as weights. In this case, weighted mean formula is used.
Weighted mean formula is as follows:
Xw = ∑fw
n
Where:
Xw = weighted mean
∑fw = sum of f and w
f = frequency
w = weight of each options
N = sum of all respondents

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3. Ranking. The results obtained were ranked in order to show the positional
importance of the item by assigning 1 to the highest percentage, 2 to the 2nd
highest and so on.
4. T-Test. A t-test is an analysis of two population means through the use of
statistical examination; a t-test with two samples is commonly used with small
sample sizes, testing the difference between the samples when
the variances of two normal distributions are not known.
A t-test looks at the t-statistic, the t-distribution and degrees of
freedom to determine the probability of difference between populations; the
test statistic in the test is known as the t-statistic. To conduct a test with three
or more variables, an analysis of variance (ANOVA) must be used
(Investopedia).
5. F-Test was additionally utilized; it is any factual test in which the test insights
have f-distribution under the invalid theory. It is regularly utilized when
contrasting factual models that have been fitted to an information set, keeping
in mind the end goal to recognize the model that best fits the populace from
which the information were examined.

6. Analysis of Variance (ANOVA) is a statistical technique that assesses
potential differences in a scale-level dependent variable by a nominal-level

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variable having 2 or more categories. For example, an ANOVA can examine
potential differences in IQ scores by Country (US vs. Canada vs. Italy vs.
Spain).
The ANOVA, developed by Ronald Fisher in 1918, extends the t and
the z tests which have the problem of only allowing the nominal level variable
to have just two categories. This test is also called the Fisher analysis of
variance (Statisticssolutions).
Chapter IV
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

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This chapter contains the presentation of data after conducting the survey as
well as data analysis and interpretation by employing the statistical tools
mentioned in the previous chapter.
Before the initiation of the research, the purpose of the study was provided to
the respondents. Furthermore, the respondents have also been given the
assurance that all information gathered were treated strict confidentiality and for
the sole purpose of this thesis only.
The purpose of the study was to find out the employee's job satisfaction in
Modulplus System Corporation and to understand matters and eventually show
insights and offer solutions to issues.
The data gathered were tabulated and analyzed to answer the specific
questions mentioned in the statement of the problem in Chapter I. The analytical
tables are presented according to the survey questionnaire given to the
respondents.
1. Profile of the Respondents
1.1 Age
Table 1 illustrates the frequencyPand

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percent distribution of the respondents
in terms of age.
Table 1
Frequency and Percent Distribution of the

Respondents by Age
Age Frequency Percent

18 – 20 years old 6 4.9
21 – 25 years old 37 30.3
26 – 30 years old 32 26.3
31 – 35 years old 17 13.9
36 – 40 years old 13 10.7
41 years old and above 17 13.9
TOTAL 122 100.0
Table 1 shows that out of 122 respondents, 37 or 30.3% were aged 21 to 25
years old, 32 or 26.3% were 26 to 30 years old, 17 or 13.9% were 31 to 35 years
old, 17 or 13.9% were 41 years old and above, and 13 or 10.7% were aged 36 to
40 years old.
Young employees are basically a blank slate. They do not have behaviors
from previous workplaces that you need to break. Young employees can easily
learn their positions at our business. While young employees might lack
experience or education; we have the opportunity to mold them into the perfect
employee for our business (Patriotsoftware).

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1.2 Sex
Table 2 shows the profile of the respondents in terms of sex.
Table 2

Respondents by Sex
Sex Frequency Percent

Male 75 61.5
Female 47 38.5
TOTAL 122 100.0
From the above table it is inferred that 61.5% of employees were “Male” and
38.5% were “Female”.
Based on the collated questionnaires, the dominant sex among the
respondents was male. It can be assumed that there were more male employees
of Modulplus System Corporation than female employees.
According to the Labor Force Survey conducted by the Philippine Statistics
Authority, 6 out of 10 or 61.3% of the employed persons in July 2016 were males.
The result of the study confirms the statement. Based on the data gathered by the
Philippine Statistics Authority, out of 40,954 thousand, there were 25,104
thousands or 61.3% men who were employed which means that there were more
men working than women.

1.3 Civil Status
Table 3 gives an idea about the profile of the respondents in terms of civil
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status.
Table 3

Respondents by Civil Status
Civil Status Frequency Percent

Single 77 63.1
Married 45 36.9
TOTAL 122 100.0
The above illustration shows the civil status of the respondents. 63.1% of the
total respondents were single. There were only 36.9% who were married from the
122 respondents.
The three main reasons people give for their singleness were that they have
not found the right person (30%), were not financially stable enough (27%) and
were not ready to settle down (22%). Fewer young people are getting married and
many are getting married later. About 20% of Americans older than 25 had always
been single in 2012, up from 9% in 1960 (Telegraph.co.uk).
According to a new study, single people may lead richer lives and may be
more self-sufficient and fulfilled than their married counterparts. The study was
presented at the American Psychological Association’s annual meeting (Villines,
2016).
1.4 Highest Educational Attainment
Table 4 shows the profile of thePrespondents

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in terms of highest educational
attainment.
Table 4

Respondents by Highest Educational Attainment
Highest Educational Attainment Frequency Percent

Bachelor’s Degree 70 57.4
High School Graduate 52 42.6
TOTAL 122 100
Likewise, the respondents were asked for their educational attainment and
the report shows 70 or 57.4% of them were college graduate and 52 or 42.6% of
them were high school graduate.
Majority of the respondents were college graduates. This result may mean
that college degree is becoming the new minimum requirement, albeit an
expensive one, for getting even the lowest-level job.
Employers increasingly want workers with at least some college education,
be it a degree or even a certificate in a trade, such as nursing assistant or
welding, from a technical or community college (Luhby, 2016)

1.5 Length of Service in the Company
Table 5 gives an idea about the profile of the respondents in terms of length
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of service in the company
Table 5

Respondents by Length of Service in the Company
Length of Service in the Company Frequency Percent

2 – 5 years 80 65.6
3 – 9 years 28 23.0
10 years and above 14 11.4
TOTAL 122 100.0
Table 5 shows the distribution of the respondents in terms of their length
of service in the company. Herein, it shows that 65.6% of the respondents had
stayed in the company for 2 to 5 years and only 11.4% had stayed in the company
for 10 years and above.
In the study of Vroom (1964) when employees are already working more than
three to five years and even ten years already will just minimal their effort to their
work when not satisfied. Employees may look for another job if not given the
commensurate pay for their efforts. The result of this survey showed that the
employees last from 2 to 5 years and above.

1.6 Nature of Job Assignment
Table 6 shows the profile of the respondents in terms of nature of job

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assignment.
Table 6
Frequency and Percent Distribution of the Respondents

By Nature of Job Assignment
Nature of Job Assignment Frequency Percent
Office Staff/Administrative 55 45.1
Production/Site 67 54.9
TOTAL 122 100.0
As shown in Table 6, the dominated nature of job assignment among the
respondents was “Production/Site” with a percentage of 54.9% of employees and
45.1% of employees were under the group “Office Staff / Administrative”.
Modulplus System Corporation is a modular kitchen and closet manufacturer.
It can be assumed that this job requires employees working at the production and
site.
2. Respondents’ Level of Job Satisfaction
2.1 Responsibility
Table 7 shows the Modulplus System Corporation employees’ job satisfaction
in terms of responsibility.
As shown in Table 7, overall, the respondents were “Satisfied” with the level
of job satisfaction in terms of responsibility as revealed by the grand mean of 4.07.

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Table 7
Respondents’ Level of Job Satisfaction in

Terms of Responsibility
Weighted Verbal
Responsibility Ranking
Mean Interpretation
Responsible for
organizing and planning 4.17 1 Satisfied
my work
Chance to be of service to
4.04 2 Satisfied
others
Responsible for the work
3.96 3 Satisfied
of others
GRAND MEAN 4.07 Satisfied
The statement “Responsible for organizing and planning my work” got the
highest weighted mean of 4.17 while the statement “Responsible for the work of
others” with weighted mean of 3.96 all of which were verbally interpreted as
“Satisfied”.
The table shows that the respondents rated their level of satisfaction on all
statements under responsibility as “Satisfied”. This implied that the employees are
satisfied when they are given more freedom and more responsibility to their work.
They tend to associate their responsibility with the quality of their task output.
2.2 Recognition
Table 8 shows the Modulplus System Corporation employees’ job satisfaction

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in terms of recognition.
Table 8

Terms of Recognition
Weighted Verbal
Recognition Ranking
Mean Interpretation
The organization views its
3.80 3 Satisfied
employees as assets
Shows respect for a diverse
range of opinions, ideas and 3.94 1 Satisfied
people
Work is recognized and
3.90 2 Satisfied
acknowledged
I am provided with all
resources I needed to 3.69 4 Satisfied
perform
of job satisfaction in terms of recognition as revealed by the grand mean of 3.83.
The statement “Shows respect for a diverse range of opinions, ideas, and
people” got the highest weighted mean of 3.94 while the statement “I am provided
with all resources I needed to perform” with weighted mean of 3.69 all of which
were verbally interpreted as “Satisfied”. All the weighted mean were verbally
interpreted as “Satisfied”.
The results showed that the respondents were satisfied in terms of
recognition. It can be deduced that employees like to feel valued and are
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recognized for their work. Thus, recognizing the contributions employees make to
an organization helps solidify relationships, foster employee engagement, loyalty
to the organization and motivates them to work harder.
According to Bergman (nd), recognition has an amazing effect on the persons
who receives it. However, the form that the recognition takes also makes it that
much more special for the recipient. Journals, newspapers, industry bodies,
newsletters, and other forms of public recognition are great vehicles to announce
to the industry or area of the person’s exceptional achievements.
2.3 Promotion
Table 9 presents the employee job satisfaction in the company in terms of
promotion.
of job satisfaction in terms of promotion as revealed by the grand mean of 3.60.
The statement “Chance to participate in planning and decision making” got
the highest weighted mean of 3.62 while the statement “Use of achievement as
basis for promotion” with weighted mean of 3.52 all of which were verbally
The respondents rated their level of job satisfaction on all statements under
promotion as “Satisfied”.
Table 9

Terms of Promotion
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Weighted Verbal
Promotion Ranking
Mean Interpretation
Possibilities for future career
3.62 2 Satisfied
progression
Chance to participate in
planning and decision 3.65 1 Satisfied
making
Use of achievement as basis
3.52 3 Satisfied
for promotion
2.4 Achievement
Table 10 demonstrates the employee’s job satisfaction in terms of
achievement.
of job satisfaction in terms of achievement as revealed by the grand mean of 3.77.
The statement “Being able to develop new and better ways to do the job” got
the highest weighted mean of 3.93 while the statement “Chance to compare
achievement with others” with weighted mean of 3.52 all of which were verbally
Table 10

Terms of Achievement
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Weighted Verbal
Achievement Ranking
Mean Interpretation
Being able to see the results
3.86 2 Satisfied
of the work I do
Being able to develop new
3.93 1 Satisfied
and better ways to do the job
Chance to compare
3.52 3 Satisfied
achievement with others
It shows that the respondents rated their level of job satisfaction on all
statements under achievement as “Satisfied. The results might mean that the
respondents felt that the company should be more supportive in encouraging
them to take chances so that they can come up with ideas and suggest changes.
2.5 Meaningfulness of the Work
Table 11 discusses the employee’s job satisfaction in Modulplus System
Corporation in terms of meaningfulness of work.
The fastcompany.com website said that “Increasing a sense of
meaningfulness at work is one of the most potent–and underutilized–ways to
increase productivity, engagement, and performance”.

Table 11

Terms of Meaningfulness of the Work
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Weighted Verbal
Meaningfulness of the Work Ranking
Mean Interpretation
I am acknowledged that I am
3.95 1 Satisfied
doing a good job
The job utilizes most of my
3.84 2 Satisfied
skills and abilities
Evaluates my work
performance on a regular 3.70 3 Satisfied
basis
When it comes to the level of satisfaction of the respondents in terms of
meaningfulness of work, the respondents were “Satisfied” when they are
acknowledged in doing a good job, when the job utilizes most of their skills and
abilities, and evaluation of their work performance on a regular basis with a
weighted mean of 3.95, 3.94 and 3.70, respectively.
As a whole, the respondents were satisfied with meaningfulness of work
based on the overall mean of 3.83.
2.6 Supervision
Corporation in terms of supervision.

Table 12

Terms of Supervision
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Weighted Verbal
Supervision Ranking
Mean Interpretation
Supervisor provides actionable
suggestions on what I can do to 3.83 2 Satisfied
improve
Relationship between
supervisors and subordinates 3.93 1 Satisfied
in every unit
Training programs conducted Somewhat
3.30 5
by organization Satisfied
Supervisor attends to the career
development of his 3.47 4 Satisfied
subordinates
Ability to motivate the team
3.71 3 Satisfied
loyalty and working spirit
of job satisfaction in terms of supervision as revealed by the grand mean of 3.65.
The statement “Relationship between supervisors and subordinates in every unit”
ranked first with a weighted mean of 3.93 while the statement “Training programs
conducted by organization” with a weighted mean of 3.30 verbally interpreted as
“Somewhat satisfied” gained the lowest rank.
Supervisory leadership has been reported to have significant impact non
employee work attitude. A positive leader-subordinate relationship has been

showen to improve employee attitude towards work, their leader, and the
company (Mardanov, Heischmidt, & Henson, 2008).

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As a whole, the respondents were satisfied with supervision based on the
overall mean of 3.65. As stated by Guiron, supervision is the activity carried out
by supervisors to oversee the productivity and progress of employees who report
directly to the supervisors.
2.7 Company Policies and Rules
Corporation in terms of company policies and rules.
Table 13

Terms of Company Policies and Rules
Weighted Verbal
Company Policies and Rules Ranking
Mean Interpretation
Implementation of company
policies and standard operating 3.75 2 Satisfied
procedures
The way employees are informed
about the company policies and 3.77 1 Satisfied
rules
The policies and rules towards
3.63 3 Satisfied
employees

of job satisfaction in terms of company policies and rules as revealed by the grand
mean of 3.72.
The statement “The way employees are informed about the company policies
and rules” got the highest weighted mean of 3.77 while the statement “The policies
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and rules towards employees” ranked lowest with weighted mean of 3.63 all of
which were verbally interpreted as “Satisfied”.
Giron (2008) said that company policies are useful business tools. Often
compiled into employee handbooks, they detail rules for employees as well as the
company’s mission and goals.
2.8 Fringe Benefits
Corporation in terms of fringe benefits.
The table exhibits that generally respondents’ level of job satisfaction in terms
of fringe benefits was “Somewhat satisfied” with a grand mean of 3.25. The
statement “Chance to offer health care plans” ranked the highest with a weighted
mean of 3.33 while the statement “Medical insurance; Retirement plan; other
benefits” ranked the lowest with a weighted mean of 3.10.
Fringe benefit is a special form of benefits you provide your employees on in
addition to their salaries and wages. It means any good, service or other benefit
furnished or granted in cash or in kind by an employer – corporate or sole
proprietor, to an individual employees.

Table 14

Terms of Fringe Benefits
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Weighted Verbal
Fringe Benefits Ranking
Mean Interpretation
Chance to offer health Somewhat
3.33 1
care plans Satisfied
Medical insurance;
Somewhat
Retirement plan; other 3.10 3
Satisfied
benefits
Rewards for work well
Somewhat
done through - 3.32 2
Satisfied
Promotion / Bonus
Somewhat
GRAND MEAN 3.25
Satisfied
Providing the employees with such fringe benefits may be based on your
company policy, or based on the contract with your employees. It could be a
business related expense tending to personally benefit the employee like a vehicle
to be used for business meetings and for personal travels, or a purely personal
expense intended to benefit the employee like housing personnel – house maid
or family drivers. In either case, they are treated as business expenses because
they represent your expense payments relative to their employment. However,
you have to pay fringe benefits tax in order for you to be allowed to claim the
amount of fringe benefit and the amount of tax paid (Taxacctgcenter.org).

2.9 Interpersonal Relationship
Corporation in terms of interpersonalPrelationship.

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Table 15

Terms of Interpersonal Relationship
Weighted Verbal
Interpersonal Relationship Ranking
Mean Interpretation
People in my department
communicate sufficiently with 3.83 5 Satisfied
one another
Good communication from
3.89 4 Satisfied
employees to managers
Good communication from
3.93 3 Satisfied
managers to employees
Atmosphere of friendliness
and harmony among fellow 4.00 1 Satisfied
workers
Readiness of coworkers in
3.97 2 Satisfied
extending a helping hand
As shown, the respondents were “Satisfied” when it comes to interpersonal
relationship since there is an atmosphere of friendliness and harmony among
fellow workers and there is readiness of co-workers in extending a helping hand
as reflected from the mean score of 4.00 and 3.97, respectively.

Futhermore, the respondents were satisfied with good communication from
managers to employees and people in their department communicate sufficiently

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with one another as seen from the mean score of 3.89 and 3.83, respectively.
As a whole, the respondents were “Satisfied” in terms of interpersonal
relationship based from the overall mean of 3.92.
2.10 Working Conditions
Corporation in terms of working conditions.
Table 16

Terms of Working Conditions
Weighted Verbal
Working Conditions Ranking
Mean Interpretation
Cleanliness of workplace 3.65 2 Satisfied
Drinking water facilities 3.84 1 Satisfied

Maintenance of computers and
3.52 4 Satisfied
other equipment
Toilet facilities 3.45 5 Satisfied
Supplies and materials 3.63 3 Satisfied
Table 16 reveals that overall; respondents were “Satisfied” with the level of
job satisfaction in terms of working conditions with a grand mean of 3.62.

The statement “Drinking water facilities” ranked the highest with a weighted
mean of 3.84 while the statement “Toilet facilities” ranked the lowest with a
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weighted mean of 3.45 which were verbally interpreted as “Satisfied”.
2.11 Security
Corporation in terms of security
Table 17

Terms of Security
Weighted Verbal
Security Ranking
Mean Interpretation
Safety for personal valuables 3.89 2 Satisfied
Self-safety 3.97 1 Satisfied
Procedures established in
work were properly 3.70 3 Satisfied
implemented by all
With regards to level of job satisfaction in terms of security, the respondents
were generally “Satisfied” with a grand mean of 3.85. The statement “self-safety”
ranked the highest with a weighted mean of 3.97 while the statement “Procedures
established in work were properly implemented by all” gained the lowest rank with
a weighted mean of 3.70. As a whole, the respondents were “Satisfied” in terms
of interpersonal relationship based from the overall mean of 3.85.

2.12 Salary / Compensation

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Corporation in terms of salary/compensation.
Table 18

Terms of Salary/Compensation
Weighted Verbal
Salary/Compensation Ranking
Mean Interpretation
Salary release schedule 4.20 1 Satisfied
Salary’s relevance to the Somewhat
3.32 3
present standard of living Satisfied
Salary's relevance to my
Somewhat
qualifications and 3.40 2
Satisfied
experiences
Process used to determine Somewhat
3.30 4
annual increase Satisfied
As shown, the respondents were “Satisfied” with the schedule of their salary
as seen from the mean score of 4.20. On the other hand, the respondents were
somewhat satisfied with the salary’s relevance to their qualifications and
experiences, relevance to the present standard of living and process used to
determine annual increase with a mean score of 3.40, 3.32, and 3.30,
respectively.
As a whole, the respondents were satisfied with their salary based on the
overall mean of 3.55.

3. Significant Difference in the Respondents’Level of Job Satisfaction by
Profile
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3.1 By Age
Table 19 shows the significant difference in the respondents’ level of job
satisfaction when grouped according to age.
Table 19
Significant Difference in the Respondents’

Level of Job Satisfaction by Age
Aspects of Job F- p-
Decision Remarks
Satisfaction value value
Accept Not
Responsibility 0.381 0.861
Ho Significant
Accept Not
Recognition 1.245 0.293
Ho Significant
Accept Not
Promotion 0.813 0.543
Ho Significant
Accept Not
Achievement 1.786 0.121
Ho Significant
Meaningfulness of Accept Not
1.864 0.106
Work Ho Significant
Accept Not
Supervision 1.966 0.089
Ho Significant
Company Policies Accept Not
1.003 0.419
and Rules Ho Significant
Accept Not
Fringe Benefits 0.483 0.788
Ho Significant
Interpersonal Accept Not
1.023 0.408
Relationship Ho Significant
Accept Not
Working Condition 0.545 0.742
Ho Significant
Accept Not
Security 0.816 0.541
Ho Significant
Accept Not
Salary/Compensation 0.736 0.598
Ho Significant
The table reveals that when the respondents were grouped according to
age, their perceptions generally were “Not significant”. Therefore, the null
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hypothesis was accepted.
Supervision gained the highest with F-value of 1.966 and p-value of 0.089
while Responsibility got the lowest with F-value of 0.381 p-value of 0.861.
All the F-value of the other aspects of job satisfaction have p-value greater
than .05, tthe assumed level of significance. Hence, the null hypothesis was
accepted. That is, the aspects of job satisfaction of the respondents when they
were grouped by age were statistically the same.
3.2 By Sex
satisfaction when grouped according to sex.
Table 20 reveals that when the respondents were grouped according to sex,
their perceptions generallywe “Not significant”. Therefore, the null hypothesis
was accepted.
Meaningfulness of work gained the highest with T-value of 3.097 and p-value
of 0.002 while Fringe Benefit got the lowest with T-value of -1.26 and p-value of
0.21.
Based on the results the hypothesis that there was significant difference in
the assessment on the respondents on their level of job satisfaction in terms of
Responsibility, Recognition, Promotion, Achievement, Meaningfulness of work,

Supervision, Company policies and rules, Fringe benefits, Interpersonal
relationship, Working condition, Security and Salary/Compensation was
accepted. Furthermore, the levels PofI Njob

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satisfaction of the respondents when
grouped by sex were not significantly different.
Table 20

Level of Job Satisfaction by Sex
Aspects of Job t- p-
Decision Remarks
Accept Not
Ho Significant
Accept Not
Ho Significant
Accept Not
Ho Significant
Accept Not
Ho Significant
Accept Not
Meaningfulness of Work 3.097 0.002
Ho Significant
Accept Not
Ho Significant
Company Policies and Accept Not
1.811 0.073
Rules Ho Significant
Accept Not
Fringe Benefits -1.26 0.21
Ho Significant
0.308 0.759
Accept Not
Ho Significant
Accept Not
Security 1.086 0.28
Ho Significant
Accept Not
Ho Significant
3.3 By Civil Status

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satisfaction when grouped according to civil status.
Table 21

Level of Job Satisfaction by Civil Status
Decision Remarks
Accept Not
Responsibility -0.26 0.795
Ho Significant
Accept Not
Recognition -0.32 0.749
Ho Significant
Accept Not
Promotion -1.022 0.309
Ho Significant
Accept Not
Achievement -1.29 0.2
Ho Significant
Accept Not
Meaningfulness of Work -0.308 0.759
Ho Significant
Accept Not
Supervision -1.752 0.082
Ho Significant
-1.192 0.236
Accept Not
Ho Significant
-1.105 0.271
Accept Not
Working Condition -0.312 0.756
Ho Significant
Accept Not
Security -1.077 0.284
Ho Significant
Accept Not
Salary/Compensation -0.257 0.797
Ho Significant
Table 21 reveals that when the respondents were grouped according to civil
status, their perceptions generally were “Not significant”. Therefore, the null
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hypothesis was accepted.
Salary/Compensation gained the highest with T-value of -0.257 and p-value
of 0.797 while Supervision got the lowest with T-value of -1.752 and p-value of
0.082. Furthermore, the levels of job satisfaction of the respondents when
grouped by civil status were not significantly different.
Accordingly, majority of the respondents are single, which means that
employees who do not have yet a family perceive these aspects as not significant.
Hence, these aspects as not important to their level of job satisfaction.
Table 21 concludes that there is no significant differencein the level of job
satisfaction of the employees of Modulplus System Corporation when grouped by
civil status.
3.4 By Highest Educational Attainment
satisfaction when grouped according to highest educational attainment
Table 22 indicates that when respondents were grouped according to highest
educational attainment, generally their level of job satisfaction were not
significantly different except for Company policies and rules where it had a T-value
of 2.071 and p-value of 0.041 and Meaningfulness of work where it had a T-value
of 2.214 and p-value of 0.029 which was less than 0.05, tthe assumed level of
significance. Therefore, the null hypothesis was rejected. There was a
considerable difference in the level of job satisfaction in terms of Company policies
and rules and Meaningfulness of Pwork

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when grouped according to highest
educational attainment.
Table 22
Significant Difference in the Respondents’ Level of Job Satisfaction by

Highest Educational Attainment
Decision Remarks
Accept Not
Ho Significant
Accept Not
Ho Significant
Accept Not
Promotion 0.3 0.765
Ho Significant
Accept Not
Ho Significant
Reject
Meaningfulness of Work 2.214 0.029 Significant
Ho
Accept Not
Ho Significant
Company Policies and Reject
2.071 0.041 Significant
Rules Ho
Accept Not
Ho Significant
0.982 0.328
Accept Not
Ho Significant
Accept Not
Security 1.526 0.13
Ho Significant
Accept Not
Ho Significant
3.5 By Length of Service in the Company

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satisfaction when grouped according to length of service in the company.
The test of significant difference on the level of job satisfaction of the
respondents when grouped according to their length of service in the company
using one way analysis of variance is shown in Table 23. The results revealed the
following f-value: recognition (1.9), interpersonal relationship (1.735),
salary/compensation (1.05), responsibility (0.971), meaningfulness of work
(0.827), working condition (0.672), supervision (0.637), security (0.547), fringe
benefits (0.531), achievement (0.219), company policies and rules (0.148), and
promotion (0.098).
The results of the p-value were as follows: promotion (0.983), company
policies and rules (0.964), achievement (0.928), fringe benefits (0.713), security
(0.702), supervision (0.637), working condition (0.613), meaningfulness of work
(0.51), responsibility (0.426), salary/compensation (0.385), interpersonal
relationship (0.147), and recognition (0.115).

Table 23

Length of Service in the Company
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Aspects of Job F- p-
Decision Remarks
Accept Not
Ho Significant
Accept Not
Ho Significant
Accept Not
Ho Significant
Accept Not
Ho Significant
Accept Not
Meaningfulness of Work 0.827 0.51
Ho Significant
Accept Not
Ho Significant
0.148 0.964
Accept Not
Ho Significant
Not
Interpersonal Accept
1.735 0.147 Significant
Relationship Ho
Accept Not
Ho Significant
Accept Not
Security 0.547 0.702
Ho Significant
Accept Not
Ho Significant
Based on the findings, the hypothesis was accepted; hence, there was no
significant difference in the assessment on the respondents on their level of job
satisfaction in terms responsibility, recognition, promotion, achievement,
menaingfulness of work, supervision, company policies and rules, fringe benefits,

interpersonal relationship, working condition, security and salary/compensation
was accepted. Furthermore, the levels of job satisfaction of the respondents when
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grouped by length of service on the company was not significantly different.
3.6 By Nature of Job Assignment
satisfaction when grouped according to nature of job assignment.
This indicates that when respondents were grouped according to nature of job
assignment, generally their level of job satisfaction are not significantly different
except for Company policies and rules where it had a T-value of -2.108 and p-
value of 0.037 and Meaningfulness of work where it had a T-value of -2.589 and
p-value of 0.011 which was less than 0.05, the assumed level of significance.
Therefore, the null hypothesis was rejected. There was a considerable difference
in the level of job satisfaction in terms of Company policies and rules and
Meaningfulness of work when grouped according to nature of job assignment.

Table 24

Nature of Job Assignment
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Decision Remarks
Accept Not
Responsibility -0.398 0.692
Ho Significant
Accept Not
Recognition -0.926 0.356
Ho Significant
Accept Not
Promotion -1.121 0.264
Ho Significant
Accept Not
Ho Significant
Reject
Meaningfulness of Work -2.589 0.011 Significant
Ho
Accept Not
Supervision -0.911 0.364
Ho Significant
Company Policies and Reject
-2.108 0.037 Significant
Rules Ho
Accept Not
Ho Significant
Not
Interpersonal Accept
-0.297 0.767 Significant
Relationship Ho
Accept Not
Working Condition -0.838 0.404
Ho Significant
Accept Not
Security -0.693 0.489
Ho Significant
Accept Not
Salary/Compensation -0.21 0.834
Ho Significant
Table 25
Aspect of Job Satisfaction

Summary of Grand Mean
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Aspect of Job Weighted Verbal
Satisfaction Mean Interpretation
1 Responsibility 4.07 Satisfied
2 Recognition 3.83 Satisfied
3 Promotion 3.60 Satisfied
4 Achievement 3.77 Satisfied
5 Meaningfulness of the Work 3.83 Satisfied
6 Supervision 3.65 Satisfied

Company Policies and
7 3.72 Satisfied
Rules
8 Fringe Benefits 3.25 Somewhat Satisfied
9 Interpersonal Relationship 3.92 Satisfied
10 Working Conditions 3.62 Satisfied
11 Security 3.85 Satisfied
12 Salary/Compensation 3.55 Satisfied

Chapter 5
SUMMARY, FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS

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The following chapter concludes this report. A summary of research is
presented, and findings of the study are discussed and interpreted.
Recommendations for further research end the chapter.
SUMMARY
This study assessed the employees’ job satisfaction in Modulplus System
Corporation.
Specifically, the researcher aimed to determine the following:
(1) The profile of the respondents in terms of the following variables namely: age,
sex, civil status, highest educational attainment, length of service in the
company and nature of job assignment;
(2) Their assessment of their level of job satisfaction in terms of the aspects
namely: responsibility, recognition, promotion, achievement, meaningfulness
of work, supervision, company policies and rules, fringe benefits,
interpersonal relationship, working condition, security and salary
/compensation; and
(3) The significance of the difference in the assessment of the respondents on
their level of job satisfaction when they were grouped according to their
profile.
The study also revolved around the hypothesis that there was no significant
difference on the assessment of the respondents on their level of job satisfaction
when they were grouped according PtoI Ntheir

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profile. The researcher made use of
the descriptive method of investigation. The researcher-made questionnaire was
used in the study. Frequency and percentage distribution, weighted mean,
ranking, t-test, and ANOVA were used as statistical tools in the treatment of the
data.
FINDINGS
Based on the gathered data, the following findings were drawn:
1. Profile of the Respondents.
Respondents’ age shows that out of 122, 37 or 30.3% were aged 21 to 25
years old, 32 or 26.3% are 26 to 30 years old, 17 or 13.9% were 31 to 35 years
old, 17 or 13.9% were 41 years old and above, and 13 or 10.7% were aged 36 to
40 years old.
In terms of sex, there were 75 (61.5%) employees whoe were Male and 47
(38.5%) employees who were female.
Seventy-seven (63.1%) of the respondents were single and forty-five (36.9%)
were married. It was found out that 70 or 57.4% were college graduates and 52
or 42.6% of them were high school graduates.

In terms of respondents’ length of service in the company, it shows that
65.6% of the respondents had stayed in the company fo r2 to 5 years and only
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34.4% had stayed in the company for 6 years and above.
Findings show that the dominant nature of job assignment among the
respondents was “Production/Site” with a percentage of 54.9% of employees and
45.1% of employees were “Office Staff/Administrative”.
2. Employee Job Satisfaction in terms of responsibility, recognition,
promotion, achievement, meaningfulness of work, supervision,
company policies and rules, fringe benefits, interpersonal relationship,
working condition, security and salary/compensation.
In terms of responsibility, overall, the respondents were “Satisfied” with the
level of job satisfaction as revealed by the grand mean of 4.07. The statement
“Responsible for organizing and planning my work” got the highest weighted
mean of 4.17 while the statement “Responsible for the work of others” with
weighted mean of 3.96 all of which were verbally interpreted as “Satisfied”. The
respondents rated their level of satisfaction on all statements under responsibility
as “Satisfied”.
The respondents were “Satisfied” with the level of job satisfaction in terms of
recognition as revealed by the grand mean of 3.83. The statement “Shows
respect for a diverse range of opinions, ideas, and people” got the highest
weighted mean of 3.94 while the statement “I am provided with all resources I
needed to perform” with weighted mean of 3.69 all of which were verbally
interpreted as “Satisfied”. All the weighted mean were verbally interpreted as
“Satisfied”. The results showed thatPthe

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respondents were satisfied in terms of
recognition. It can be deduced that employees like to feel valued and are
recognized for their work.
In terms of promotion, the respondents were “Satisfied” with the level of job
satisfaction in terms of promotion as revealed by the grand mean of 3.60. The
statement “Chance to participate in planning and decision making” got the
highest weighted mean of 3.62 while the statement “Use of achievement as basis
for promotion” with weighted mean of 3.52 all of which were verbally interpreted
as “Satisfied”. The respondents rated their level of job satisfaction on all
statements under promotion as “Satisfied”.
When it comes to achievement, the respondents were “Satisfied” with the
level of job satisfaction in terms of achievement as revealed by the grand mean
of 3.77. The statement “Being able to develop new and better ways to do the
job” got the highest weighted mean of 3.93 while the statement “Chance to
compare achievement with others” with weighted mean of 3.52 all of which were
verbally interpreted as “Satisfied”.
When it comes to the level of satisfaction of the respondents in terms of
meaningfulness of work, the respondents were “Satisfied” when they are
acknowledged in doing a good job, when the job utilizes most of their skills and
abilities, and evaluation of their work performance on a regular basis with a
weighted mean of 3.95, 3.94 and 3.70, respectively.

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Overall, the respondents were “Satisfied” with the level of job satisfaction in
terms of supervision as revealed by the grand mean of 3.65. The statement
“Relationship between supervisors and subordinates in every unit” ranked first
with a weighted mean of 3.93 while the statement “Training programs conducted
by organization” with a weighted mean of 3.30 verbally interpreted as “Somewhat
satisfied” gained the lowest rank.
The respondents were overall “Satisfied” with the level of job satisfaction in
terms of company policies and rules as revealed by the grand mean of 3.72. The
statement “The way employees are informed about the company policies and
rules” got the highest weighted mean of 3.77 while the statement “The policies
and rules towards employees” ranked lowest with weighted mean of 3.63 all of
which were verbally interpreted as “Satisfied”.
Generally, respondents’ level of job satisfaction in terms of fringe benefits is
“Somewhat satisfied” with a grand mean of 3.25. The statement “Chance to offer
health care plans” ranked the highest with a weighted mean of 3.33 while the
statement “Medical insurance; Retirement plan; other benefits” ranked the
lowest with a weighted mean of 3.10.
The respondents were “Satisfied” when it comes to interpersonal relationship
since there is an atmosphere of friendliness and harmony among fellow workers
and there is readiness of co-workers in extending a helping hand as reflected

from the mean score of 4.00 and 3.97, respectively. Furthermore, the
respondents were satisfied with good communication from managers to

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employees and people in their department communicate sufficiently with one
another as seen from the mean score of 3.89 and 3.83, respectively. As a whole,
the respondents were “Satisfied” in terms of interpersonal relationship based
from the overall mean of 3.92.
The respondents were “Satisfied” with the level of job satisfaction in terms of
working conditions with a grand mean of 3.62. The statement “Drinking water
facilities” ranked the highest with a weighted mean of 3.84 while the statement
“Toilet facilities” ranked the lowest with a weighted mean of 3.45 which were
verbally interpreted as “Satisfied”.
With regards to level of job satisfaction in terms of security, the respondents
are generally “Satisfied” with a grand mean of 3.85. The statement “self-safety”
ranked the highest with a weighted mean of 3.97 while the statement
“Procedures established in work were properly implemented by all” gained the
lowest rank with a weighted mean of 3.70.
Under the salary / compensation, the respondents were “Satisfied” with the
schedule of their salary as seen from the mean score of 4.20. On the other hand,
the respondents were somewhat satisfied with the salary’s relevance to their
qualifications and experiences, relevance to the present standard of living and
process used to determine annual increase with a mean score of 3.40, 3.32, and
3.30, respectively. As a whole, the respondents were satisfied with their salary
based on the overall mean of 3.55.

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Conclusions
The following are the generalizations arrived at based on the findings:
1. Most of the respondents were male, aged 21 to 25 years old and had
bachelor’s degrees, single and had been working for two to five years in the
company, and was assigned at the production or project site.
2. The respondents were satisfied with their job as measured in terms of
responsibility, recognition, promotion, achievement, meaningfulness of work,
supervision, company policies and rules, fringe benefits, interpersonal
relationship, working condition, security and salary/compensation.
3. There was no significant difference in the level of job satisfaction of the
respondents when grouped according to age, sex, civil status, highest
educational attainment, length of service in the company, and nature of job
assignment in terms of responsibility, recognition, promotion, achievement,
meaningfulness of work, supervision, company policies and rules, fringe
benefits, interpersonal relationship, working condition, security and
salary/compensation.
Recommendation
Based on the findings and conclusions of the study, the following
recommendations are hereby made:P I N E S
1. Employees need to know clearly what their job roles and responsibilities are
and be as detailed as possible about every responsibility that they have.
When you take responsibility for another, you are more focused on doing
what is necessary to help someone else be integrated in a team effort so
everyone can cross the finish line, you will learn something new about them
– an unknown expertise, a better way to work with them, or an innovative
proposal for the larger team, you help shape a cultural norm that rewards the
behavior, and you stand out as a leader, which increases your professional
options and helps the organization.
2. Provide the employees the needed resources to make them effective within
the organization.
3. Recognize and reward employees for demonstrated and sustained
achievement and high performance.
4. Make regular assessments of the way employees work and the progress they
are making. A development plan will help track achievements, areas for
improvement, long-term objectives and training plans and will also be part of
the appraisal system.
5. HR Department should conduct Employee Performance Evaluation on a
regular basis to help the employees develop their knowledge, skills, how to
respond to new challenges and ideas, how to view new duties and practices,
to have an active role in improving the job, and to improve their personal
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skills.
6. The management should have a regular trainings and orientations to
enhance the employee’s knowledge and skills.
7. Policies and rules should be correctly implemented and executed to create
and maintain a better work environment for all and for the enhancement of
their employee’s job satisfaction. Organizational policies and procedures are
needed to explain how the company will deal with issues when they arise and
to show that they operate in a fair and consistent way towards all employees.
8. The incentives they give to their employees must be fair enough. The
company should review its compensation packages and personnel benefits.
9. The company should foster team building and more bonding activities to help
improve a good and smooth relationship in the workplace.
10. Make sure employees understand what the policy means, how it applies to
them and what will happen if they do not comply. Reinforce policies through
training sessions/group discussions, with reminders that all employees are
expected and required to adhere to policies and procedures.
11. Employees might feel undervalued if their basic needs for facilities are not
being met. Toilets provided by employers need to be equipped with an
adequate supply of toilet paper for each toilet, hand washing facilities, rubbish
bins, adequate and hygienic means for disposing of sanitary items for toilets
used by female employees.

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12. They should take into the consideration the current salary bracket of their
employees by updating themselves with the current market trend on salary.
The salary should match with the volume of work and responsibilities. To
ensure that all employees are well paid off, revisit the compensation package
and benefits package of employees along with job scope and responsibilities
and check if they are still marketable and based on current trend.
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Pretoria: Van Schaik Publishers
POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
GRADUATE SCHOOL
M.H. del Pilar Campus Valencia St.
PINES
Ramon Magsaysay Boulevard, Sta. Mesa,
Manila, Philippines 01008
REQUEST LETTER TO CONDUCT SURVEY
To: The Management

Modulplus System Corporation
c/o Ma’am Rosetti P. Kiok
V.P. for Operations
Greetings of Peace!
I am Anna Margarita Abad Calderon, a Polytechnic University Graduate School student

who is currently taking up Master in Business Administration and presently enrolled in
Research Thesis Writing. The title of the study is EMPLOYEE SATISFACTION IN
MODULPLUS SYSTEM CORPORATION - EQUIPMENT AND FURNITURE. In order
to gather data for my research paper, I will be distributing survey questionnaires to
employees – office based, plant based and site based. It is critical that respondents be
chosen randomly so that the survey results can be generalized to the whole population.
Rest assured that all information gathered will be treated strictly confidential and for the
sole purpose of the thesis only.
Thank you and I earnestly look forward to your approval.
Sincerely yours,
Anna Margarita Abad Calderon

Researcher / Thesis Writer
Master in Business Administration – Human Resources Management
Polytechnic University of the Philippines Graduate School

GRADUATE SCHOOL
PINES
Dear Respondent:
Greetings of Peace!
I am Anna Margarita Abad Calderon, a Polytechnic University Graduate School student

who is currently taking up Master in Business Administration and presently enrolled in
Research Thesis Writing.
The title of my thesis is EMPLOYEE SATISFACTION IN MODULPLUS SYSTEM

CORPORATION - EQUIPMENT AND FURNITURE. The reason I have chosen this
study is because of my deep desire to know the employee's job satisfaction in the
company that I am currently working at and to understand matters and eventually show
insights and offer solutions to issues.
In line with this, I am requesting for your cooperation and assistance in answering the
questionnaires below with honest, candidness and personal judgment.
Please be reminded to complete the “Respondent’s Personnel Data” of this section

which will indicate your age, sex, civil status, highest educational attainment, length of
service in the company and nature of job assignment for profiling purposes. It is your
option however not to indicate your name as it is not a requirement.
Thank you and God bless.
Sincerely yours,
Anna Margarita Abad Calderon

Researcher / Thesis Writer
Master in Business Administration – Human Resources Management
Polytechnic University of the Philippines Graduate School

GRADUATE SCHOOL
PINES
PART ONE: RESPONDENT’S PERSONNEL DATA
Name (optional): Date:
Direction: Please provide the following information either by filling in the data
called for or by putting a check mark (✓) where applicable.
1. Age:
a. 18 to 20 years old
b. 21 to 25 years old
c. 26 to 30 years old
d. 31 to 35 years old
e. 36 to 40 years old
f. 41 years old and above
2. Sex:
a. Male
b. Female
3. Civil Status:
a. Single
b. Married
4. Highest Educational Attainment:

a. High School Graduate
b. Baccalaureate
5. Length of Service in the Company:

a. 2 to 5 years
b. 6 to 9 years
c. 10 to 13 years
d. 14 to 17 years
e. 18 years and above
6. Nature of Job Satisfaction:

a. Office Staff / Administrative
b. Production / Site
PART TWO: EMPLOYEE JOB SATISFACTION
Instruction: Please put a check mark (✓) on the item/s that corresponds to your
answer.
PINES
In your assessment, what is your level of job satisfaction in terms of the following
factors?
Somewhat Satisfied
Very Unsatisfied
Very Satisfied
Unsatisfied
Satisfied
5 4 3 2 1
1 RESPONSIBILITY
1.1 Responsible for organizing and planning my work
1.2 Chance to be of service to others
1.3 Responsible for the work of others
2 RECOGNITION
2.1 The organization views its employees as assets
Shows respect for a diverse range of opinions, ideas and
2.2
people
2.3 Work is recognized and acknowledged
2.4 I am provided with all resources I needed to perform
3 PROMOTION
3.1 Possibilities for future career progression
3.2 Chance to participate in planning and decision making
3.3 Use of achivement as basis for promotion
4 ACHIEVEMENT
4.1 Being able to see the results of the work I do
4.2 Being able to develop new and better ways to do the job
4.3 Chance to compare achievement with others
5 MEANINGFULNESS OF THE WORK

5.1 I am acknowledged that I am doing a good job
5.2 The job utilizes most of my skills and abilities
5.3 Evaluates my work performance on a regular basis
6 SUPERVISION
Supervisor provides actionable suggestions on what I can do
6.1
to improve
Relationship between supervisors and subordinates in every
6.2
unit
Somewhat Satisfied
Very Unsatisfied
Very Satisfied
Unsatisfied
Satisfied
PINES
5 4 3 2 1
6.3 Training programs conducted by organization
Supervisor attends to the career development of his
6.4
subordinates
6.5 Ability to motivate the team loyalty and working spirit
7 COMPANY POLICIES AND RULES

Implementation of company policies and standard operating
7.1
procedures
The way employees are informed about the company policies
7.2
and rules
7.3 The policies and rules towards employees
8 FRINGE BENEFITS
8.1 Chance to offer health care plans
8.2 Medical insurance; Retirement plan; other benefits
8.3 Rewards for work well done through - Promotion / Bonus
9 INTERPERSONAL RELATIONSHIP
People in my department communicate sufficiently with one
9.1
another
9.2 Good communication from employees to managers
9.3 Good communication from managers to employees
Atmosphere of friendliness and harmony among fellow
9.4
workers
9.5 Readiness of coworkers in extending a helping hand
10 WORKING CONDITIONS
10.1 Cleanliness of workplace
10.2 Drinking water facilities
10.3 Maintenance of computers and other equipments
10.4 Toilet facilities
10.5 Supplies and materials
11 SECURITY
11.1 Safety for personal valuables
11.2 Self-safety
Procedures established in work were properly implemented
11.3
by all
12 SALARY / COMPENSATION
12.1 Salary release schedule
12.2 Salary’s relevance to the present standard of living
12.3 Salary's relevance to my qualifications and experiences
12.4 Process used to determine annual increase
CERTIFICATE OF EDITING
PINES
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POLYTECHNIC UNIVERSITY OF THE PHILIPPINES 1

THE PROBLEM AND ITS BACKGROUND

Job Satisfaction is claimed to be the most broadly researched topic among

as nature of work or supervision (Wikipedia).

Hoppock defined job satisfaction as any arrangement of psychological,

physiological and environmental circumstances that cause a person truthfully to

say I am satisfied with my job (Hoppock, 1935).

Vroom in his definition on job satisfaction focuses on the function of the

employee in the workplace. Thus he defines job satisfaction as affective

occupying (Vroom, 1964).

Job satisfaction represents a combination of optimistic or pessimistic feelings

determines expectations that he has dismissed. Job satisfaction represents the

job. It is generally perceived to be directly linked to productivity as well as to

feeling of fulfillment (Kaliski, 2007).

intrinsic motivation (Statt, 2004).

dissatisfaction (Armstrong, 2006).

satisfaction to extreme dissatisfaction. People also can have attitudes about

supervisors or subordinates and their pay (George et al., 2008).

Job satisfaction is a complex and multifaceted concept which can mean

different things to different people. Job satisfaction is usually related with

same as motivation. Job satisfaction is more of an attitude, an internal state. It

could, for example, be connected with a personal feeling of achievement, either

quantitative or qualitative (Mullins, 2005).

We consider that job satisfaction represents a feeling that appears as a result

organization to keep and retain their valued workforces in the organization.

Job satisfaction is quite highly correlated with overall happiness of the

employees within an organization and can be looked at as one of its main

components for the work performance of those employees (Argyle, 1989).

Employee’s attitude towards work is directly associated with job satisfaction.

As job satisfaction is necessary for productivity, it is important for an organization

The effect of job satisfaction on employee’s efficiency is either positive or

employee’s approach towards work PisI aN negative

produce positive results which will cause clashes in the workplace.

What motivates an employee and what guarantees personal fulfillment?

financial short and long term needs of an employee. However, there is no

Background of the Study

Modulplus System Corporation is a modular kitchen and closet manufacturer

Modulplus System Corporation offers world-class cabinetries that make daily

routines a pleasurable habit. A perfect balance of beauty and utility, Modulplus

Modulplus System Corporation was formed to be a leading innovator in the

furniture industry through the manufacture of wood-based panel furniture,

furniture components, interior finishing and architectural products.

Specializing in finishing systems for commercial and industrial applications,

Modulplus System Corporation has a wide repertoire of products in tune with

Strong values are an integral part of the Modulplus System Corporation

everyday actions of Modulplus System Corporation associates.

highest priority of every associate at Modulplus System Corporation to respect

individual differences and trust each other as equal partners.

creating value for associates and customers.

• Diversity is creating a harmonious work environment by recognizing and

respecting individual differences in all individuals and being committed to

offering opportunities to all ethnic groups.

• Integrity is a personal commitment. It must be reaffirmed every day - in job

to the communities where we do business, both as a company and as

individuals through involvement in civic and charitable activities.

Cultivating an environment that embraces diversity of race, gender, faith,

feel comfortable giving opinions.