CHAPTER 1 THE PROBLEM AND ITS BACKGROUND INTRODUCTION Job satisfaction in staff/managers of hotels and restaurants should be of great concern to any organization. Hotel and Restaurant staff and management personnel hold the majority of positions in most hospitality-industry settings, and replacement of a licensed personnel is costly and time consuming. Many registered and/or accredited personnel in hotels and restaurant sectors had limited time but ample exposure to varying degrees of job satisfaction. What makes some so happy with their chosen profession, and others so unhappy? Aside from a change of career, is there a solution? With the current employee’s shortage, and the anticipation of worsening conditions, the researcher of this study set out to investigate the sources of dissatisfaction in the hotel and restaurant settings. 1
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
CHAPTER 1
THE PROBLEM AND ITS BACKGROUND
INTRODUCTION
Job satisfaction in staff/managers of hotels and restaurants should be of
great concern to any organization. Hotel and Restaurant staff and management
personnel hold the majority of positions in most hospitality-industry settings, and
replacement of a licensed personnel is costly and time consuming. Many
registered and/or accredited personnel in hotels and restaurant sectors had
limited time but ample exposure to varying degrees of job satisfaction. What
makes some so happy with their chosen profession, and others so unhappy?
Aside from a change of career, is there a solution? With the current employee’s
shortage, and the anticipation of worsening conditions, the researcher of this
study set out to investigate the sources of dissatisfaction in the hotel and
restaurant settings.
Most medium-sized enterprises realize that their effectiveness depend on
the utilization of their human resources. Employees’ levels of burnout, job
satisfaction and job performance give an indication of the effectiveness of an
enterprise. The objective of this study was to determine the relationship between
a dispositional variable (sense of coherence), burnout, job satisfaction and job
performance. A once-off cross-sectional survey design was used.. The
Orientation to Life Questionnaire, Maslach Burnout Inventory, Minnesota Job
1
Satisfaction Questionnaire and Performance Appraisal Questionnaire were used
as measuring instruments. Sense of coherence was related to the three
subscales of burnout. Job satisfaction was found to be negatively related to
burnout. The results showed that one component of burnout, namely low
personal accomplishment correlates with lower creativity.
Most employers realize that the effectiveness of their organizations
depends on the utilization of their human resources and management (Boshoff &
Arnolds, 1995). Employees’ levels of burnout, job performance and job
satisfaction are some of the indicators of the effectiveness of an organization
(Kreitner & Kinicki, 1998).
BACKGROUND OF THE STUDY
Human behaviors nonetheless, have always been global. We are all God’s
handiwork, our bodies are composed of blood and bones and a network of
nerves and glands and myriads cells which spring into action called human
behavior.
Imbalances and dysfunctions of the association between the different
systems in the human body shall be experience when unassociated factor(s) and
environmental conditions have influenced human responses with respect to
himself and to his environment. Such interactions and responses of the human
body to the conditions brought about by his environment, as well as, to his
desires and goals in life, shall characterized his behaviors, his perceptions, and
2
his total personality, which in turn shall control his emotions and daily activities of
living with other components of the society an individual is living-in.
In the course of life, behaviors and personality of an individual should be
placed to a test/action upon experiencing or perceiving: environmental/societal
changes, change in life styles and human desired/aspirations, as well as socio-
cultural changes; by which all changes experienced or perceived by an individual
shall initiate the formation and filing-up of stress and may lead to various
problems. This problem touches every aspect of an individual personality –
physical, mental, emotional and social; especially those problems that concern
with all of an individual’s attitudes and behavioral problems.
Problems that have been encountered by each person in this world may
be attributed to this ever-changing society – a world being contoured and
recontoured at a pace no one seems to catch up nor fully grasp or comprehend.
Various changes in one’s life are “bedrocks of stress” more especially if these
changes are “unexpected, sudden and inescapable”.
Economic depression in many countries, not to mention the rapid lowering
of the level and quality of education given to the graduates; has thrown a large
number of people jobless. The concomitant anxiety and stress, fears and
insecurities inflict more and more people and are disorders that upset the
equilibrium and peace of minds not only of these concerned but also of the
families and the people around them.
3
People of all ages are being afflicted with stress, anxiety and depression.
Problems with schoolwork, with the home and even in the workplace often lead
to depression, drug abuse and sometimes suicide.
As a result, countless persons seem to feel that happiness and peace of
mind seem so elusive. As a result, gripping anxiety and fear; and finally,
depression and mental breakdown occur.
In due to these changes and problems people are experiencing in this
modern society; it is a must that a vast amount of knowledge and understanding
in the nature of change or problems that may be encountered must be properly
acquired by such concerned individuals. It is a fact that guidance must be
appropriated to each individual in order to provide directions and essential help in
coordinating and integrating of all his activities, using his basic potentials and
environmental opportunities.
There are many factors that contribute to dissatisfaction in the work place.
Many variables within each factor make achieving satisfaction for every individual
a very difficult task. Recognition of frustrations, such as turnover, lack of internal
empowerment, burnout, and, elimination of external sources of stress can
decrease dissatisfaction in the health care setting.
Issues concerning job satisfaction, potential for burnout, as well as effect
of burnout on clients, expanded knowledge and better understanding of
productivity, and, sources of empowerment for Hotel and restaurant personnel in
the health care setting should continue to be investigated. Improved job
4
satisfaction results in less turnover, better quality patient care, less physical and
mental injuries to health care staff, and betterment of entire organization.
CONCEPTUAL FRAMEWORK
This study is conceptualized from the fact that “a person who works well is
satisfied with his work and his ways of living”. It is therefore considered important
to consider the “HOWs” and the “WHATs” of having being satisfied with an
individuals work and necessities of better living and working conditions.
These are the stressors from our family, occupations, and environment
and event from us. Undue stress occurs when we try to live up to an ideal image
of ourselves. When unrealistic expectations clash with reality it always leads to
disappointment and frustrations. This will lead to lot of reactions and
manifestations. To better put out minds in a proper perspective, there’s a need in
familiarizing ourselves with stressors. Having knowledge on the reasons why we
are stressed will pave for better management of stress, thus allowing people to
work productivity and efficiently.
Since the Hotel and restaurant personnel and the hotel and restaurant
industry administrators are expected, to have been using the stress management
because of the high expectations from others they are the best persons to
evaluate its effectiveness; they are the primary sources of the data of this study.
Areas to be assessed are: different satisfactory working conditions and
ways of human living, the different stressors that tend to block the means of
having job-satisfaction, manifestations of not being satisfied to someone’s job,
5
the hotel and restaurant industry management approaches in order to attain job-
satisfaction, and the level of job-satisfaction of those health-workers employed in
hotel and restaurant businesses. This study shall be conducted in selected hotel
and restaurant establishments in Zambales with 100 employees, including both
hotel and restaurant personnel and hotel and restaurant administrator-
respondents.
Data shall be gathered using a structured survey-questionnaire and
through the use of unstructured interviews and observations to those different
respondents.
Data shall be consolidated and will be statistically treated with the use of
different techniques of both descriptive and inferential statistical procedures
which are essential in the structuring of various findings as well as the proposal
for conclusions and recommendations in revisions and in the improvement of this
research
6
PARADIGM OF THE STUDY
INPUT OUTPUTPROCESS
Survey Questionnaire
Unstructured Interviews
Indirect Observation
Statistical Procedures for Data Gathering and Interpretation
hotel and restaurant personnel Respondents’ Profile:
agesexcivil statuseducational attainment, andlength of service
hotel and restaurant Administrators Profile:
agesexcivil statuseducational attainment, andlength of service
Perceptions of Respondents for Job SatisfactionPerceptions of Respondents for the Managerial and Leadership Styles in their EstablishmentsPerceptions of Respondents for the Effect of various factors towards the marketability of the Hotel and Restaurant Establishments to which they are currently working
Improvement of hotel and restaurant industries Employees Welfare
Unparallel Employees Career Development
Better hotel and restaurant Services provided to the Public/Community
7
Figure 1: The Research Paradigm
STATEMENT OF THE PROBLEM
The study aims to perform an evaluation with regards to job satisfaction,
as assessment of the managerial and leadership styles and their relationship with
the marketability of hotel and restaurant personnel and hotel and restaurant
industry administrators that are employed in selected hotel and restaurant
establishments in Zambales.
Specifically, it seeks to answer the following question:
1. What is the profile of the hotel and restaurant personnel-respondents in
terms of:
1.1 age
1.2 sex
1.3 civil status
1.4 educational attainment, and
1.5 length of service
2. What is the profile of the hotel and restaurant industry administrator-
respondents in terms of:
2.1 age
2.2 sex
2.3 civil status
2.4 educational attainment, and
2.5 length of service
8
3. Which of the different conditions that satisfies hotel and restaurant
personnel and hotel and restaurant industry administrators working in
selected hotel and restaurant establishments in Zambales?
4. Which of the factor that concerns job satisfaction is the most effective?
5. What is the prevalent managerial/leadership styles shown by hotel and
restaurant managers?
6. What are some of the factors as related to job satisfaction and the
managerial and leadership styles that promote effective marketability of
selected hotel and restaurant establishments in Zambales?
7. Is there any significant difference between the satisfaction level of the
hotel and restaurant and the hotel and restaurant industry administrators?
RESEARCH HYPOTHESIS (Null Hypothesis)
As a basis in order to determine the difference and the relationship of the
degree of job-satisfaction between those hotel and restaurant personnel-
respondents and hotel and restaurant industry administrator-respondents, the
research of this study will conceptualized and will structure the framework of the
research process as based on the following hypothesis indicated below:
There is no significant difference between the level of job-satisfaction as
perceived by the hotel and restaurant personnel-respondents and the
hotel and restaurant industry administrator-respondents.
9
SCOPE AND DELIMITATION
The study has for its focus the different conditions and the level of job
satisfaction among the hotel and restaurant personnel and hotel and restaurant
industry administrators of the selected hotel and restaurant establishments in
Zambales.
The respondents will be limited only to fulltime or regular hotel and
restaurant personnel and hotel and restaurant industry administrators who are
working in the said industry as stated above. This study will be limited to
calendar year 2007-2008 and shall concern 100 employees or respondents.
DEFINITION OF TERMS
With regards to the used of different terms in this study, the researcher
have enumerated and described the following for the clarification and
understanding for the readers and critics of this research study:
Administrators or Hotel and Restaurant Administrators. As used in this study, this
refers to the managers or overseers who supervise and handle group of
employees in any organization, specifically those who are working in hotel
and restaurant industries and hotel and restaurant service workers. This
somebody has the job to administer the affairs of a business or
organization.
Hotel and Restaurant Personnel. This refers to the fulltime and regular hotel and
restaurant personnel who are employed in the selected hotel and
restaurant establishments in Zambales.
10
Job-Satisfaction. This refers to the different conditions that favorably satisfies and
increases the quality and level of performance of employees, especially of
the hotel and restaurant personnel.
Stress. refers to the state of the body resulting to changes in both mind and
body. It defines as events or situations that cause them to feel tension,
pressure, or negative emotions such as anxiety and anger. Others view
stress as the response to these situations.
Stress Variables. As used in this study, this refers to the stressors brought about
by certain conditions emanating from work itself.
Management. This is the process of handling one’s situation by application of
different styles, approaches, and techniques.
Salary. As used by the researcher of this study, this refers to the monthly income
and net take home pay of the respondents used in this study.
Career Growth. As used in this study, this refers to the increase in one’s
opportunity and chances of attaining better living conditions.
Work/Life Balance. As used in this study, this term refers to the capability of a
person in either having more time off or a flexible work schedule as being
necessary to improve satisfaction in their current position.
Hotel and Restaurant Establishments. This refers to place where the study will be
conducted the – selected hotel and restaurant establishments which are
located at various places in Zambales.
11
SIGNIFICANCE OF THE STUDY
The organization could contribute to the development of employees’
sense of coherence by presenting information in a constant, structured, orderly
way that is completely understood by the employees. To ensure that employees
feel that work demands are under own or other’s control; the organization can
provide the necessary knowledge, skills, material, instruments, support and other
resources. Furthermore, by being allowed a degree of independence and
freedom of choice to execute the task at hand in their won way, employees will
feel that their jobs are meaningful. If employees’ sense of coherence can be
enhanced within the organization, the organization could contribute to the
enhancement of the job satisfaction of employees. The levels of burnout of their
employees will also be lower.
Regarding burnout, the organization should attend to the levels of
emotional exhaustion and personal accomplishment levels of hotel and
restaurant managers and personnel alike. The nature of such mentioned
individuals are emotionally exhausting, and emotional support by management
might lower their emotional exhaustion. Methods to let employees know that they
meet their clients’ need may help to heighten the feeling of personal
accomplishments of their employees. Low levels of burnout will lead to job
satisfaction and sense of coherence. A training and self-development program
that focuses on the psychological strengths and burnout of the employees could
be implemented.
12
Work/life issues are mixed and benefits are the least important among
considerations.
Salary: Respondents most frequently identified salary as an item
they evaluate regarding satisfaction level with their current position. It also tops
their list as the factor most likely to be used to evaluate whether or not they will
accept a future position. Forty percent of respondents believed they were not
paid market value; this is the same percentage that indicated an increase in
compensation would increase their job satisfaction.
Career Growth: Respondents most frequently cited career growth
as the reason they left their last position. Just over half indicated they were
offered career growth in their current position. Fifty-four percent indicated future
career growth opportunities would improve their satisfaction with their current
position. This is also a top consideration when making a decision to accept a
new position.
Work/life balance: Almost half of the respondents indicated the
ability to balance their career and family obligations was important in evaluating
their job satisfaction and it was an important consideration for accepting a new
position. Few respondents identified either more time off or a flexible work
schedule as being necessary to improve satisfaction in their current position.
Benefits: Benefits and perks do not seem to be as important as
career growth, salary, and involvement in decision making when individuals are
evaluating satisfaction in their current position or evaluating a new position.
13
Insurance and financial benefits make up two of the three bottom factors used to
evaluate current job satisfaction.
14
CHAPTER 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter presents the review of related literature and studies from both
foreign and local researchers, which provide insights, background information
and reference for the present study.
REVIEW OF RELATED LITERATURE
FOREIGN RELATED LITERATURE
The estimated gender earnings gap indicates women are paid less, but
women in both countries appear more satisfied with their jobs than men1 (Clark
and Oswald, 1996; Clark, 1997; Sousa-Poza and Sousa-Poza, 2000). The
literature provides two explanations. First, satisfaction is a function of
expectations, and if women have lower expectations about labour market
outcomes, their expectations are more easily fulfilled (Clark, 1997). Second, the
bundle of characteristics associated with women’s jobs may appeal to them
sufficiently to overcome the satisfaction lost from their lower earnings.
These same two explanations have been used in exploring the role of
occupational segregation. Thus, the argument that women’s jobs appeal to them
sufficiently to overcome lower earnings clearly requires that women
disproportionately ‘choose’ a particular set of jobs, yet, much of the literature
assumes that women are ‘crowded’ into a particular set of jobs. Thus, one might
15
anticipate that the job satisfaction of women should be lower in the female
dominated jobs into which they are crowded.
Sloane and Williams (2000) take this as evidence that women largely
‘choose’ the jobs they dominate arguing that policy designed to decrease
segregation would reduce the job satisfaction of female workers. Hamermesh
(2001) makes clear why economists should study the determinants of job
satisfaction: ‘Only one measure, the satisfaction that workers derive from their
jobs, might be viewed as reflecting how they react to the entire panoply of job
characteristics. Indeed, a potentially useful view is that job satisfaction is the
resultant of the worker’s weighting in his/her own mind of all the job’s aspects.
It can be viewed as a single metric that allows the worker to compare the
current job to other labour-market opportunities.’ Hence, job satisfaction is a
more global measure allowing economists to get closer to the fundamental
concept of the aggregate well-being generated from a job, a concept that may be
poorly proxied by earnings. While such self-reported measures of satisfaction
have been criticized as subjective, Blanchflower and Oswald (1999) explain that
such measures have been successfully used for years by social psychologists
and that they do correlate in expected fashions with many objective outcomes.
For example, workers with lower self-reported job satisfaction have higher
absenteeism and are more likely to quit (Clark et al., 1998). Further, higher job
satisfaction within a firm correlates positively with its performance (Ostroff, 1992)
and, within the service industries, job satisfaction correlates positively with
customer satisfaction.
16
The renewed interest by economists in job satisfaction has yielded a
series of reasonably consistent and robust findings. Job satisfaction is higher for
the youngest and oldest workers (Clark et al., 1998), for non-union workers
(Clark, 1997; Bender and Sloane, 1998; Heywood et al., 2002), and for the less
educated (Clark and Oswald, 1996) yet, the issue attracting the most attention
has been the role of gender as a determinant of job satisfaction. The issue has
been examined in dozens of countries including not only those in Europe and
North America cited earlier but also in Kenya (Mulinge and Mueller, 1998), China
(Loscocco and Bose, 1998), and Kuwait (Metle, 2001).
The so-called paradox arises because the apparent job satisfaction of
women seems at odds with their lower adjusted earnings, lower chances for
employer provided training (at least in the US—see Lynch, 1992), and lower
adjusted probabilities of receiving pensions and health insurance (Heywood,
1989). Yet, the job characteristics valued by women and men have repeatedly
been shown to differ.
Job Satisfaction and Gender Segregation. As an alternative, the extent of
segregation may itself be considered a job attribute over which workers have
preferences. Given incomplete information on the full set of job attributes, most
evidence necessarily conflates the role of segregation per se and its role as a
proxy for job characteristics. Nonetheless, Tsui et al. (1992) find that the job
satisfaction of male workers decreases with the proportion of females in their
work group, and Sloane and Williams (2000) find that the job satisfaction of UK
women is significantly lower in ‘male dominated workplaces’. Clark (1997)
17
presents very similar evidence also for the UK, finding that the gender
satisfaction gap increases with the extent of females in the workplace, a result
that flows from the greater satisfaction of women in more female dominated
workplaces.
While there exists evidence that workers’ job satisfaction is greater in work
groups largely of the same gender, we recognize that the factors influencing the
gender composition of a work group may be complex. Theoretical work in
economics has addressed the issue of the optimal size of a minority within a
workgroup.
The optimization typically recognizes a productivity interaction between
groups, such as communication within homogenous groups is superior, or a
preference interaction, where one or more groups receive disutility from working
with a minority (Rapoport and Weiss, 2001). Firms themselves may desire a
particular gender (or racial) composition in order to appeal to potential
customers.
Thus, banks may wish the composition of employees in the lobby to
roughly match those of their customers (Kim and Squires, 1996). Social
psychologists have also measured the influence of work group gender
composition on the commitment and on the effectiveness (productivity) of the
group.7
In what follows we present new evidence on the relationship between
gender composition and job satisfaction. More importantly we identify the critical
work and family flexibility variables that drive that relationship. This identification
18
fits with the findings that a major reason women choose self-employment is for
family flexibility (Lombard, 2001) and that women take careers that allow such
flexibility and that this flexibility explains, at least in part, their lower earnings
(Hundley, 2001). We conclude from our evidence that gender composition does
not influence job satisfaction after accounting for flexibility.
Flexibility, Working Conditions, and Job Satisfaction. Deardorff and
Stafford (1976) examine a team production environment where workers give up
flexibility and must cooperate in terms of work times, effort, and conditions. They
demonstrate that compensation will necessarily be higher in this environment
than in one in which workers retain flexibility. Empirical researchers have taken
the view of team production as foregone flexibility showing that workers engaged
in team production earn more, other things equal (Idson, 1995). Moreover,
Heywood and Jirjahn (2002) show that women sort away from team production in
order to retain flexibility between home and work. Thus, the estimated
relationship between job satisfaction and gender composition might merely
reflect women sorting into jobs that provide flexibility. The flexibility provides
satisfaction for women, not the share of women in the job.
The explanation for higher female job satisfaction by Clark (1997) and
others is that women have lower expectations about labour market outcomes and
so are more easily satisfied with their actual experience. Yet, this argument
suggests that the expectations of women do not adapt to actual experience. They
supposedly retain lowered expectations despite an average of roughly seven
years of tenure in the NSCW. Moreover, the evidence presented shows that job
19
satisfaction of women is highest in the traditionally female dominated work
places, the very places in which women as a whole have the most experience
and should have the most accurate expectations. It may be that the literature’s
notion of ‘expectations’ is that of social norms. Under such an interpretation
women may be socialized not to anticipate much satisfaction from work and are
thus surprised by the actual experience. This still leaves open why the social
norms are so persistent given the reality. In addition, Clark (1997, p.342) argues
lower expectations of women ‘likely result from the poorer position in the labour
market that women have held in the past. As the difference between men’s and
women’s jobs is eroded so will the gender difference in expectations and job
satisfaction.’ Thus, Clark, who emphasizes the importance of expectations, sees
them as rooted in dated and inaccurate information.
Similarly, providing women with additional earnings but forcing them to
choose between home and work reduces their job satisfaction (as an additional
dollar of earnings adds far less to female job satisfaction). While not as extreme
as these illustrations, public policy has become increasingly focused on
mandating ‘family friendly’ workplaces. In the US, the ‘Take Care Network’ is a
coalition supporting increased family leave for care giving and increased
opportunities for flexible scheduling and job sharing (see www. takecarenet.org).
In the UK, a government Commission (Bain, 2001) recommended giving working
parents with children the right to require their employer to provide a flexible
working pattern. This recommendation was accepted by the government which
believes it will create ‘a transformation in culture of the workplace’ (DTI, 2001,
20
p.3). To the extent that this legislates increased flexibility, our results suggest it
may be more valuable to women and may reduce the extent of segregation
created by women seeking more flexible employment. Note, however, that men
who avoided flexibility to seek higher earnings, may well be worse off as the
flexibility between work and home responsibilities is less valuable to them and
may come at a cost of reduced earnings. These reduced earnings would follow if
the provision of flexible arrangements is costly to firms that did not previously
offer them (see Heywood et al., 2001). Thus, policies to promote flexibility may
have the consequence of a economic transfer between genders.
Job Performance in Relation to Job Satisfaction. In the field of
Industrial/Organizational psychology, one of the most researched areas is the
relationship between job satisfaction and job performance (Judge, Thoresen,
Bono, & Patton, 2001). Landy (1989) described this relationship as the “Holy
Grail” of Industrial psychology. Research linking job performance with satisfaction
and other attitudes has been studied since at least 1939, with the Hawthorne
studies (Roethlisberger & Dickson, 1939). In Judge et al. (2001), it was found by
Brayfield and Crockett (1955) that there is only a minimal relationship between
job performance and job satisfaction. However, since 1955, Judge et al. (2001)
cited that there are other studies by Locke (1970), Schwab & Cummings (1970),
and Vroom (1964) that have shown that there is at least some relationship
between those variables. Iaffaldano and Muchinsky (1985) did an extensive
analysis on the relationship between job performance and job satisfaction.
Across their many studies, they found a mean correlation of .17 (Iaffaldano &
21
Muchinsky, 1985). There are also stronger relationships depending on specific
circumstances such as mood and employee level within the company (Morrison,
1997). Organ (1988) also found that the job performance and job satisfaction
relationship follows the social exchange theory; employees’ performance is
giving back to the organization from which they get their satisfaction.
Judge et al. (2001) argued that there are seven different models that can
be used to describe the job satisfaction and job performance relationship. Some
of these models view the relationship between job satisfaction and job
performance to be unidirectional, that either job satisfaction causes job
performance or vice versa. Another model states that the relationship is a
reciprocal one; this has been supported by the research of Wanous (1974). The
underlying theory of this reciprocal model is that if the satisfaction is extrinsic,
then satisfaction leads to performance, but if the satisfaction is intrinsic, then the
performance leads to satisfaction. Other models suggest there is either an
outside factor that causes a seemingly relationship between the factors or that
there is no relationship at all, however, neither of these models have much
research.
The final model is “Alternative Conceptualizations of Job Satisfaction
and/or Job Performance.” This model discusses how positive attitudes toward
one’s job can predict a high degree of job performance. George and Brief (1996)
and Isen and Baron (1991) both found that employees’ attitudes are reflected in
their job performance. If this is the case, then we can argue that there is a
relationship between employees’ job satisfaction and job performance, as
22
satisfaction is an attitude about their job. Industrial psychologists do not justify
any relationship between job satisfaction and job performance; although it has
been found that a positive mood is related to higher levels of job performance
and job satisfaction.
Job Performance and Job Satisfaction in Relation to Personality Type .
One construct that has been used to predict job performance is personality. This
is one area that is criticized by many people as something that may not be valid
to use (Rothstein & Goffin, 2000). Despite these criticisms, most researchers feel
that studying the relationship between personality and job performance is
Number of Trainings Attended Since Designated as Supervisor
Trainings attended by the respondents since they were designated as
supervisors are categorized into two as reflected in Table 5: management-related
training and non-management-related training. On management-related training,
six (6) have attended between 0-2 trainings. One (1) respondent has attended
between 6-8 trainings, one has attended between 9-11 trainings and another one
(1) has attended between 12-14 trainings. In terms of attendance to
management-related training, majority of the supervisors have few trainings.
On non-management related trainings, seven (7) respondents have
attended between 0-11 trainings while four (4) have attended 12 and above
number of trainings. Similarly, more respondents have lesser attendance to non-
management related training.
In general, the supervisors have more attendance in non-management
related trainings that may not be useful for their supervisory position as leaders.
Profile of Subordinates
Tables 6 and 7 present the gender, age range, civil status, educational
attainment and years in service of the respondents-subordinates
Gender
67
Of the sixty-one (61) respondents, fifty-six (56) or 91.80 percent are male
while only five (5) are female (Table 6). In terms of gender, the Hotel and
Restaurant Allied Agencies is a male-dominated department. In fact, female
members are assigned in the office rather than in the field, as observed by the
researcher. This distribution is similar to that of the gender profile of supervisors.
Age Range
Table 6 reflects the age range of the respondents. Thirty nine (39)
respondents belong to the age range between 22 – 27 years old. The rest of the
respondents (22) belong to the age range between 38 and above. Majority of the
respondents-subordinates, as the distribution suggests, belong to the younger
group. Since they are younger, they need the guidance that their supervisors can
provide to them.
Civil Status
In terms of civil status, majority (42) are married while sixteen (16) are
single. Three (3) are widowed. Just like their supervisors, the subordinates are
their families’ breadwinners.
TABLE 6DISTRIBUTION OF RESPONDENTS BY GENDER,
AGE RANGE AND CIVIL STATUS
VARIABLES FREQUENCY PERCENTGENDER Male Female
565
91.808.20
AGE RANGE22 – 2526 – 2930 – 3334 – 3738 – 41
61111117
9.8318.0318.0318.0311.48
68
42 – 4546 – 4950 – 53
54 - Above
4551
6.568.208.201.64
CIVIL STATUS Single Married Widowed
16423
26.2368.524.92
Profile of Subordinates
Tables 6 and 7 present the gender, age range, civil status, educational
attainment and years in service of the respondents-subordinates
Gender
Of the sixty-one (61) respondents, fifty-six (56) or 91.80 percent are male
while only five (5) are female (Table 6). In terms of gender, the Hotel and
Restaurant Allied Agencies is a male-dominated department. In fact, female
members are assigned in the office rather than in the field, as observed by the
researcher. This distribution is similar to that of the gender profile of supervisors.
Age Range
Table 6 reflects the age range of the respondents. Thirty nine (39)
respondents belong to the age range between 22 – 27 years old. The rest of the
respondents (22) belong to the age range between 38 and above. Majority of the
respondents-subordinates, as the distribution suggests, belong to the younger
group. Since they are younger, they need the guidance that their supervisors can
provide to them.
Civil Status
69
In terms of civil status, majority (42) are married while sixteen (16) are
single. Three (3) are widowed. Just like their supervisors, the subordinates are
their families’ breadwinners.
Educational Attainment
Table 7 reflects the educational attainment of respondents. Of the 61
respondents, only twenty-four (24) are college graduate. Majority of them (37) do
not have a college degree. These respondents are college undergraduate (17),
high school graduate (12) or vocational graduate (8). In terms of educational
attainment, the distribution shows that the subordinates have low educational
attainment. But considering their positions in the plantilla, being Security Guards,
the minimum educational qualification is a high school diploma. In case they aim
for a promotion, then, they have to go back to school and get a college diploma
and civil service eligibility.
Years in Service
As can be observed in Table 7, twenty six (26) of the respondents have
between 1 – 3 years in service. There are sixteen (16) who have between 10 -12
years in the service while ten (10) have between 7 – 9 years in the service. The
remaining nine (9) have between 4 – 7 years in the service. Majority (35) of the
respondents belong to the younger group in the service (1-6) compared to the
older group of twenty-six (26) respondents. In terms of years in service, majority
of them are still new. In such case, subordinates need the patience and
understanding or matured supervisors who are always on hand to provide
guidance towards the attainment of organization’s goal.
70
TABLE 7
DISTRIBUTION OF RESPONDENTS BY EDUCATIONALATTAINMENT, YEARS IN SERVICE
VARIABLES FREQUENCY PERCENTHIGHEST EDUCATONAL ATTAINMENT High Scholl Graduate Vocational Graduate College Undergraduate College Graduate Master’s Level
128
17240
19.6713.1127.8739.34
0YEARS IN SERVICE
1 – 34 – 67 – 9
10 – 12
269
1016
42.6214.7516.3926.23
Leadership Style of Supervisors
The mean of the four dimensions of leadership style and the standard
deviation of each are shown in Table 8. The highest mean among the four
leadership styles is obtained by contingent reward with a mean of 3.93; following
closely is charismatic leadership with a mean of 3.90. Management by exemption
obtained a mean of 3.77 while individualized consideration was rated the lowest
with a mean of 3.71.
The results obtained indicate that supervisors of the Hotel and Restaurant
Allied Agencies as perceived by their subordinates possess more of the
characteristics of contingent reward style of leadership. It implies that the
supervisors provide various kinds of rewards in exchange for mutually agreed
upon goal accomplishment. As indicated by a mean of 3.90, which is a .03-
difference with that of contingent reward, supervisors, supervisors also possess
71
charismatic characteristics of leadership style. It means that the supervisors also
provide vision and a sense of mission and they instill pride, respect and trust
among their followers.
It should be observed that all the leadership styles obtained a high mean
indicating that the supervisors, in one way or another, possess some
characteristics of management by exemption and individualized consideration.
TABLE 8
MEAN AND STANDARD DEVIATIONOF LEADERSHIP STYLE OF
SUPERVISORS
LEADERSHIP STYLE MEAN SD
Charismatic Leadership
Individualized Consideration
Contingent Reward
Management by Exemption
3.90 (High)
3.71 (High)
3.93 (High)
3.77 (High)
.70
.67
.66
.72
Job Satisfaction
It is indicated in Table 9 that the mean of the job satisfaction of the
subordinate respondents is 4.26 indicating satisfaction in their job. The finding
reveals that the subordinates are satisfied with the tasks that they are
performing, the pay they receive, the promotional opportunities for their
72
advancement, the technical and managerial abilities of their supervisors and the
attitude of their co-workers.
TABLE 9
MEAN AND STANDARD DEVIATION OFJOB SATISFACTION OF
SUBORDINATES
VARIABLE MEAN SDJob Satisfaction 4.26 - Satisfied 0.67
Leadership Style of Supervisors
The mean of the four dimensions of leadership style and the standard
deviation of each are shown in Table 8. The highest mean among the four
leadership styles is obtained by contingent reward with a mean of 3.93; following
closely is charismatic leadership with a mean of 3.90. Management by exemption
obtained a mean of 3.77 while individualized consideration was rated the lowest
with a mean of 3.71.
The results obtained indicate that supervisors of the Hotel and Restaurant
Allied Agencies as perceived by their subordinates possess more of the
characteristics of contingent reward style of leadership. It implies that the
supervisors provide various kinds of rewards in exchange for mutually agreed
upon goal accomplishment. As indicated by a mean of 3.90, which is a .03-
difference with that of contingent reward, supervisors, supervisors also possess
charismatic characteristics of leadership style. It means that the supervisors also
73
provide vision and a sense of mission and they instill pride, respect and trust
among their followers.
It should be observed that all the leadership styles obtained a high mean
indicating that the supervisors, in one way or another, possess some
characteristics of management by exemption and individualized consideration.
Correlation of Leadership/Managerial Style of Supervisors with the Job-
Satisfaction of their Sub-ordinates
The relationship of the four dimensions of leadership style, namely: the
charismatic-type leadership, the individualized-consideration type of leadership,
the contingent-reward type of leadership, and the management by exemption
type of leadership style, as associated to the job satisfaction and performance of
their personnel, such of which were shown in Table 10.
The result reveals that charismatic type of leadership has low positive
correlation to the workers’ job satisfaction (r = 0.3117), and was found to be
significant in its relationship, p = 0.014, when analyzed and interpreted at 0.05
level of significance. This findings implies that the more supervisors and
managers of hotel and restaurant establishments practices the charismatic type
of leadership the satisfied their subordinates with respect to their job and to their
performance.
The “Individualized-Consideration” type of leadership was found positively
correlated to job-satisfaction (r = 0.2207) but was also found to be NOT
74
significant at 0.05 level of significance, as based from the value of p = 0.087. This
therefore implies that if managers of hotel and/or restaurant establishments will
have to make use of the “individualized consideration” type, this shall render no
effect on their workers degree of satisfaction to their job.
The contingent reward was found positively correlated to job satisfaction (r
= 0.3573) and was found significant using 0.05 level of significance (p = 0.005).
The result means that contingent reward is significantly correlated to job
satisfaction. It indicates that the more the supervisors show the contingent
reward of leadership style, the higher the job satisfaction of job satisfaction of
their subordinates. It implies the need for subordinates to be rewards so that the
agreed goals will be achieved.
Management by exemption was found positively correlated to job
satisfaction (r – 0.3007) and found significant at .05 level of significance (p
- .019). It means that management by exemption is significantly correlated to job
satisfaction indicating that the more supervisors show management by
exemption style of leadership, the higher the job satisfaction of their
subordinates. The finding reveals that supervisors have to make definite the
tasks to be undertaken by their subordinates. Job satisfaction of subordinates
comes from the technical and managerial abilities of their supervisors.
The findings are contrary to the findings of Roda-Gayta (1989) in her study
that the leadership styles of principals do not significantly affect job satisfaction.
However, the findings of this study validated that of Shieh, Mills and Waltz
(2001).
75
TABLE 10
CORRELATION OF LEADERSHIP STYLE OF SUPERVISORSWITH JOB SATISFACTION OF SUBORDINATES
LEADERSHIP STYLE CORRELATION COEFFICIENT
P
Charismatic Leadership
Individualized Consideration
Contingent Reward
Management by Exemption
0.3117
0.2207
0.3573
0.3007
.014
.087
.005
.019
Correlation of Supervisor’s Profile on their Leadership Style
It was assumed that there are aspects of supervisors profile that tend to
affect certain factors of their leadership style. These factors include age, gender,
civil status, educational attainment, occupation of spouse, family income,
management-related training, non-management related training and years in
service. Table 11 reflects the results of the correlation between the supervisors’
profile on their leadership style.
On charismatic leadership style, no supervisors’ personal; characteristics
was found to be significantly correlated at .05 level of significance.
76
On individualized consideration, the result show that occupation of spouse
is negatively correlated (r = -.552) and significantly (0.018) at .05 level of
significance. The relationship implies that a better occupation of spouses does
not in any way affect the style of leadership of supervisors in terms of
individualized consideration.
On contingent reward, the result shows that there were no personal
characteristics of supervisors found to be significantly correlated at .05 level of
significance.
Management by exemption was found negatively correlated (r = -0.541) to
occupation of spouse and significant (p – 0.020) at .05 level of significance. It
indicates that a higher level of occupation of spouse does not improve the
leadership style of supervisors in terms of management by exemption.
TABLE 11
CORRELATION OF SUPERVISORS’ PROFILE ONTHEIR LEADFERSHIP STYLE
VARIABLES CLr : p
ICr : p
CRr : p
MEr : p
AGEGENDERCIVIL STATUSEDUCATIONAL ATTAINMENTOCCUPATION OF SPOUSEFAMILY INCOMEMGT-RELATED TRAININGNON-MGT RELATED TRAININGYEARS IN SERVICE
Correlation of Subordinates’ Personal Profile on Their Job Satisfaction
It was assumed that there are certain aspects of subordinates’ job
satisfaction that significantly affect their job satisfaction. These include gender,
77
age, civil status, educational attainment and years in service. The results of the
correlational analysis are found in Table 12.
The correlation shows that gender and years in service are positively
correlated (r = 0.069; r = 0.030) to job satisfaction but not significantly at .05 level
of significance. On the other hand, age, civil status, and educational attainment
are negatively correlated (r = -0.020; r = -0.054; r = -0.139) but not significant
at .05 level of significance. The findings indicate job satisfaction of subordinates
is not affected by their personal characteristics.
TABLE 12
CORRELATION OF SUBORDIANTES’ PERSONALPROFILE ON THEIR JOB SATISFACTION
VARIABLES CORRELATION COEFFICIENT p
GENDER
AGE
CIVIL STATUS
EDUCATIONAL ATTAINMENT
YEARS IN SERVICE
0.069
-0.020
-0.054
-0.139
0.030
0.429
0.817
0.540
0.112
0.728
78
CHAPTER 5
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
Presented in this chapter is the summary of findings, conclusions
formulated and recommendations given in relation to the problem investigated.
Summary of Findings
The study was conducted to determine what leadership styles of
supervisors significantly affect job satisfaction of subordinates. Specifically, it
sought answers to the following questions:
1. What is the leadership style of the supervisors of the Hotel and Restaurant
Allied Agencies of the Tourism Sector of Zambales as perceived by their
subordinates?
2. What is the level of job satisfaction of the subordinates of the supervisors
of the Law Enforcement Department?
3. Which leadership style of supervisors significantly affects the level of job
satisfaction of their subordinates?
4. Is the leadership style of supervisors significantly affected by their
personal profile?
5. Is the job satisfaction of the subordinates significantly affected by their
personal profile?
The study was a descriptive researching the survey method, with a set of
questionnaire. A total of eleven supervisors and sixty-one (61) subordinates of
the Hotel and Restaurant Allied Agencies was the participant of the study.
79
6. The economic status of supervisors is low as indicated by the occupation
of their spouse and the monthly family income.
7. Supervisors have more attendance to non-0management related trainings
than management-related trainings that may not be useful for their
supervisory position.
8. Supervisors possess more of the characteristics of contingent reward style
of leadership and charismatic leadership than management by exemption
and individualized consideration. Supervisors provide various kinds of
rewards in exchange for mutually agreed upon goal accomplishment. AT
the same time, they provide vision, a sense of mission and instill pride,
respect and trust among their subordinates.
9. Subordinates are satisfied with their jobs as indicated by a mean of 4.26
10.Charismatic leadership, contingent reward and management by exemption
are significantly correlated with job satisfaction. The hypothesis that
leadership style of supervisors significantly affects the level of job
satisfaction of subordinates is therefore partly accepted.
11.The hypothesis that leadership style of supervisors is significantly affected
by their personal profile is partly accepted since occupation of spouse was
found top significantly affect individualized consideration and management
by exemption.
12.The hypothesis that job satisfaction of subordinates is significantly
affected by their personal profile is rejected since no profile variable was
found to significantly affect subordinates’ job satisfaction.
80
The important findings of the study are summarized in seven parts: the
profile of supervisors; the profile of subordinates; the leadership style of
supervisors; the job satisfaction of subordinates; the relationship style on job
satisfaction; the relationship of personal profile of supervisors on their leadership
style; and, the relationship of personal profile of subordinates on their job
satisfaction.
Personal Profile of Supervisors
1. Seven (7) supervisors belong to age range 50 years old and below while
four (4) belong to age range 51 years old and above.
2. Almost all the supervisors are male except one (1) who heads the
administrative division of Hotel and Restaurant Allied Agencies.
3. In terms of years of service nine (9) supervisors experience ranging
between 5 – 6 years while two (2) supervisors have only between 1 – 2
years in the service.
4. Almost all the supervisors are married except one who is a widow.
5. On the educational attainment of the supervisors, eight (8) supervisors are
bachelor’s degree holder while three (3) have completed their academic
requirements in the master’s program.
6. Five (5) of the spouses of the supervisors are unemployed while the
remaining six (6) are employed, four (4) of these are skilled workers, one
(1) is unskilled worker and another one (1) is a professional.
81
7. Nine supervisors have monthly family income ranging between
P11,000.00 – P20,000.00. The remaining two have income ranging
between P21,000.00 – P30,000.00 and between P31,000.00 –
P40,000.00, respectively.
8. Nine (9) supervisors attended between 0-8 management-related trainings
while the remaining three (3) supervisors attended more than eight
management-related training. On management-related trainings, seven (7)
supervisors have attended between 0-11 trainings while four (4) attended
12 and above trainings.
Profile of Subordinates
9. Fifty-six (56) subordinates are male while only five (5) are female who are
assigned in the office rather than in the field.
10.Thirty-nine (39) subordinates belong to age range between 22-37 years
old. The rest of the respondents (22) are above 37 years old.
11.Majority of them (42) are married while nineteen (19) are single.
12.Majority of the subordinates (37) do not have a college degree who are
either college undergraduate (17), high school graduate (12) or vocational
graduate (8) while twenty-four (24) of them are degree holders.
13.Thirty-five (35) subordinates have 1-6 years in the service and twenty six
(26) have been in the service between 7-12 years.
Leadership Style of Supervisors
14.Subordinates perceived that their supervisors possess more the
characteristics of contingent reward style of leadership with the highest
82
mean of 3.93, followed closely by charismatic leadership (Mean = 3.90),
management by exemption (M = 3.77) and ;last, the individualized
consideration (M = 3.71).
Job Satisfaction of Subordinates
15.The mean of the job satisfaction of subordinates is. 4.26 indicating
satisfactory satisfaction in their job.
Correlation of Supervisors’ Leadership Styles with Job Satisfaction of
Subordinates
16.Charismatic leadership has low positive correlation to job satisfaction (r =
0.3117) and significant at .05 level of significance (p = .014).
17.Contingent reward has a positive correlation to job satisfaction (r = .3573)
and significant at .05 level of significance (p = .005)
18.Management by exemption has positive correlation to job satisfaction (r =
0.3007) and significant at .05 level of significance (p = .019).
Correlation of Supervisors’ Profile on Their Leadership Style
19.Occupation of spouse is both negatively correlated to individualized
consideration (r = -0.552) and management by exemption (r = -0.541) and
significant at .05 level of significance (p = 0.018) and (p = 0.020)
respectively.
83
Correlation of Subordinates’ Profile on their Job Satisfaction
20.Gender and years in service are positively correlated but not significant
at .05 level of significance.
Correlation of Job Satisfaction and Marketability
To ensure this flawless execution of every hotel and restaurant
management located in Zambales, there needs to be a skilled business
supervisors and analyst communicating business needs and effective human
relationships and friendly environment as perceived by the personnel/workers of
hotel and restaurant establishments. Through hands-on experience and focused
work-related experiences and conditions; good management, managerial styles,
and trainings of supervisors will give each and every hotel and restaurant
establishment’s answers and working solutions to the need to succeed in
hospitality-businesses today.
In addition, it was inferred from the study how hotel and restaurant
businesses may be structured and managed considering the behaviors and
attitudes of their workers/personnel, among these findings are enumerated as
follows:
Better satisfaction of workers with regards to their job conditions
ensures increase in the workers job efficiency;
Improvement of job efficiency renders an increase in the workers’ job
performance;
84
Increase in the establishment’s performance will do better public
acceptability as well as the marketability of the services and products
of the different hotel and restaurant businesses;
Other ways to improve the marketability of hotels and restaurant
establishments as related to job satisfaction, management and leadership styles,
are listed as follows:
increase hotel and restaurant's bottom line by cutting development
costs for new business applications
establishment’s should save valuable time by knowing how to
effectively streamline the introduction of new products and services
the management must react quickly to ever-changing regulations and
improve quality assurance
Recommendations
From the findings identified and the conclusions formulated, the following
recommendations are given:
1. Since it was found that the Hotel and Restaurant Allied Agencies is
male-dominated, the need for gender-sensitivity training is
recommended to be attended to by all personnel of the department.
Such basic orientation on gender issues will serve as an eye opener
for Hotel and Restaurant Allied Agencies leadership to consider the
idea of designating more women supervisors to work in the field rather
than being concentrated in the office. Among the rank and file, a need
85
to increase the strength of women in male-dominated department must
also be considered.
2. There is also a need to look into the salary of supervisors because a
low economic status may affect one’s performance. The Administration
must conduct a thorough study on how to improve the salary of
supervisors or provide them incentives.
3. The educational qualification of the supervisors must be improved. The
Hotel and Restaurant Allied Agencies leadership must encourage their
people to go back to school and take further studies in the graduate
program. An employee development program aimed primarily to
provide scholarship grants for supervisors and subordinates can be
proposed to Hotel and Restaurant Allied Agencies administrators.
4. Since it was found out that supervisors have more attendance to non-
management-related trainings, it is recommended that a study on the
possibility of sending them to management-related training as well as
leadership training must be done. Their attendance to these would be
an avenue for exposure to other leadership styles like transformational
leadership styles which were found to have significantly improved
satisfaction of employees.
5. The management must devise a section process, the purpose of which
is to be able to identify potential supervisors who will later replace the
older supervisors. Those selected can be sent to trainings on
leadership.
86
6. The subordinates were found to be satisfied with their jobs. The Hotel
and Restaurant Allied Agencies management must see to it that
subordinates must maintain their satisfaction with their jobs by
providing increases in salary or additional incentives, improving
working conditions, or providing opportunity for advancement.
7. For further research, this study can be replicated to all the department
of Hotel and Restaurant establishments in Zambales utilizing
supervisors and their subordinates. A study of the leadership styles in
relation to performance is also recommended with Department
Managers as respondents.
87
BIBLIOGRAPHY
Anker, R. (1997) Theories of occupational segregation by sex: an overview, International Labour Review, 136, 315–49.
Bain, G. (2001) About Time: Flexible Working, Work and Parents Taskforce, London.
Baldwin, M., Butler, R., and Johnson, W. (2001) A hierarchical theory of occupational segregation and wage discrimination, Economic Inquiry, 39, 94–110.
Bashaw, D. (1999) Gender earnings and job satisfaction: the case of US physicians, Ph.D. Dissertation, UMI Number 9916558, University of Wisconsin, Milwaukee.
Bender, K.A. and Sloane, P.J. (1998) Job satisfaction, trade unions, and exit-voice revisited, Industrial and Labor Relations Review, 51, 222–41.
Blanchflower, D. and Oswald, A. (1999) Well-being, insecurity and the decline of American job satisfaction, Working Paper, Department of Economics, Dartmouth College, Hanover, NH.
Blau, F. and Kahn, L. (1996) Wage structure and gender earnings differentials: an international comparison, Economica, 63, S39–S62.
Blau, F., Ferber, M., and Winkler, A. (2002) The Economics of Women, Men and Work, 4th edition. Prentice Hall, Upper Saddle River, NJ.
Brayfield, A.H. & Rothe, H.F. (1951). An index of job satisfaction. Journal of Applied Psychology, 35:307-311.
Clark, A. (1997) Why are women so happy at work? Labour Economics, 4, 341–72.
Clark, A. and Oswald, A. (1996) Satisfaction and comparison income, Journal of Public Economics, 61, 359–81.
Cook, J.D., Hepworth, S.J., Wall, T.D., & Warr, P.B. (1981). The Experience of Work. London: Academic Press.
Deardorff, A. and Stafford, F. (1976) Compensation of cooperating factors, Economica, 44, 671–84.
Dhawan, S. (2000) Work climate and gender: why are women scientists so satisfied at work? Journal of Scientific and Industrial Research, 59, 121–31.
88
Donohue, S. and Heywood, J. (2004) Job satisfaction, comparison income and gender: evidence from the NLSY, International Journal of Manpower, 25, 211–34. 494 job satisfaction and gender segregation DTI. (2001) Government Response to Recommendations from the Work and Parents Taskforce, Department of Trade and Industry, London.
DTI. (2001) Government Response to Recommendations from the Work and Parents Taskforce, Department of Trade and Industry, London.
Dunham, R.B., Smith, F.J., & Blackburn, R.S. (1977). Validation of the Index of Organizational Reactions with the JDI, MSQ, and Faces scales. Academy of Management Journal, 20:420-432.
Farr, R. M. (1977). On the nature of attributional artifacts in qualitative research: Herzberg's two-factor theory of work motivation. Journal of Occupational Psychology, 50:3-14.
Fletcher, C. E. (2001, June). Hospital RN’s job satisfactions and dissatisfactions. Journal of Nursing Administration, 31(6), 324-31.
Gardner, G. (1977). Is there a valid test of Herzberg's two-factor theory? Journal of Occupational Psychology, 50:197-204.
Gati, I. (1989). Person-environment fit research: Problems and prospects. Journal of Vocational Behavior, 35:181-193.
Grigaliunas, B., & Wiener, Y. (1974). Has the research challenge to Motivation-Hygiene Theory been conclusive? An analysis of critical studies. Human Relations, 27:839-871.
Hamermesh, D. (2001) The changing distribution of job satisfaction, The Journal of Human Resources, 36, 1–30.
Herzberg, F., Mausner, B, & Snyderman, B. (1959). The motivation to work. New York: John Wiley and Sons, Inc.
Heywood, J. (1989) Discrimination in the provision of fringe benefits, Economics Letters, 31, 242–5.
Heywood, J. and Jirjahn, U. (2002) Payment schemes and gender in Germany, Industrial and Labor Relations Review, 56, 44–64.
Heywood, J., Siebert, W.S., and Wei, X. (2001) The supply and demand of family friendly work practices, Working Paper, Department of Commerce, University of Birmingham.
89
Holland, J. L. (1973). Making vocational choices: A theory of careers. Englewood Cliffs, NJ: Prentice-Hall.
Hull, K. (1999) The paradox of the contented female lawyer, Law and Society Review, 33, 687–702.
Hundley, G. (2001) Why women earn less than men in self-employment, Journal of Labor Research, 22, 817–30.
Iaffaldano, M. T., & Muchinsky, P. M. (1985). Job satisfaction and job performance: A meta-analysis. Psychological Bulletin, 97:251-273.
Idson, T. (1995) Team production effects on earnings, Economic Letters, 49, 197–203.
Johns, G. (1981). Difference score measures of organizational behavior variables: A critique. Organizational Behavior and Human Performance, 27:443-463.
Johnson, G. and Solon, G. (1996) Estimates of the direct effects of comparable worth policy, American Economic Review, 76, 1117–25.
Johnson, S.M., Smith, P.C., & Tucker, S.M. (1982). Response format of the Job Descriptive Index: Assessment of reliability and validity by the multi-trait, multi-method matrix. Journal of Applied Psychology, 67:500-505.
Kanter, R. M. Men and Women of the Corporation, Second ed. New York: Basic Books, 1993.
Kidd, M. and Goninon, T. (2000) Female concentration and the gender wage differential in the United Kingdom, Applied Economics Letters, 7, 337–40.
Kim, S. and Squires, G. (1996) Does anybody who works here look like me? Mortgage lending, race and lender employment, Social Science Quarterly, 76, 821–838.
Kopelman, R. E. (1979). Directionally different expectancy theory predictions of work motivation and job satisfaction. Motivation and Emotion, 3:299-317.
Kunin, T. (1955). The construction of a new type of attitude measure. Personnel Psychology, 8:65-67.
Landy, F. J. (1989). Psychology of work behavior. (Fourth edition). Pacific Grove, CA: Brooks/Cole.
90
Locke, E.A. (1976). The nature and causes of job satisfaction. In M.D. Dunnette (Ed.), Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally.
Lofquist, L.H. & Dawis, R.V. (1969). Adjustment to Work: A Psychological View of Man's Problems in a Work-Oriented Society. Appleton-Century-Crofts, New York.
Lombard, K.V. (2001) Female self-employment and demand for flexible, nonstandard work schedules, Economic Inquiry, 39, 214–37.
Loscocco, K. and Bose, C. (1998) Gender and job satisfaction in urban China: the early post-Mao period, Social Science Quarterly, 79, 91–109.
Loscocco, K. and Spitze, G. (1991) The organization context of women’s and men’s pay satisfaction, Social Science Quarterly, 72, 3–19.
Lynch, L. (1992) Private-sector training and the earnings of young workers, American Economic Review, 82, 299–312.
McDuff, E. (2001) The gender paradox in work satisfaction and the protestant clergy, Sociology of Religion, 62, 1–21.
McNeese-Smith, D. (2001, February). Staff nurse views of their productivity and nonproductivity. Heath Care Management Review, 26(2), 7-19.
Metle, M. (2001) Education, job satisfaction and gender in Kuwait, International Journal of Human Resource Management, 12, 311–32.
Millward, N. and Woodland, S. (1995) Gender segregation and male/female wage differences, Centre for Economic Performance Discussion Paper No. 220, London School of Economics.
Mulinge, M. and Mueller, C. (1998) Employee job satisfaction in developing countries: the case of Kenya, World Development, 26, 2181–99.
Ostroff, C. (1992) The relationship between satisfaction, attitudes and performance: an organizational level analysis, Journal of Applied Psychology, 77, 963–74.
Petty, M. M., McGee, G. W., & Cavender, J. W. (1984). A meta-analysis of the relationship between individual job satisfaction and individual performance. Academy of Management Review, 9:712-721.
Porter, L. W. (1961). A study of perceived need satisfactions in bottom and middle management jobs. Journal of Applied Psychology, 45:1-10.
91
Rapoport, H. and Weiss, A. (2001) The optimal size of a minority, Working Paper, Department of Economics, Bar-Ilan University, Israel.
Rice, R. W., McFarlin, D. B., & Bennett, D. E. (1989). Standards of comparison and job satisfaction. Journal of Applied Psychology, 74:591-598.
Ronan, W. W., & Marks, E. (1973). Continuing problems in exploring the structure of job satisfaction. Journal of Vocational Behavior, 3:279289
Scarpello, V., & Campbell, J. P. (1983). Job satisfaction: Are all the parts there? Personnel Psychology, 36:577-600.
Scott, K. D., & Taylor, G. S. (1985). An examination of conflicting findings on the relationship between job satisfaction and absenteeism: A meta-analysis. Academy of Management Journal, 28:599-612.
Shader, K., Broome, M. E., Broome, C. D., West, M. E., & Nash, M. (2001, April). Factors influencing satisfaction and anticipated turnover for nurses in an academic medical center. Journal of Nursing Administration, 31(4), 210-6.
Sloane, P.J. and Williams, H. (2000) Job satisfaction, comparison earnings and gender, Labour, 14, 473–502.
Smith, P.C., Balzer, W., Josephson, H.I., Lovell, S.E., Paul, K.B., Reilly, B.A., Reilly, C.E., & Whalen, M.A. (1989). Users' Manual for the Job Descriptive Index (JDI) and the Job in General (JIG) Scales. Bowling Green State University: Bowling Green, Ohio.
Smith, P.C., Kendall, L.M., & Hulin, C.L. (1969). The Measurement of Satisfaction in Work and Retirement. Rand-McNally, Chicago.
Sousa-Poza, A. and Sousa-Poza, A. (2000) Taking another look at the gender/job satisfaction paradox, KYKLOS, 53, 135–52.
Spence Lashinger, H. K., Sullivan Havens, D. (1997, June). The effect of workplace empowerment of staff nurses’ occupational mental health and work effectiveness. Journal of Nursing Administration, 27(6), 42-50.
Spence Lashinger, H. K., Sullivan Havens, D. (1997, June). The effect of workplace empowerment of staff nurses’ occupational mental health and work effectiveness. Journal of Nursing Administration, 27(6), 42-50.
Teas, R. K. (1981). A within-subject analysis of valence models of job preference and anticipated satisfaction. Journal of Occupational Psychology, 54:109-124.
92
Toscano, P., & Ponterdolph, M. (1998, August). The personality to buffer burnout. Nursing Management, 29(8), 32L, 32N, 32R.
Toscano, P., & Ponterdolph, M. (1998, August). The personality to buffer burnout. Nursing Management, 29(8), 32L, 32N, 32R.
Tsui, A., Egan, T., and O’Reilly, C. (1992) Being different: relational demography and organizational attachment, Administrative Science Quarterly, 37, 554–79.
Wall, T. D., & Payne, R. (1973). Are deficiency scores deficient? Journal of Applied Psychology, 58:322-326.
93
A P P E N D I X A
December 2007
The ChairmanDepartment of TourismZambales
SIR:
Please be informed that the researchers, whose names are enumerated below, are graduating students of Ramon Magsaysay Technological University at Iba, Zambales, taking up Bachelor of Science in Accountancy. We are currently working on our undergraduate’s research study regarding leadership style, marketability and job satisfaction. The purpose of this research is to determine what leadership style significantly affects job performance of employees. Data needed for the study will be gathered at the selected municipalities of Zambales.
In this connection, we are requesting that may we please be allowed to distribute questionnaires to the supervisors and employees of the selected Hotel and Restaurant establishments.
We hope for your kind consideration. Thank you very much.
Very truly yours,
EMMANUEL E. BIAGAN
WADE L. MAGSOY
MEDRIAN CHRISTOPHER JOHN V. ALBANIEL
(Researchers)
94
A P P E N D I X B
LETTER TO THE RESPONDENTS
December 2007
Dear Respondents,
We are currently working on our undergraduate’s research project regarding the effect of leadership style on job satisfaction with their corresponding influence on the marketability of the products and services of hotel and restaurant establishments. The study requires two groups of respondents, Supervisors and their subordinates who will rate the leadership style of their supervisor.
In this connection, we would like to request your accurate and honest answers to the attaché questionnaire. Please be assured that your answers will be held confidential.
Thank you for your cooperation.
Respectfully yours,
EMMANUEL E. BIAGAN
WADE L. MAGSOY
MEDRIAN CHRISTOPHER JOHN V. ALBANIEL
(Researchers)
95
LIST OF HOTEL AND RESTAURANT ESTABLISHMENTSIN ZAMBALES