Thesis Chapter 1A

7/27/2019 Thesis Chapter 1A

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UNIVERSIDAD DE MANILA

Mehan Gardens, Manila

JOB SATISFACTION AND WORK PERFORMANCE OF FILIPINO CIVILIAN

EMPLOYEES OF THE UNITED STATES MILITARY ORGANIZATION

IN U.S. EMBASSY, MANILA

Chapter 1 and 2 of A Thesis Proposal presented to

The Faculty of the School of Graduate Studies

Universidad de Manila

--------------------

In partial fulfillment of the requirements for the degree ofMaster in Public Management and Governance

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GUIADCELY S. SANCHEZ

August 10, 2013


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Chapter 1

INTRODUCTION

Background of the Study

The Embassy of the United States of America to the Republic of the Philippines

is situated along Roxas Boulevard (formerly Dewey Boulevard) in Manila. The Embassy

has been representing the United States Government since the Philippines was granted

independence on July 4, 1946. The Embassy exercises a number of functions in its

representation the Government of the Philippines, including political, administrative,

economic, public diplomacy, and consular affairs, that are managed under the

Ambassador by counselors from the U.S. Department of State. For bilateral

development projects, the managing office is the United States Agency for International

Development, while military affairs are managed by Defense Attach and the Joint U.S.

Military Assistance Group in the Philippines.

The US Embassy, is one of the Department of States largest posts, employing

more than 1,500 employees, of which close to 300 Americans and more than 1,000

Locally Employed Staff. The Embassy is also home to 27 agencies.(Wikipedia) It

provides equal opportunity and fair and equitable treatment in employment to all people

without regard to race, color religion, sex, national origin, age, disability, political

affiliation, marital status, or sexual orientation. The Department of State also strives to

achieve equal employment opportunity in all personnel operations through continuing

diversity enhancement programs. The EEO complaint procedure is not available to


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individuals who believe they have been denied equal opportunity based upon marital

status or political affiliation. Individuals with such complaints should avail themselves of

the appropriate grievances procedure, remedies for prohibited personnel practices,

and/or courts for relief.

The US Embassy has the Locally Employed Staff (LES), which is the general

terms used for both Philippines and US citizens who ordinarily reside in the Philippines

and are subject to its labor laws. LES are employed under the authority of the Chief of

Mission and are paid under the local compensation plan. (LES Handbook, U.S.

Embassy, Manila. 2012).The US Government is not subject to Philippine Law, thus the

LES are not governed by the Government Service Insurance System (GSIS), instead

the Philippine Social Security System (PSSS). Employees who were hired by the US

Embassy on or after January 1, 1984 are enrolled in the PSSS.

An important part in any agency, company or an organization of Personnel

Administration is the Performance Evaluation. Performance evaluation is a continuing

process of creating a work environment where employees are able to perform to the

best of their abilities. Administered properly, the performance management process

gives an opportunity for meaningful dialogue between the Rater, Reviewer and

employee. It can be an important management tool for increasing motivation and

improving performance and morale. (LES Handbook, U.S. Embassy, Manila. 2012).

The Employment Performance Report (EPR) is an evaluation given to Locally

Employed Staff of the U.S. Embassy on which it is a continuing process of creating a

work environment where employees are able to perform to the best of their abilities.


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Administered properly, the performance management process gives an opportunity for

meaningful dialogue between the Rater, Reviewer and employee. It can be an important

management tool for increasing motivation and improving performance and morale. It is

given on the anniversary of an employees hiring date. The employee will be evaluated

whether Indefinite, probationary or Part-timer and rated Exceptional, Good, Needs

Improvement or Unsatisfactory. In the U.S. Embassy, Manila, the performance

management process is within 30 calendar days of the new rating period (the

anniversary of the employees hiring date), the Rater and the employee complete a

work development plan. Throughout the rating period, the Rater, Reviewer discusses to

the employee his/her performance, and the Rater documented all the discussion during

the evaluation. There are three types of Employee Evaluation Reports of U.S. Embassy

of Manila: The Regular a report is completed annually on an individual rating cycle

timed to the employees anniversary of employment, Probationary a report after

completing one-year probationary period, Interim a report covering any time period of

less than one year but not more than one year, while there are four level of rating or the

performance standards: the exceptional This is a level of rare, high-quality

performance. The quantity and quality of the employees work substantially exceed, the

good the performance represents a level of competence, the needs improvement-

this is the minimum level and the unsatisfactory- this is an inadequate level of

performance.

Attainment of high level of performance through productivity and efficiency has

always been an organizational goal of high priority. In order to do that highly satisfied

work force is an absolutely necessity for achieving high level of performance


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advancement of an organization. Satisfied worker leads to extend more effort to job

performance, then works harder and better. Thus every organization tries to create a

satisfied work force to operate the well-being of the organization. However, the total

organizational performance depends on the efficient and effective performance of

individual employees of an organization. Therefore, every organization places a

considerable reliance on their individual employee performance to gain high

productivity. Employee effort is an important factor that determines an individual

performance will be. When an employee feels satisfaction about the job, then he/she is

motivated to do greater effort to do the job. Then it tends to increase the overall

performance of the organization. In other words, a satisfied employee and his effort and

commitment are crucial for the successfulness of an organization. (PUSHPAKUMARI)

The study therefore aims to quantify the level of job satisfaction in relation to

work performance of Filipino Civilian Employees at the United States Military

Organization in U. S. Embassy, Manila.

The Employee Performance Report (EPR) vis--vis the jobs stated or presumed

requirements, but also as a goal-setting tool for the factors of job performance, including

job satisfaction. Job satisfaction has been defined as a pleasurable emotional state

resulting from the appraisal of ones job, on affective reaction ones job, and an attitude

towards ones job. (Almario, 2012)

The nature of work organizations and the design of jobs can have significant

effect on the job satisfaction of staff and on the level of organizational performance.

However, attempting to understand the nature of job satisfaction and its effect on work


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performance is not easy. Although the motivation to work well is usually related to job

satisfaction, the nature of this relationship is not clear. (Mullins, 2002).

Background of the Study

In many organizational settings, the relationship on employees job satisfaction

and work performance has been assessed on which Cummings (1970) as stated by

Pushpakumari that he identified three major points of view concerning this relationship,

that satisfaction causes performance, performance causes satisfaction and rewards

cause both performance and satisfaction. All of these views are supported by various

researchers. He further states that Mirvis and Lawer (1977) produced conclusive

findings about the relationship between job satisfaction and performance.

With these write-ups regarding job satisfaction and work performance

relationship, the researcher wants to find out also if Job Satisfaction has something to

do with the Work Performance of the LES of the U.S. Embassy, Manila.

Statement of the Problem

The study aims to determine the job satisfaction and work performance of Filipino

civilian employees at the United States Military Organization in US Embassy, Manila.

Specifically, the researcher would like to answer the following questions:

1. What is the profile of the respondents in terms of:

1.1 Agency/Organization;

1.2 Age;

1.3 Gender;


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1.4 Length of Service; and

1.4 Educational Attainment

2. What is the respondents Employee Performance Report?

3. Based on the two-factor theory, what is the perception of respondents on job

satisfaction as to:

3.1. Motivation Factor

3.1.1

3.1.2

3.2. Hygiene Factor

3.2.1. Work itself

3.2.2 Working Condition

4. Is there a significant difference on the perception of respondents on the level of job

satisfaction in terms of their profile?

5. Is there a significant relationship between job satisfaction and work performance of

the respondents?

Hypotheses

This study will be conducted to determine the effectiveness of the Local

Compensation Plan (LCP) to the level of job satisfaction and work performance of the

LES in the US Military Organization at US Embassy, Manila.

Ho1: There is no significant difference on the perception of respondents on the

on the level of job satisfaction and Work Performance in terms of their profile.


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Ho2: There is no significant relationship between perception of the respondents

on the EPR and the level of job satisfaction of the LES in the US Military Organization at

US Embassy, Manila.

Significance of the Study

The study intends to determine the level of satisfaction in accordance with their

work performance of the LE Staff of the US Military Organization at US Embassy,

Manila.

1. LE Staff: This study will be beneficial, since it can address their needs,

determine the level of their job satisfaction in terms of promotion, award, pay

system commensurate to work itself, including working conditions that may

improve work performance.

2. Management: This will be useful in such a way that they will be aware of their

employees needs and support their morale and welfare which leads to high level

of job satisfaction that has a positive impact on work performance.

3. The material would also serve as an eye-opener to all HR Personnel Officer to

take careful planning and balanced actions on the possible work problems of

employees.


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4. The study would also serve as an input to the organization to be able to provide

or improve suitable training programs, seminar and workshops which will cater to

the development, weaknesses or deficiencies of employees performance and

which would increase their acquisition skills and innovation on their work

strategies;

5. This study can also serve as additional material or reference for future

researchers and students who will undertake studies of the same nature.

Scope and Delimitations of the Study

This study focuses on the LES Performance Evaluation Report and Job

Satisfaction of Employees of US Embassy Manila.

The respondents cover ___ Civilian Filipino employees of which, ___ is holding a

regular/indefinite item, _____ probationary and _____ Temporary appointment.

Out of 100, the researcher will use a convenient sampling with a total numbers

of employees in the US Military Organization in the US Embassy, only ____ were able

to share their evaluations on the study which indicates that the ______ or ______

percent was considered as the retrieval rate of the questionnaires while the _____

respondents or ______ percent of the questionnaires was the non-retrieval rate.


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Definition of Terms

Appointment the day an employee is appointed to a position within the Mission and

received a letter of employment, which states the position grade and annual salary, and

outlines certain condition of his/her employment.

Compensation refers to direct and indirect monetary and non-monetary rewards

given to employees on the basis of their value of the job, their personal contributions

and their performance.

Effectiveness refers to the extent to which an activity fulfills its intended purpose or

function. It is a measure of the match between stated goals and its achievement.

Employee refers to somebody working in the US Embassy, Manila and working for

the US Military Organization.

Evaluation is the process of determining significance or worth, usually by careful

appraisal and study. It is the analysis and comparison of actual progress vs. prior

plans, oriented toward improving plans for future implementation. It is also part of a

continuing management process consisting of planning, implementation, and

evaluation; ideally with each following the other in a continuous cycle until successful

completion of the activity.

Incentives refers to the inducement or stimulus in a form of amounts rebated or

credited or special programs offered to encourage someone to do something.

Job dissatisfaction refers to the negative feelings of an individual about his or her

job, which may reflect discontent with a career choice, communication problems or

other difficulties within the organization.


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Job satisfaction refers how content an individual is with his or her job that is a very

important attribute which is frequently measured by organizations

Perception refers to the process of perceiving a basic component in the formation of

a concept.

Performance refers to the actual accomplishment as distinguishes from potential

ability.

Respondent refers to the person in the forty (40) Departments of city of Manila who is

interviewed through the conduct of survey questionnaire

Work performance refers to the accomplishment of assigned tasks or assignments of

LES.


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CHAPTER 2

THEORETICAL FRAMEWORK

A. RELATED LITERATURE

Introduction Eagly (2003) indicated that the study of job satisfaction is important

because research in this area has shown that the behavior of management is the

determinant of employees performance and the organization's success. This

perspective is also supported by Basss (1990) assertion that management has two

major dimensions, accomplishing organizational goals and maintaining relations with

subordinates. He further posits that the effect of management is measured through the

two dimensions of increased productivity and employee job satisfaction. Clearly

employee job satisfaction is critical to the success of any organization. The intent of this

literature review is to establish the frame of reference for the study in regard to federal

civilian employees. Job Satisfaction Job satisfaction is a measure of an employees over

all attitudes towards his/her job, whether he/she likes or dislikes it (Herzberg, Mausner,

& Snyderman, 1959; Locke, 1976; Spector, 1977). As a concept, job satisfaction has

been studied from many perspectives; however, the majority of the recent data

published on the topic tends to focus primarily on the relationship between job

satisfaction and performance. Historical Perspective Taylorism Scientific management

theory or Taylorism had a significant impact on the study of job satisfaction. Frederick

Winslow Taylors 1911 book, Principles of Scientific Management, argued that there

was a single best way to perform any given work task. The theoretical assumption of

Taylors book was that employees valued economic incentives and would eagerly work


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long and hard only for monetary rewards. Most importantly, it assumed that all

employees valued money more than other types of reward. This book contributed to a

change in industrial production philosophies, causing a shift from skilled labor and piece

work towards the more modern approach of assembly lines and hourly wages (Taylor,

1947). The initial use of scientific management by industry greatly increased productivity

because workers were forced to work at a faster pace. Consequently, workers became

exhausted and dissatisfied, thus leaving researchers with new questions to answer

regarding job satisfaction. One of those questions was answered by Elton Mayo. Mayo

Elton Mayo sought to find the effects of various conditions (most notably illumination) on

workers productivity through a series of studies. These studies (1924-1933), called the

Hawthorne Effect, ultimately showed that novel changes in work conditions temporarily

increase productivity. It was later found that this increase resulted, not from the new

conditions, but from the knowledge of being observed. This finding provided strong

evidence that people work for purposes other than pay. Additionally, Mayo concluded

that environmental factors were less important than human factors in increasing

productivity. Furthermore, regarding the human factors, Mayo noted that employees

participation in a social group was the most influential factor. He concluded that the

work place must be designed to meet employees needs for social satisfaction. The

Hawthorne studies paved the way for researchers to investigate other factors in job

satisfaction. Hoppock and Schaffer In 1935, Hoppock studied the relationship between

job-satisfaction level and occupational level. He found that the higher the occupational

level, the higher the job-satisfaction. Hoppocks study proposed that external variables,

such as occupational variables, affected the levels of job satisfaction. In 1953, Schaffer


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went further and focused on the internal variables within the employee as contributing

factors to job satisfaction. He posited that employees have a set of 12 basic

psychological needs such as recognition, affection, mastery, and security. Although

Schaffer was able to identify the importance and the degree of an employees needs

that contributed significantly to overall job satisfaction, his most important contribution to

the research of job satisfaction was that individual differences exist in employee needs.

Schaffers study was followed by the work of Herzberg et al. (1959). Herzberg In their

study The Motivation to Work, Herzberg, Mausner, & Snyderman (1959) conducted in-

depth interviews with 203 professional and managerial workers in the manufacturing

sector. Respondents were asked to recall times when they felt satisfied with their jobs

as well as times when they felt dissatisfied. For both of these, interviewers promoted

respondents to describe both the situational factors and their emotional reactions. The

researchers used content analysis to identify themes that emerged during the course of

these interviews. Their work led to the following observations: When our respondents

reported feeling happy with their jobs, they most frequently described factors related to

their tasks, to events that indicated to them that they were successful in the

performance of their work, and to the possibility of professional growth. Conversely,

when feelings of unhappiness were reported, they were not associated with the job

itself, but with conditions that surround [italics in original] the doing of the job. (p. 113)

Instead of viewing satisfaction and dissatisfaction as points on a continuum, Herzberg et

al.s observations suggest that satisfaction and dissatisfaction are separate concepts

with their own distinct characteristics. They identified two major factors affecting job

satisfaction and dissatisfaction: motivation and hygiene. Hygiene refers to


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environmental or organizational factors that, according to the researchers, are not major

drivers of satisfaction but are frequently cited as causes of dissatisfaction. Examples of

hygiene factors include Salary, Company Policies and Practices, Working Conditions,

and Job Structure. Herzberg et al. argued that true satisfaction in ones job is

internalized by motivation factors such as praise or recognition for efforts and

opportunities for advancement. These factors enhance motivation, and consequently

have been shown to improve job satisfaction (Bassett-Jones & Lloyd, 2005; Herzberg,

Mausner, & Snyderman, 1959; Petty, Brewer, & Brown, 2005; Syptak, Marsland, &

Ulmer, 1999). While Herzberg et al. did not consider hygiene factors major drivers of

satisfaction in their conclusions; they were occasionally cited in the recollections of

satisfied workers albeit to a much lesser degree than motivation factors.

Classifications of Job Satisfaction Job satisfaction can encompass numerous

components and be measured in several ways. In a general sense, a high level of job

satisfaction can be associated with the attainment of values which are compatible with

ones needs (Locke, 1976; p. 1328) or a pleasurable affective state associated with

ones job (Williamson, 1996; p. 15). Many studies focus on the organizational,

behavioral, and managerial significance of job satisfaction (Locke, 1976). Thousands of

research articles, for instance, have focused on the challenges and implications

associated with satisfied and dissatisfied workers (Spector, 1997). The one theme the

majority of the articles illuminated is how crucial it is for an organization to create and

maintain satisfied workers (Lock, 1983; Spector, 1997; Williamson, 1996).Job

satisfaction focuses on various behavioral realties concerning employees. From an

organizational psychology standpoint, job satisfaction has both cognitive and behavioral


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aspects (Jex & Bliese, 1999). Chiu & Chen (2005) categorized job satisfaction into

intrinsic and extrinsic components. The intrinsic components are less tangible but are

inherent to the job and are controlled by outside forces. These characteristics are

associated with an individuals internal sense of accomplishment from his or her work or

general beliefs as they pertain to employment. The extrinsic component involves

external stimulus-response relationships such as pay, promotion, work conditions and

other rewards external to the individual. The premise is that individuals who are satisfied

at work tend to feel as if they are respected and treated fairly. As expressed by Spector

(1997), job satisfaction is associated with good treatment. Jamal (1997) supported this

point by reporting that "job satisfaction of an organizations group of employees can

make or break their performance and effectiveness (p. 18). The literature on job

satisfaction often classifies job satisfaction into four major areas: demographics,

personal characteristics, environmental/organizational factors and job-specific

characteristics. The two latter factors deal with environment; however, those variables

classified as environmental/organizational factors deal with larger organizational and

geographic variables while job-specific characteristics deal with workers immediate

surroundings. These factors vary widely within the organization, some of which may

include specific requirements of the position, supervisory issues, and salary (Blau,

1999; Price & Mueller, 1981; Ting, 1997). A brief description of the four major areas of

job satisfaction follows: Demographics There is little consensus in terms of whether

demographic variables are significant predictors of job satisfaction. Petty, Brewer, &

Brown (2005) conducted a study of youth


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b. RELATED STUDIES

Job satisfaction is employee reactions toward their work experiences (Berry,

1997), emotional state or reactions toward the job (Gruneberg, 1979, Landy & Conte,

2004), how positive people feel about their jobs, aspects of their jobs (Spector, 1997)

and work situations (Wood, Wood & Boyd, 2007).

Satisfaction on the job reflects important employee attitude towards their job (Spector,

1997), indicating what makes a job enjoyable and a satisfying working environment

(Smither, 1994). Thus, job satisfaction is often considered to be an indicator of

employee emotional well-being or psychological health leading to indicate behavior that

could effect organizational functioning. Job satisfaction is often considered to be the

most interesting variable in industrial and organizational psychology research (Smither,

1994).

Facet in job satisfaction. The Facet approach is one theoretical approach to studying job

Satisfaction. This approach specifically focuses on specific factors that are related to a

job that finally could contribute to overall job satisfaction (Smither, 1994) and is also

capable to capture a more complete job satisfaction depiction (Spector, 1997).

Generally, job satisfaction is divided into intrinsic and extrinsic facets. Intrinsic factors or

content factors are related to the nature of the job itself whereas extrinsic factors or

context factors relate to other aspects of the job (Gruneberg, 1979). Many researchers

have explored these facets to be relating to different working environments and nature

of work. Fairbrother and Warn (2003) found that teamwork and a supportive work

environment on board ships may influence job satisfaction among naval officers.

According to Spector (1997;2008), facets that have been frequently studied include pay,


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promotion opportunities, fringe benefits, supervision, co-workers, job conditions, nature

of the work, communication and security. According to Davey, Obst and Sheehan

(2001), low job satisfaction was a result of inconsistent promotional opportunity and lack

of organizational support including recognition from supervisors and peers. Predictors of

job satisfaction studied in the military work context have included leadership,

challenging job conditions and low levels of conflict (Alpass, et al., 1997). Job

pressures, positive life changes, feeling life as whole and sources of biggest problems

in life (Sanchez, et al., 2004), supportive work climate on board ship, teamwork and

absence of feeling about disruption in personal life (Fairbrother & Warn, 2003) have

also been researched. In additional, military troops have reported low job satisfaction in

industrial relations, feedback, rate of pay, skill variety, organizational management,

autonomy, promotion chances and supervisors (Blair & Phillips, 1983; Alpass, et al.,

1997) when compared to their civilian counterparts. Herzbergs Two-Factor Theory.

Herzbergs Two-Factor Theory comprises two factors namely hygiene factors and

motivational factors. Hygiene factors include salary, interpersonal relations with

superiors, subordinates and peers, organization policies and administration,

supervision, status, job security, working conditions, and personal life. Whereas

motivation factors include achievement, recognition for achievement, advancement,

responsibility, works itself and possibility of growth (Herzberg, 1968). This theory

suggests that the presence of motivation factors can potentially create great motivation

and greater job satisfaction while in the absence of motivators, dissatisfaction often

does not occur. Also, the absence of hygiene factors will create great dissatisfaction

and the presence of hygiene factors does not provoke high levels of job satisfaction.


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A Preliminary Study on Occupational Stress and Job Satisfaction among Male Navy

Personnel at a

Naval Base in Lumut, Malaysia

Nor Liyana MOHD BOKTI*

Mansor ABU TALIB**

Related Studies

Throughout the time, studies have been conducted on the causes and sources of job

satisfaction and employee motivation. These theories are currently prominent in todays

organisational psychology research.

In their book on theories of job satisfaction, Campbell, Dunnettee, Lawler and Weik

(1970) (cited in Tasnim 2006) divide the present day theories of job satisfaction into

two groups, content theories which give an account of the factors that influence job

satisfaction and process theories that try to give an account of the process by which

variables such as expectations, needs, and values relate to the characteristics of the job

to produce job satisfaction. Maslows (1943) Needs hierarchy theory and its

development by Herzberg into the Two Factor theory of job satisfaction are examples of

content theories. The Valence Instrumental Expectancy theory and Equity theory are

examples of process theory. These theories will make an effort to endow with a

supporting background for analyzing job satisfaction.


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Job Satisfaction: A Study on Civil Servants Workingat the Field Level in BangladeshMir Taifa Siddika2012

Work Performance

Work performance is a complex construct, taking into account the changing

nature of work and the organizations themselves. It speak of work performance in terms

of quantity and quality expected from each employee. Thorndike cited by Labadia

(2010) started the process of defining work performance by articulating the ultimate

criterion. This ultimate criterion is a specification of everything that defines work success

across the full domain of specific job. He further explains that the ultimate criterion is

conceptual in nature and cannot be measured. Therefore, researchers and practitioners

use the ultimate criterion as a guide to choosing indicators of work performance, with

the knowledge that they will never fully capture the entire performance domain.

Kesseler (2007) conceptualized the criteria in assessing work performance by choosing

between subjective and objective methods of appraisal. Subjective methods refer to

soft criteria such as peer, self, or supervisory ratings. Employment preparat ion must

target improvement of work performance in future employees, as well as the design and

delivery of work supports (Brady & Rosenberg, 2002a; Rogan, Banks, &

Howard, 2000). In addition, employment assessment systems need to target these two

separate, but related dimensions (Brady, Rosenberg, & amp; Frain, 2008).

Furthermore, education experts all over the country work tirelessly to identify the salient

points or domains needed in line with the vision of transforming the Filipino Teacher into

a globally competitive one. Thus, National Competency-Based Teachers Standards


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(NCBTS) was born and Teacher Work Performance Appraisal was based on it

(Cebrian, 2009). The Teacher Work Performance Appraisal System provides teachers

with meaningful appraisals that encourage professional learning and growth. The

process is designed to foster teacher development and identify opportunities for

additional support.

Moreover, the Teacher Work Performance Appraisal framework is divided in seven

domains such as diversity of learners, curriculum content and pedagogy, planning,

assessing and reporting, learning environment, community linkages, social regard for

learning and personal growth and professional development.

Job Satisfaction

Job satisfaction is a complex and multifaceted concept, which can mean different

things to different people. Job satisfaction is usually linked with motivation, but the

nature of this relationship is not clear. Satisfaction is not the same as motivation. "Job

satisfaction is more an attitude, an internal state. It could, for example, be associated

with a personal feeling of achievement, either quantitative or qualitative." In recent years

attention to job satisfaction has become more closely associated with broader

approaches to improved job design and work organization, and the quality of working

life movement (Buchanan, 2006). Job satisfaction has been defined as, the attitude of

an employee toward a job, sometimes expressed as a hedonic response of liking or

disliking the work itself, the rewards pay, promotions, recognition, or the context such as

working conditions, benefits (Corsini, 1999 cited by Tillman, 2008).


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RELATED STUDIES

The Significant Relationship between Work Performance and Job

Satisfaction in Philippines

Job satisfaction describes the context an individual has with his or her job. The happier

the persons are within their job, the more satisfied they are (Wikipedia, the free

encyclopedia). Job satisfaction is not the same as motivation or aptitude, although it is

clearly linked Job satisfaction is critical to retaining and attracting well-qualified

principals and teachers in educational environment. Job satisfaction can define as an

employee's affective reaction to a job, based on a comparison between actual outcomes

and desired outcomes (Mosadeghrad & Yarmohammadian, 2006). Ayeni and Popoola

(2007) give a comprehensive definition of job satisfaction as pleasurable or positive

emotional state resulting from the appraisal of ones job or job experience. Job

satisfaction is a result of employees perception of how well their job provides those

things that are viewed as important. Weiss (2002) has argued that job satisfaction is an

attitude but points out that researchers should clearly distinguish the objects of cognitive

evaluation which are affect the emotion, beliefs and behaviors.

Teachers who are satisfied with their work typically display higher levels of motivated

behavior and performance as well as lower levels of stress, anxiety, and burnout

Brouwers and Tomic, 2000; Caprara, Barbaranelli, Borgogni, and Steca, 2003; Caprara,

Barbaranelli, Steca, and Malone, 2006; Greenglass and Burke, 2003). The satisfaction

that teachers gain from their work may be experienced individually, but teaching is not


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retaining and attracting well-qualified principals and teachers in educational

environment. Job satisfaction can be defined as an employee's affective reaction to a

job, based on a comparison between actual outcomes and desired outcomes

(Mosadeghrad & Yarmohammadian, 2006). Job satisfaction varies between studies

(Morice & Murray, 2003; Protheroe, Lewis, & Paik, 2002; Singer, 1995). Job satisfaction

is important in terms of teacher retention, but is also related to teacher empowerment,

school culture, quality work environment, and student achievement. Greater job

satisfaction is also a critical factor to consider in terms of recruitment of new teachers

into the profession. It is not surprising that researchers suggest school must give more

attention to increasing teacher job satisfaction to recruit and retain quality personnel

(Bogler, 2001). As importance of retaining quality teacher steadily continues to increase,

numerous studies have determined factors contributing to teacher satisfaction and

dissatisfaction.

(Colgan, 2004; Houchins, Shipper & Cattret, 2004; Rlienhenz & Ingvarson, 2000;

Reyes & Hayle,

1992).

THE SIGNIFICANT RELATIONSHIP BETWEEN WORK PERFORMANCE AND JOBSATISFACTION IN PHILIPPINESANNIERAH M. USOP, MAEDA L. KADTONG & DATU AMIR SAJID O. USOP


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Frederick Herzberg, a behavioral scientist, proposed a two-factor theory of the

motivator-hygiene theory. According to Herzberg, there are some job factors that result

in satisfaction while there are other job factors that prevent dissatisfaction. According to

Herzberg, the opposite of Satisfaction is No satisfaction and the opposite of

Dissatisfaction is No Dissatisfaction. (Ratzburg, 2001)

Herzberg classified these job factors into two categories. The first are the

Hygiene factors which are essential to the existence of motivation at the workplace.

These do not lead to positive satisfaction for a long term, but if these factors are absent

or if these factors are non-existent at workplace, then they lead to dissatisfaction. In

other words, hygiene factors are those factors which, when adequate / reasonable in a

job, pacify the employees and do not make them dissatisfied. These factors are

extrinsic to work. Hygiene factors are also called dissatisfiers or maintenance factors as

they are required to avoid dissatisfaction. These factors describe the job environment /

scenario. The hygiene factors symbolized the physiological needs which the individuals

wanted and expected to be fulfilled. Hygiene factors include pay, company policies and

administrative policies, fringe benefits, physical working conditions, status, interpersonal

relations, and job security. (Syptak, Marsland & Ulmer, 1999).

This second are the Motivational factors which are inherent to work. These

factors motivate the employees for a superior performance. These factors are called

satisfiers. These are factors involved in performing the job. Employees find these

factors intrinsically rewarding. The motivators symbolized the psychological needs that

were perceived as an additional benefit. Motivational factors include recognition, sense


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of achievement, growth and promotional opportunities, responsibility, and

meaningfulness of work.

The two-factor theory is not free from limitations: The two factor theory overlooks

situational variables. Herzberg assumed a correlation between satisfaction and

productivity, but the research conducted by Herzberg stressed upon satisfaction and

ignored productivity. The theorys reliability is uncertain. Analysis has to be made by

the raters. The raters may spoil the findings by analyzing same response in different

manner. No comprehensive measure of satisfaction was used. An employee may find

his job acceptable despite the fact that he may hate/object to part of his job.

The two-factor theory is not free from bias, as it is based on the natural reaction

of employees when they are inquired the sources of satisfaction and dissatisfaction at

work. They will blame dissatisfaction on the external factors such as salary structure,

company policies and peer relationship. Also, the employees will give credit to

themselves for the satisfaction factor at work. The theory ignores blue-collar workers.

Despite these limitations, Herzbergs Two-Factor theory is acceptable broadly.

The Two-Factor theory implies that the managers must stress upon guaranteeing

the adequacy of the hygiene factors to avoid employee dissatisfaction. Also, the

managers must make sure that the work is stimulating and rewarding so that the

employees are motivated to work and perform harder and better. This theory

emphasizes upon job enrichment so as to motivate the employees. The job must utilize

the employees skills and competencies to the maximum. Focusing on the motivational

factors can improve work quality.


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C. SYNTHESIS

The proponents believe that each and every literature and studies stated in

this research is similar on the present study. The proponents relate and

differentiate the research based on the flow of their network analysis from the

proposed study.


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D. THE CONCEPTUAL FRAMEWORK:

As mandated by the U.S. Embassy, Manila, an employee has to undergo a

Performance Management Process within 30 calendar days of the new rating period

(the anniversary of the employees hiring date) the Rater and the employee complete a

work development plan and submit to the HR. Throughout the rating period, the Rater

and Reviewer discuss the employees performance with him/her.

Paradigm of the Study

INPUT PROCESS OUTPUT

Figure 1

Job Satisfaction and Work Performance

Profile of therespondents

Assessment of Inputsthrough SurveyQuestionnaires

Statistical Treatment ofData

1. Level of JobSatisfaction

2.Work performance

3. Significantrelationship betweenjob satisfaction andwork performance

4.Significantdifference on theperception ofrespondents on jobsatisfaction


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Thesis Chapter 1A

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