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