UNIVERSIDAD DE MANILA

One Mehan Gardens, Manila, Philippines 1000

COLLEGE OF ARTS AND SCIENCES

DEPARTMENT OF PSYCHOLOGY

Qualitative Study on the Impact of Job Satisfaction on Job Performance

Agtoca, Mejamie O.

Amante, Angelica Joy L.

Astrologo, Aira Abrielle C.

Bulaon, Aubrey Anne M.

Cabalida, Jannel Angela V.

Department of Psychology, College of Arts and Sciences

Universidad de Manila

PSY 323: Strategic Human Resource Management

Prof. Domingo O. Barcarse, RPm, RPsy, LPT

May 29, 2021

 Abstract

Job satisfaction has a significant impact on the employees' job performance.

Employees' Job Satisfaction and Performance are crucial in producing quality and

quantity output and attaining organizational goals and competencies. This study aims to

find out the HR professional's perspectives and experiences from BPO companies in the

Philippines. Specifically, to know the possible impact of job satisfaction on the

employees' job performance and attitude and how an employee can be satisfied at work.

In this context, Job Satisfaction pertains to the employees' feeling of dedication and

contentment in doing their job, while Job Performance refers to the employee's attitude

and behavior towards work.

To test the research assumptions, the researchers conducted a pre-recorded virtual

interview with two selected Human Resource Professionals as the key informants of the

study. Responses were analyzed utilizing Content Analysis. The results suggest that

employees' job satisfaction heavily depends on their compensation, benefits, source of

motivation, and recognition. Moreover, employee job satisfaction helps to increase

employees' job performance by producing better outputs.

Keywords: Job Satisfaction, Job Performance, Employees, Workplace

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 Table of Contents

Chapter I ……………………………………………………………………………. 4 - 12
The Problem and Its Background …………..……………………………….…. 4
Theoretical Foundations …………………………………………………….…. 6
Conceptual Framework ……………………………………………………...…. 7
Statement of the Problem ……………………………………………………… 9
Assumptions ………………………………………………………………….... 9
Scope and Limitations ………………………………………………………..... 9
Significance of the Study …………………………………………………….... 10
Definition of Terms ………………………………………………………..….. 11

Chapter II ………………………………………………………………………….. 13 - 17
Review of Related Literature ………………………………….……………… 13
Synthesis ………………………………………………………………………. 16

Chapter III …………………………………………………………………………. 18 - 21

Research Design ………………………………….…………………………… 18
Population and Sampling …………………...…...………………………….…. 18
Research Instrument ……………………………………...……...……….……. 19
Data Gathering Procedure ………………………………………….….…….… 20
Data Analysis ……………………………………………….….……………… 21

Chapter IV ………………………………………………………………………… 22 - 26
Data Presentation and Discussion ………………………………...…………… 22

Chapter V …………………………………………………………………………. 27 - 28
Conclusion …………………………………………………….……………… 27
Recommendation ……………………………………………………...……… 28

Reflexivity …………………..……………………………………………………. 29 - 33

References ……………………………………………………………………...…. 34 - 35

Appendices ………………………………………………………………...….…... 36 - 57
Original Open-Ended Questionnaire & SOP ………………………………… 35
Revised Open-Ended Questionnaire ……………………………….………… 36
Informed Consent ……………………………………………………………. 38
Transcription of Interview ………………………………………….………... 39
Curriculum Vitae ………………………………………………….…………. 46
Chapter I
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 The Problem and It’s Background

Job satisfaction is an extent to which employees are feel contented with their

current job. A factor that considered very essential in the workplace: for the employer

and especially for the well-being of the employees. Job satisfaction as any combination of

psychological, physiological and environmental circumstances that cause a person

truthfully to satisfied with job (Hoppock, 1935). While several external factors affect

work satisfaction, it remains an internal factor that has to do with how the employee

feels. That is, job satisfaction refers to a collection of factors that contribute to a sense of

fulfillment. Meanwhile Vroom (1964) defined job satisfaction focuses on the role of the

employee in the workplace. Thus, it is an effective orientation on the part of employees

toward work roles which they are presently occupying. Job satisfaction refers to how

people feel about their jobs and the different facets of them. It has to do with how much

employees like or despise their jobs. As a result, job satisfaction and dissatisfaction will

manifest themselves in any given work situation. Job satisfaction motivates them to put in

more effort in their employment, and they work harder and better as a result. As an

outcome, every company strives to build a satisfied workforce in order to maintain the

company's well-being. Job satisfaction is the most considerable factor in understanding

the worker motivation, effectiveness, retention and performance.

On the other hand, according to Motowidlo, Borman, & Schmidt (1997) job

performance has been defined as the overall expected value from employees' behaviors

carried out over the course of a set period of time. It’s a pleasurable, positive state

resulting from one's job and job experiences (Bashayreh, 2009). Employee is an essential

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component in the process of achieving the mission and vision of an organization.

Employees should meet the performance criteria set by the organization to ensure the

quality of their work and being satisfied is one factor to consider in attaining a high job

performance. Skilled and competent employees are the central capital for the

organizations. This is because human capital influences and shapes the other resources of

the organization and at the same time it is affected by them. (Çavuş, Koç & Saraçoğlu

2014). If all employees in the organization are skilled, equipped and open to innovation;

the sustainability of innovative thinking and continuous innovation are possible (Laursen

& Foss, 2003).

Through well-defined human resource management (HRM) practices,

organizations can enhance their employees' satisfaction and commitment. As a result, it

will stimulate them to perform extra efforts on behalf of their organizations and will

increase their intention to stay (Abujudeh, 2019). Oluwafemi (2010) asserted that

organizational effectiveness and efficiency depends on how effective and efficient the

employees in the organization are. Employee morale and efficiency can be profoundly

influenced by an employer's ability to comprehend employee satisfaction with regard to

schedules and everyday responsibilities. HRM in the Philippines has gained a prominent

position in the corporate structure, with the current focus on manpower development. The

National Manpower and Youth Council was coordinating and evaluating human resource

development (HRD) programmes not only by the government but also by the private

sector who have been encouraged to participate actively (Andres, 1991, as cited in

Selmer & Leon 2001).

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 Throughout the process, this study aims to find out the professional perspectives

and experiences from the Human Resource personnel of Accenture, a BPO company in

the Philippines which are the following: 1) the possible impact of job satisfaction to the

job performance and attitude to their co-employees and 2) the ways for an employee to be

satisfied at work.

Theoretical Foundation

Herzberg’s Motivation-Hygiene Theory (Two-factor theory)

Herzberg went on to develop his theory that there are two dimensions to job

satisfaction: motivation and hygiene. Hygiene issues, according to Herzberg, cannot

motivate employees but can minimize dissatisfaction, if handled properly. In other words,

they can only dissatisfy if they are absent or mishandled. Hygiene topics include

company policies, supervision, salary, interpersonal relations and working conditions.

They are issues related to the employee's environment. Motivators, on the other hand,

create satisfaction by fulfilling individuals' needs for meaning and personal growth. They

are issues such as achievement, recognition, the work itself, responsibility and

advancement. Once the hygiene areas are addressed, said Herzberg, the motivators will

promote job satisfaction and encourage production.

Locke’s Range of Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous

job satisfaction model. The main premise of this theory is that satisfaction is determined

by a discrepancy between what one wants in a job and what one has in a job. Further, the

theory states that how much one values a given facet of work (e.g. the degree of

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autonomy in a position) moderates how satisfied/dissatisfied one becomes when

expectations are/aren’t met. When a person values a particular facet of a job, his

satisfaction is more greatly impacted both positively (when expectations are met) and

negatively (when expectations are not met), compared to one who doesn’t value that

facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is

indifferent about autonomy, then Employee A would be more satisfied in a position that

offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular

facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

Adam’s Equity Theory

Equity theory was outlined in the 1960s by workplace and behavioral

psychologist John Stacey Adams (1965). He posited that jobs involve a continuous

assessment of how much ‘give and take’ there is between employer and employee. The

basic premise of this model is that job satisfaction and motivation result from a fair

balance between an employee’s ‘inputs’ and ‘outputs.’ Equity Theory shows how a

person views fairness in regard to social relationships such as with an employer. A person

identifies the amount of input (things gained) from a relationship compared to the output

(things given) to produce an input/output ratio. They then compare this ratio to the ratio

of other people in deciding whether or not they have an equitable relationship. Equity

Theory suggests that if an individual thinks there is an inequality between two social

groups or individuals, the person is likely to be distressed because the ratio between the

input and the output are not equal.

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Conceptual Framework

Figure 1. The Conceptual Framework

The illustration presented the conceptual framework of this study which are the

emergent themes came from the analysis of transcription in relation to the statement of

the problem. The role of HR professional in an organization is to provide job satisfaction

towards employees to achieve a high job performance that will significantly affect the

quality and quantity of the organizational outputs. On the other hand, knowing the impact

of job satisfaction to employees reduces employee turnover, affecting the organization's

finances and productivity in attaining its goals and competencies. Moreover, the strategy,

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plans, policies, and practices within the organization assure a possible enhancement for

job satisfaction.

Statement of the Problem

The research sought to address the questions:

1. What are the possible impacts of job satisfaction to the:

a. Job Performance

b. Attitude towards co-employees

2. What are the ways for an employee to be satisfied at work?

Assumptions

1.) Employee’s job satisfaction heavily depends on their benefits received.

2.) Employee recognition is essential to boost their self-esteem and working

engagement.

3.) The workplace environment plays a vital role in employee’s productivity.

4.) Working conditions significantly affect employee’s job satisfaction.

5.) Employee’s perception, values, and attitudes greatly affect their job performance.

Scope and Limitations

The design used in this study was Qualitative Research Design to determine the

personal experiences and professional point of views on the impact of employee’s job

satisfaction on their job performance. Also, this focuses only the two selected Human

Resource professional from BPO Accenture in the country who have 3 and above years

of experience. They will serve as the key informants in the study. The interviewees were

chosen upon the utilization of the purposive sampling technique based on the researchers'

criteria. On the other hand, the researchers were limited to find only 2 key informants

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over an online messaging app. With the current battle against the pandemic, both

researchers and key informants were only able to conduct data gathering in an online

interview using Zoom meeting app.

Significance of the Study

This study is significant in identifying the Impact of Job Satisfaction on Job

Performance. The researchers had initiated to conduct this study as it is viewed to be

beneficial to the following:

Students. The findings of this study will provide the knowledge for the students

to know what are possible factors that can affect their future performance on their chosen

job position and how does job satisfaction correlate to it. On the other hand, it is deemed

to raise their awareness on the effects of job performance and its contribution to the

company’s goals.

Company Admins. To formulate plans, programs, and strategies geared towards

the improvement of its human resource programs. This study would contribute

additionally to the existing knowledge in the field of performance evaluation based on

job satisfaction of the employees in the organizations

HR Professionals. The HR professionals might be able to find flaws regarding

their policies towards the different factors such as pay, promotion, supervision, fringe

benefits, contingent rewards, operating conditions, coworkers, nature of work, and

communication. They would also benefit from this study by having an idea on which

factors they should focus on in improving the satisfaction of their employees.

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 Employees. To look at this research as a reflection of themselves so that they

become aware or conscious of the profession they are in and therefore more equipped and

empowered. They would also be able to find out their strengths and weaknesses, like in

the areas in which they are satisfied and not satisfied. They would be able to enhance and

maintain their strengths and to diminish their weaknesses with the help of their coworkers

and supervisor.

Future Researcher. This study will guide future researchers to have a reference

of knowledge about the impact of job satisfaction on job performance. The data gathered

and the results of this research can be used as a reference for future related studies.

Lastly, this study will give them ideas when conducting more detailed research on the

same given phenomenon with a different perspective.

Definition of Terms

Business Process Outsourcing. commonly referred to as BPO, is the process of

contracting with a third-party company for a certain service.

Career. is the sum total of all your lifetime contributions to society that are

relevant to your work. This involves investing time and money to provide products,

services or profit to others.

Employment. Refers to the form of economic activity in which one person is

appointed to do a specific duty or task by another person.

Experience. is the accumulation of knowledge and expertise by doing stuff over

time.

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 Extrinsic Reward. are those that come from outside of self, are normally given

by others, and are mostly real in nature.

Human Resources. are often in charge of recruitment, training, scheduling

requests, and other important workforce management tasks.

Intrinsic Rewards. Those rewards that are inherent to the activity itself and come

from the work itself

Job Evaluation. the process of comparing a job to other jobs within the

organization to determine the appropriate pay rate.

Job Performance. described as how well an employee performs their assigned

duties and completes the assignments that their employer or organization expects.

Job Satisfaction. one in which a person's interest serves as a way to be fruitful

enough to gain and repay the individual for his basic needs.

Motivation. the processes that account for an individual’s strength, direction, and

persistence of effort toward achieving a goal.

Performance. is measured by the typical organization based on skills,

capabilities, and expected outcomes regarding the performance of an individual or group.

Productivity. It refers to giving every initiative a sense of efficiency while

getting the benefits of being useful.

Responsibilities. is a sense of duty to accomplish a task entrusted to you.

Tenure. the amount of time that a respondent has held his or her current position.

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 Chapter II

Review of Related Literature

The foregoing related literature and studies gathered by the researchers contain

relevant and useful information related in conducting and conceptualizing this study.

Luthans (1985) quotes a comprehensive definition given by Locke. A pleasurable

or positive emotional state resulting from the appraisal of one's job or job experience. Job

satisfaction results from employees' perception of how well their job provides those

things that are viewed as necessary. Job satisfaction is also defined as the reintegration of

effect produced by an individual's perception of the fulfillment of his needs in relation to

his work and the surrounding it (Saiyaden, 1993). Organ and Hammer (1991) pointed out

that job satisfaction represents a complex assemblage of cognition, emotion, and

tendencies.

While Motowidlo (2003) explains that job performance is the totality of all those

expected behaviors that individuals bring to their working environment and give value to

the organization. Those employees who are considered high performers usually get the

chances of hiring earlier in the organization compared to the low performers.

Evidently, job satisfaction has been constituted with numerous facts, and the

major dimensions to this regard are paid, the work itself, promotions, supervision,

workgroup, and working conditions mentioned in a study about the relationship between

job satisfaction and job performance has a controversial history (Luthans 1985). Saari

and Judge (2004: 395). On the other hand, Pay, promotion, supervision, fringe benefits,

contingent incentives, operating procedures, coworkers, quality of work, and contact are

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the nine main determinants of job satisfaction (Uzma et al., 2016). Soon after the

disposals by the Hawthorne studies, the worldwide researchers interpreted the happy

working as a productive worker. In the earlier days of research, a weak or somewhat

inconsistent relationship was presumed between job satisfaction and performance.

Performance very much depends on perception, values, and attitudes. There

appear to be so many variables influencing job performance that are almost impossible to

make sense of. Performance is defined as a function of individual ability and skill, and

effort in a given situation (Porter and Lawler, 1974). In the short run, employee's skills

and abilities are relatively stable. Therefore, for the purpose of the study, the researcher

defines the performance in terms of effort extended to an employee's job.

Porter and Lowler (1969) suggested that satisfaction will affect a worker's effort,

arguing that increased satisfaction from performance possibility helps to increase

expectations of performance leading to rewards; Carroll, Keflas, and Watson (1964)

found that satisfaction and productivity are crucial relationships in which each affects the

other.

An employee stayed back in an organization for a long tenure and was observed

as investing mentally and physically better than a younger employee. Extensive

researches could thereby prove a positive correlation between professional experience

and job satisfaction (Lim and Teo, 1998). Even though the same inference could be

matched up by the research of Smith et al. (1969), he could also conclude at the fact of

highest satisfaction experienced by the workers with an experience of less than six

months. In his study, Morgan et al. (1995) brought to a close correlation between these

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two variables, and job satisfaction seems to be significantly reduced in the older

employees with many years of professional experience.

Another essential demographic feature is the hierarchical level to which the

employee belongs. According to the researches, people who work at higher levels of

management are more satisfied. Oshagbemi (1997) observed a positive correlation

between job satisfaction and the hierarchical level to which an employee belongs to. In

2003, O Pors reached the same attention-grabbing end of finding a lesser degree of

satisfaction among the lower-tier employees, and the reasons being the lack of freedom

and autonomy.

According to Skibba (2002), the underlying theory of the reciprocal model is that

if the satisfaction is extrinsic in nature, it leads to performance, and the performance leads

to satisfaction, in the case of an intrinsic quality in satisfaction. Also, she speaks about

the relationship between job performance and job satisfaction as a follow-up of social

exchange theory, in which the job performance is to be regarded as a return by the

employee to the organization from which they get their satisfaction. This study also

reminds that, to the best of industrial psychologists' belief, there is no relationship

between job satisfaction and job performance, although it is revealed that a positive mood

would lead to higher levels of both features.

A survey was conducted in 2006 on 7939 business units in 38 countries and

showed that customer satisfaction, profitability, turnover of staff, and less work mishaps

were due to a higher satisfied and engaged staff (Norwack, 2006). In research by

Woodruffe & Lockwood (2006), an engaged and satisfied employee most probably

would be an organizationally committed one, and he or she tends to be the top performer

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of the organization continuously. When an employee is engaged, they serve customers

better and contribute more to the organization's ongoing profitability.

Hyz (2010) argues it points out the lack of correlation between the demographic

characteristics such as age, gender, years of experience, and educational level of

respondents. These variables are independent of each other, whereas exception exists in

employee's position in the organization and access to organizational decision making. As

long as the enhancement in an employee's position occurs, his or her satisfaction from the

job also increases due to greater benefits, autonomy, more creative works, etc. Also, it is

observed that well-educated employees are characterized significantly by a lower state of

satisfaction with respect to their salary. Recognition, autonomy, working with groups,

prospects, clarity of responsibilities, relationships with coworkers, and cooperation with

the department of human resources are those factors showing a positive correlation with

job satisfaction with considerable varying intensity.

Synthesis

This chapter contains several studies and articles conducted by other researchers

that served as supporting evidence for the findings. According to Hammer and Organ

(1991), job satisfaction is a dynamic assemblage of cognition, sentiment, and tendencies

that derives from workers' perceptions of how well their job offers certain items that are

perceived as important Luthans (1985). In the meantime, job performance is defined as a

function of individual ability and skill, and effort in a given situation as well as refers to

the sum of all planned activities that employees carry to their workplace. Most employees

who are considered top performers are more likely to be hired early in the company than

others who are considered low performers Motowidlo (2003).

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 A report on the connection between job satisfaction and job performance has a

tumultuous background. Evidently, job satisfaction is made up of a variety of factors,

with the most important ones being pay, employment itself, promotions, supervision,

workgroup, and working conditions (Luthans 1985). In addition, the fundamental

principle of the reciprocal model is that if satisfaction is extrinsic in nature, it contributes

to success, and performance leads to satisfaction. This study highlights the fact that,

contrary to popular opinion, there is no connection between work satisfaction and job

results although it is revealed that a positive mood would lead to higher levels of both

features Skibba (2002).

This section of the research aims to collect supporting data to conform to the

necessary relevant data required to solve the study's problem. The related studies were

used to validate data and measure the durability of the outcome discovered later in this

study. With its help, this study was able to define and endorse the course's goal, which is

to determine whether there is a connection between impact of job satisfaction and job

performance of the employee and the implications for all parties concerned.

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 Chapter III

Methodology

This chapter describes the research design, population and sampling,

instrumentation, data gathering procedure, and data analysis, which are essential in the

development of the structural framework of the study.

Research Design

This study employed the qualitative approach, focusing on obtaining non-

numerical findings using an interview method. According to Parkinson and Drislane

(2011), it is a research using methods such as participant observation or case studies

which result in a narrative, descriptive account of a setting or practice. Sociologists using

these methods typically reject positivism and adopt a form of interpretive sociology.

Qualitative research is a situated activity that locates the observer in the world. It consists

of a set of interpretive, material practices that makes the world visible. These practices

transform the world. They turn the world into a series of representations, including field

notes, interviews, conversations, photographs, recordings, and memos to the self. At this

level, qualitative research involves an interpretive, naturalistic approach to the world.

This means that qualitative researchers study things in their natural settings, attempting to

make sense of, or to interpret, phenomena in terms of the meanings people bring to them.

(Denzin & Lincoln, 2005).

Population and Sampling

The researchers selected two Human Resource professionals as the key

informants of the study. The respondents are from the BPO Company, Accenture. The

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researchers conducted a purposive sampling known as judgmental, selective, or

subjective sampling to get the sample size. It is a form of non-probability sampling in

which researchers rely on their judgment when choosing members of the population to

participate in their study (Alchemer, 2020). Thus, researchers' prior knowledge and

purpose of conducting this study are essential to answer the research questions and to

achieve its objectives—this sampling is one of the most cost-effective and time-effective

sampling methods available.

Research Instrument

This part of the study shows the kind of method that the researchers used to

collect the information of their respondents. The researchers used a four-item open-ended

interview questions to be answered by the interviewee later on. The interview will be

video recorded as soon as the interview starts.

The instrument, an interview questions is composed of four item open-ended

interview questions. An interview is generally a qualitative research technique which

involves asking open-ended questions to converse with respondents and collect elicit data

about a subject. Interviews are particularly useful for getting the story behind a

participant’s experiences. The interviewer can pursue in-depth information around the

topic. Interviews may be useful as follow-up to certain respondents to questionnaires,

e.g., to further investigate their responses (McNamara, 1999). In the first portion of the

interview, the researchers asked for the permission of the respondents. The purpose of

this is to get their consent and assures them that all information and data that they will

gather will be safe and secured. Then, the researchers proceeded to the interview while

the whole interview was video recorded.

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Data Gathering Procedure

This section will state the process on how the researchers gather their data.

At first, the researchers constructed the title of the study and validated it to the

professor. It also has the general problem and specific problems (given in chapter 1 of

this study) to be answered through the results of the data that will be gathered later on.

The researchers used a qualitative method to collect the data. The researchers selected

their respondents by using purposive sampling. Purposive sampling is selecting samples

based on your knowledge of the population you are sampling (Manz, 2017).

In this study, the researchers conducted an online interview using five open-ended

interview questions. The researchers selected two interviewees who specialize in the field

of Human Resources. One HR professionals is from a BPO company named Accenture

whereas the other one is from Procurement Service - PS-PhilGEPS

Before administering the instruments, an informed consent form was distributed

to ensure the participants are briefed about the aim of their participation and that their

cooperation is voluntary. As they had agreed to be a respondent of research, the

researchers conducted an interview to the preferred date and time. The interviewees will

answer an open-ended interview questions, then the researchers will video recorded the

answers of the interviewees.

After the data gathering, the researchers will tabulate and analyze the data to

identify the job satisfaction on job performance.

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Data Analysis

The researchers used an open-ended interview questions in gathering data from

the respondents. The data gathered were arranged using qualitative method and expressed

using Content Analysis. Content analysis is a set of procedures for collecting and

organizing information in a standardized format that allows analysts to make inferences

about the characteristics and meaning of written and other recorded material. Simple

formats can be developed for summarizing information or counting the frequency of

statements. More complex formats can be created for analyzing trends or detecting subtle

differences in the intensity of statements (Chelimsky, 1989).

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 Chapter IV

Data Presentation and Discussion

Statement Problem No. 1

Emergent Transcript Explanatory

Themes notes

Workplace Respondent 1: They mentioned

Common “May mga napipilitan so syempre hindi rin that the factors
Issues sila pwedeng mag refuse” affecting to the
“May mga employees kasi na mas may implementation
magaling sa kanila so hindi sila napipili pero of the strategies
nabibigyan sila ng chance.” are the
“There is an equal opportunity for all employee’s
employees” versatility, skills
“Minsan matagal i-release kasi pinipirmahan acquired,
yun ng head of the agency so kelangan mai-review motivation, and
siya ng maigi before mapirmahan” productivity.

Respondent 2:
“The factor that affect it is the productivity
of the employee after that given benefits”

Job Respondent 1: Source of

Satisfaction “Kapag may mga time na sobrang dami motivation made
naming nare-receive siyempre mas motivated the employees
kami” satisfied and
more productive
Respondent 2: in doing their job.
“Mostly all satisfied employees is really
more productive…their output is very good”

Achieving the Respondent 1: Job satisfaction

Organizational “If they are satisfied dun sa work nila…maa- comes with
Goals achieve namin ‘yung mandate namin” achieving
organizational
Respondent 2: goals and
“It’s a big factor when the company's... shared competencies.
goal or achievements will align to the employees’
personal goal as well.”

Employment Respondent 1: One respondent

Expectations “Since contractual ‘yung mga empleyado observed that

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 parang they need to strive harder” contractualization
makes the
employee to
strive for more
Respondent 2: while the other
“I’ve seen... many employees… resigning due respondent was
to disappointment... they are not satisfied with the disappointed with
company’s culture, with the company’s benefit” the company’s
benefits that’s
why they choose
to resign.

Coping Respondent 1: They stated that

Mechanism “Pag hindi mo na kinakaya yung galit, or workplace
yung stress, or yung pressure na binibigay ng boss adjustment leads
mo sayo it's either ayun mag-resign ka or mag- to better output.
adjust ka”

Respondent 2:
“It will help them to, you know... to make a
good work or to work... much better than—-that
they were in the company during their stay.”

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 Statement Problem No. 2

Emergent Transcript Explanatory

Themes notes

Employee Respondent 1: They explained

Benefits, “Ang ginagawa ng office namin is that that employee
Compensation, nagbibigay ng… mga materials or tokens for job satisfaction
and employees” increases through
Recognition given benefits,
System “Next yung compensation and benefits… so compensation,
dun kasi sa office namin parang every… may, and recognition.
every parang april, november, december sobrang
dami naming nare-receive na benefits”

“Next is the additional incentives from their

immediate supervisor”

“The awards and recognition… nagpo-provide

na kami ng certificate for those employees who
performed the best”

Respondent 2:
“My company personally is giving us many
benefits and many... bonuses or let’s say perks,
for example with my company right now, they are
giving us a twelve thousand bonus”

Open-Door Respondent 1: Both HR

Communicatio “If they are not qualified or not competent to
Professionals are
n do the...do the work of that position or the job of
considerate and
that position we cannot control that or pwede open to
tayong mag-offer sa kanila pero mas mababa” suggestions and
feedback in order
Respondent 2: to build rapport
“To really have a communication with the with their co-
employees, a proper communication with the employees.
employees”

Job Skills Respondent 1: They explicate

“So na me-maintain yun depende kasi yun sa that in order to
leadership” maintain job
satisfaction
“Depende din yun kasi…contractual kami so leadership skills,
yung kontrata namin nire-renew kami ng nire- employee

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 renew so parang it depends on the management if management,
paano nila aayusin yung mga tao; coordination, and
clear
“So, every year mayroong different type of communication
activity na binibigay sa mga empleyado” are necessary to
display in the
Respondent 2: workplace.
“I think it’s very... important to have a clear
and straight communication… as long as you do
have a good communication with them and you
are connecting with them... you are checking
them if they are good or if they are facing any
difficulties with their job”

Measuring Respondent 1: One respondent

Tools “No wala kaming… instrument na ginagamit said that they
to measure job performance” distribute
monthly surveys
Respondent 2: to measure their
“With my current company they are having employees
this monthly survey or questionnaire regarding achieved quota.
the employees… situation like for example if they The other one
are good for that specific month, if we are mentioned they
meeting with our demands or you know with our did not use tools
work quotas” to measure the
level of
satisfaction.

Career Respondent 1: They specified

Advancement “Employees are aware to address or i-assess that HR
din nila yung sarili nila na parang ano ba yung professional must
kulang para in return din HR can help employees give awareness
paano mapapataas ang level of satisfaction nila.” for the
employees to
Respondent 2: assess themselves
“They are going to know what are the to fill their work
matters, what are the field or what are the things insufficiency.
—what are the lacking things that they need to
improve or they need to support in order to gain
again the employees’ satisfaction or you know
their productivity as well”

Workplace Respondent 1: They assert that

Adaptation “As an HR we need to provide trainings for providing
leaders or for their immediate supervisor kasi trainings for

25
 they are the one na mas madaling makakapag leaders and
identify if yung staff nila is satisfied ba sa work supervisors as
nila and paano ba yung work performance nila.” well as staying
connected with
Respondent 2: the employee are
“I think I’m just making sure that I’m ways to improve
connected with them throughout their process, their job
throughout their employment with us so I’m satisfaction and
helping them by guiding them as well by cheering job performance.
them up if ever they feel demotivated”

Organizational Respondent 1: According to

Improvements “All of our operation is depend on the them
guidelines produced by civil service” organizational
improvements
Respondent 2: comes with
“It can also be a good way to be well various
informed on what are the reasons—- what are the guidelines and
things that are lacking in the company, so I think factors.
that’s one of my basis”

26
 Chapter V

Conclusions and Recommendations

This chapter presents the overall analysis of the data, the conclusions and

recommendations of the researchers on the impact of job satisfaction on job performance

to the employees according to the HR professionals.

Conclusion

The researchers concluded that the job satisfaction greatly affects the job

performance of an employee. Job satisfaction factors can be categorized into intrinsic and

extrinsic elements where pay, promotions, benefits, bonuses and rewards are considered

extrinsic factors and co-workers, supervision, skills acquired, and the work itself are

considered intrinsic factors. Factors that contribute to job satisfaction as listed by Obisi,

(2003), were adequate salary, good working conditions, parental management, job

security, opportunity for growth, positive and supportive environment, friendly nature of

co-workers and colleagues’ responsibility and cordial relationship between the superior

and the subordinates.

The impact of Job Satisfaction to the Job Performance are employees who are

satisfied with their jobs are more likely to be productive, competent and goal oriented.

They also become motivated to do their task and share their absolute skills to help the

company. With this they gain more credits and benefits from the company. Whereas the

impact of the Job Satisfaction to the attitude towards co-employees are employees share

their goals and achievement to their co-employees to be productive and have a fruitful

outcome. Some employees who are disappointed and dissatisfied with the company chose

27
to resign, but some stayed and adjust that leads them to a better workspace and tend to

guide the other employees much better.

On the other hand, the ways for an employee to be satisfied at work are stated that

their job satisfaction increases when given benefits, compensations and recognitions.

Sometimes they give employees with tokens of appreciation and bonuses as their reward.

The HR professionals promote open-door communication to motivate and satisfy their

employees and for them to feel that HR personnel are willing to listen to their concerns.

They also said that in order to maintain job satisfaction to employees, coordination and

clear communication is the key to a better workplace.

Recommendations

Based on the findings and conclusions presented, the following recommendations

are suggested:

1. For the future researchers, they should interview the employees too to

have enough data and for further discussion with their experiences, job

performance and satisfaction.

2. The researchers recommend the future study to formulate on specific

factors that can be affected on employee’s job performance. The future

researchers can create a study focusing only on one factor.

3. Human Resource Department and Company's should be aware on the

struggles that their employees are experiencing, and should consider

acknowledging mental health issues that can also influence their job

performance and job satisfaction.

28
 Reflexivity

"Before processing the content of the study, it was already a challenging part to think of

the topic that we will further give a research output. In our case, we failed because our professor

rejected it because the study was not fit to the subject course. And for a moment, I felt

discouraged to continue. Still, we immediately arranged an emergency meeting to do some

revision. It was reasonable thought because that failure became my motivation to start again.

Luck was with us then because we were able to submit the file before the deadline. During that

time, it is an ironic observation for me how cooperative my brain because the research method

we used was Qualitative Research, which I am not familiar with its process. However, the results

were surprisingly unexpected because I was an active member whenever assigned tasks were

distributed and whenever we brainstormed.

It is always a struggle to illustrate the conceptual framework from the beginning,

especially from the short experience I had years ago. I remember that we did not create that

section. Instead of a conceptual framework, the thematic map was the memory I clearly

remember. Nevertheless, I still follow the given instructions from the professor. On the other

hand, I think the introduction and theoretical foundation were one of the easiest parts I did in the

process. I just need to search for the existing same research study and theories relevant to the

approved title. Fortunately, several results came out.

The simplest and easiest part of this process was to compile all the sections. From the

title page up to the appendices yet there were times I was frustrated. For example, the table of

transcription was not cooperative with me. I remember that I kept on pressing the enter for it to

integrate. After a while, I came up with an idea with my eagerness to finish this. All in all, it was

a roller coaster ride for me because the experience was definitely unexpected yet challenging."

- Agtoca, Mejamie

29
 "With completing the Qualitative Research in Strategic Human Resources Management,

I was able to benefit from a variety of strategies from the paper, as well as refresh my memory on

the topics that I previously knew about writing research papers but needed a reminder about.

The biggest hurdle in making the research paper for me was a lack of familiarity with

research methods; qualitative research is not my cup of tea. I'm more comfortable with

quantitative research, but I need to adjust my reading and understand some of the qualitative

research from the internet to comply with my parts in the process.

As for the group, the most challenging component of producing the research paper was

the lack of time. But that does not hinder us from continuing working on the paper; we did make

timelines for passing each other's parts of the research and didn't pressure each other. We work

in phase with one another and offer help if one of us is having difficulty completing the parts we

are making.

With hurdles came hidden strength we discovered about ourselves; being resourceful and

effective communication is essential, and we became each other's academic support system. This

internet means of communication makes me think that we need to be adaptive and patient in

whatever happens around us. Because life cannot adjust for you, you must modify yourself to

life."

- Amante, Angelica Joy

30
 "Upon conducting the research, as the leader of the group, I need to be versatile,

especially in doing major revisions and paraphrasing. I also need to make time to check up on

my members' output from time to time. Aside from that, I need to be responsible for scheduling

our meetings, even if we don't have much time. There are instances that my members and I tend

to have virtual meetings from late nights to dawn to beat the deadlines; however, I was so

thankful for their willingness and initiative to cooperate.

As the HR Professionals interviewer, I was a little bit nervous to ask questions, but I tried

to calm myself and not act upon it. On the other hand, I struggled to wait for their availability

and worried because the deadlines are approaching. Nevertheless, I realized that the virtue of

patience and perseverance is essential in conducting research.

It is indeed that CoVid-19 change our way of life to its fullest; however, this pandemic

did not hinder our capacity to learn, communicate and do the best that we can. Life continues

despite its constant change, and our happiness lies from within.

All in all, this research study strengthened my interpersonal and communication skills. It

challenged my inner self to fight for my insecurities and self-doubt. It also tests my sense of

responsibility, self-awareness, and discipline. I'm so glad that I survived another semester

despite circumstances."

- Astrologo, Aira Abrielle

31
 "Looking for a job is a very challenging part of adult life because that job will hone the

experiences and skills of an individual. A career is essential to a person because it will sustain

the needs of a person. Working on this study is a bit hard and challenging because we need to

look for HR professionals suitable for our topic. It is difficult because we have to adjust and work

away with the other members because of the pandemic; I/we cannot fully express our opinions

because of the limited sources we have at home, like internet connection and other gadgets

needed. Luckily, I have amazing groupmates who are very understanding, considerate, and

willing to adjust as well as our professor. As psychology students, our study is significant

because it can help us as future HR professionals know and understand what's happening and

what we can do in the corporate world. Using this study as early as now, we can practice and list

down some important notes from this study to help our future employees and companies.”

- Bulaon, Aubrey Anne

32
 "As we faced this pandemic, it is a challenge for us, as a student and a researcher, to

research online, mainly that we only have limited resources. But this does not stop us from

pursuing our objectives and find the answers on the impact of job satisfaction on job

performance. As we analyze what would be our research topic, at first, it is difficult because

Human Resource has many areas to cover and issues to address. Finally, we decided that we

would go for job performance and job satisfaction.

Every section and chapter of the research is an added enlightenment and knowledge

about the workplace environment. When we make the questionnaire, it is pretty challenging

because we have so many questions that we want to know. But with my groupmates and with our

professor's help, we manage to review and choose the crucial questions. Added to that, I would

like to highlight the making of transcription because, as I type every word that our participants

said, I get a glimpse of how HR manages their employees. It is very significant to assess now and

then the employees' well-being because it can significantly affect its goals. It is not just the

rewards and benefits but also giving them acknowledgment and job security. Overall, it is a

complex but also an excellent way for us, BS Psychology students, to conduct this research

because as a future HR, we can use their strategies also to help our organization."

- Cabalida, Jannel

33
 References

Abujudeh, (2019). The Role Of Human Resource Management In Employees’ Job

Satisfaction And Organizational Commitment, SEA - Practical Application of Science,
Romanian Foundation for Business Intelligence, Editorial Department, issue 20, pages
137-145

Bashayreh, A, M, K. (2009). Organisational culture and job satisfaction.

Retrieved from: http://ep3.uum.edu.my/1632/1/Anas_Mahmoud_Khaled_Bashayreh.pdf

Carroll, S, Keflas, R. and Watson, C. (1964) Job Satisfaction and Productivity,

Irwin: Illinois.

ÇAVUŞ, Mustafa & Koç, Murat & Saraçoğlu, Turgay. (2014). Human Resource
Management Practices, Job Satisfaction and Organizational Commitment Mustafa Fedai
ÇAVUŞ. International Journal of Academic Research in Business and Social Sciences.

Fadlallh, A. (2015). Impact of Job Satisfaction on Employees Performance an

Application on Faculty of Science and Humanity Studies University of Salman Bin
Abdul-Aziz-Al Aflaj. Ijires: Source of Knowledge.

Foss, Nicolai & Laursen, Keld. (2003). New Human Resource Management
Practices, Complementarities and the Impact on Innovation Performance. Cambridge
Journal of Economics. 27. 243-263. 10.1093/cje/27.2.243.

Hoppock, R. (1935). Job Satisfaction, Harper and Brothers, New York, p. 47

Organ, D. W. and Hammer W. C. (1991) Organizational Behavior: An Applied

Psychological Approach, Business Publications: Texas

Oluwafemi, OJ (2010). Contextual Dispositional Factors, Turnover Intention and

Perceived Job Alternatives as Predictors of Organizational Citizenship of Behaviour of
Employees of Nigeria Oil Industry University of Ibadan, An unpublished PhD Thesis

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 Porter, L. W. and Lawler, E. E. (1974) “The Effect of Performance on Job
Satisfaction.” In Edwin A. Fleishman (ed) Studies in Personal and Industrial Psychology.

Pushpakumari, M. D. (2008). The Impact of Job Satisfaction on Job Performance.

Collection of Famous Cities.

Saiyaden, M. A. (1993) Human Resource Management, New Delhi, McGraw-

Hill.

Selmer, Jan & Leon, Corinna. (2001). Pinoy-style HRM: Human Resource
Management in the Philippines. Asia Pacific Business Review. 8. 127-144.
10.1080/713999124.

Shaju., M., & Subhashini, D. (2017, January 1). A Study on the Impact of Job
Satisfaction on Job Performance of Employees Working in Automobile Industry, Punjab,
India. Macrothink Institute.

Tabassum, U., Khan, I., Wahid Sherani, A., & Khan, B. (2016). The Relationship
between Job Satisfaction and Job Performance among Employees: A Case of
Commercial Banks in Punjab City, Pakistan. The Relationship between Job Satisfaction
and Job Performance among Employees: A Case of Commercial Banks in Punjab City,
Pakistan, Volume 5 (Issue VIII).

Uzma, T. et. al. (2016) The Relationship between Job Satisfaction and Job
Performance among Employees: A Case of Commercial Banks in Punjab City, Pakistan.

Vroom, V. H. (1964). Work and motivation. New York: John Wiley and Sons.

35
 Appendix A
Original Open-Ended Questionnaire and Statement of the Problem

Statement of the Problem

The research sought to address the questions:
1. What are the possible impacts of job satisfaction to the:
a.       Job Performance
b.      Attitude towards co-employees
2. What are the factors influencing job performance?
3. What are the ways for an employee to be satisfied at work?

Interview Questions
1. What specific strategies would you consider using to increase the job satisfaction of
your employees? Why?
2. The company you’re working for has limited resources on providing benefits and
compensation, how would this affect the employee’s job performance?
3. What are the main problems does an employee face? How did it affect to the
company?
4. How does time differential affect the productivity of the employees?
5. As HR Professionals, do you consider yourself having a high job performance, and job
satisfaction? Why?

Translated Version
Mga Katanungan
1. Anong stratehiya ang tingin mong magagamit upang madagdagan ang job satisfaction
ng inyong mga empleyado? Bakit?
2. Ang kumpanyang pinagtatrabahuhan mo ay hindi sapat ang mga benepisyo at sahod,
kung kaya’t limitado lamang ito. Paano ito makaapekto sa gampanin ng inyong
empleyado?
3. Ano-anong mga problema ang madalas na kinahaharap ng mga empleyado? Paano ito
nakaapekto sa kumpanya?
4. Paano nakakaapekto ang magkakaibang oras ng pagtatrabaho sa pagiging produktibo
ng mga empleyado

36
 5. Bilang HR Propesyonal, itinuturing mo ba ang iyong sarili na may mataas na
pagganap ng trabaho, at kasiyahan sa trabaho? Bakit?

Appendix B
Revised Open-Ended Questionnaire

1. What strategy/strategies does your company utilize to increase job satisfaction among
your employees?
1.1. What are the factors affecting the implementation of the said
strategy/strategies?
1.2. If that’s the case, what are the possible solutions that would address the
issues?
2. What are your observations among satisfied employees on their job performance?
2.1. Do you think this would contribute to achieving your company’s desired
goals and competencies? If Yes, then why?
2.2. How will you maintain job satisfaction among them?
3. How does job satisfaction affect job performance based on what you have seen among
your employees?
3.1. Does your company use tools to measure their level of satisfaction? If yes,
what are those?
3.2. Why is it beneficial to be informed on the employee’s level of satisfaction in
performing their job?
4. How will you help employees improved their job satisfaction and job performance?
4.1. How is it connected with employee turnover?
4.2. What are your basis for selecting these improvements?

Translated Version
Mga Katanungan

1. Anong estratehiya ang ginagamit ng inyong kumpanya upang maragdagan at umangat

ang "job satisfaction" ng mga empleyado?

37
 1.1 Ano ang mga kadahilanan na nakakaapekto sa pagpapatupad ng nasabing
estratehiya?
1.2 Kung iyon ang kaso, ano ang mga posibleng solusyon na makakaresolba at
tutugon sa nasabing isyu?
2. Ano ang iyong mga obserbasyon sa mga "satisfied" na empleyado sa kanilang
pagganap sa trabaho?
2.1. Sa palagay mo ba ay makakatulong ito sa pagkamit ng mga layunin at
ninanais na kakayahan ng iyong kumpanya? Kung Oo, bakit?
2.2 Paano mo mapapanatili ang "job satisfaction" sa mga empleyado?
3. Paano nakaaapekto ang job satisfaction sa pag ganap ng mga empleyado sa kanilang
trabaho sa inyong kompanya?
3.1. Gumagamit ba ang inyong kompanya ng mga kagamitan para masukat ang
lebel ng satisfaction? Kung oo, ano-ano ang mga ito?
3.2. Bakit nagiging benepisyo sa kompanya kapag nalaman nila ang job
satisfaction ng kanilang empleyado?
4. Paano mo matutulungan ang mga empleyado para mapabuti ang kanilang job
performance at job satisfaction?
4.1. Paano ito maikokonekta sa pagturnover sa mga empleyado?
4.2. Ano-ano ang iyong basehan upang piliin ang mga magpapabuti o
magpapaganda sa pagtrabaho ng mga empleyado?

38
 Appendix C

Informed Consent

39
40
 Appendix D

Transcription of Interview

41
 Statement Problem No. 1

Line # Emergent Transcript Explanatory notes

Themes

1 Interviewer: Upon the said strategy what are the factors

affecting the implementation of it?

2 Workplace Respondent 1: (1) in joining committee sometimes They mentioned

Common Issues yung factors lang naman na nakaka-affect dun is kapag that the factors
walang may gusto… hindi mo pa rin masasabi na lahat affecting to the
sila dun is… satisfied kasi may mga napipilitan so implementation of
syempre hindi rin sila pwedeng mag refuse; (2) sa the strategies are
binanggit ko na pangalawa yung factors affecting naman the employee’s
dun is that may mga employees kasi na mas may versatility, skills
magaling sa kanila so hindi sila napipili pero nabibigyan acquired,
sila ng chance. Ang maganda lang naman dun is that… motivation, and
there is an equal opportunity for all employees na they productivity.
think that they are qualified mag-apply sila; (3) for the
employee engagement naman I think wala namang…
factors affecting for that siguro may mga
uncontrollable… factors lang tayo na… talagang
mahihirapan tayo sa pag implement ng strategies na yun;
(4) Then for compensation and benefits I think ano
yun… constant yun so siguro ang issue lang dun is that
minsan matagal i-release kasi pinipirmahan yun ng head
of the agency so kelangan mai-review siya ng maigi
before mapirmahan; (5) then yung additional incentives
naman from their head I think ano naman 'to eh…
voluntarily naman siya so hindi siya automatically na
pino-provide ng agency so kung mapupunta ka sa mabait
na boss swerte mo... mayroon kang additional
incentives; (6) While for the awards and recognition
naman.. I think… wala namang issue… kung sino ang
signatory kasi yung head of the agency naman namin is
ayun available siya mas mabilis namin siya
napapapirmahan.

Respondent 2: one of the factors that…affecting this...

kind of strategy that they have is… it can be difficult on
the part that some employees will only stay…or will
only work... given that particular time regarding the
benefits…I think that the difficulty or the factor that
affect it is the productivity of the employee after that
given benefits or let’s say after that given program.

3 Interviewer: As a HR professional sir what are your

observations among satisfied employees on their job
performance in your organization?

42
3 Interviewer: As a HR professional sir what are your
observations among satisfied employees on their job
performance in your organization?

4 Job Satisfaction Respondent 1: they are happy with their work…kapag Source of
may mga time na sobrang dami naming nare-receive motivation made
siyempre mas motivated kami mag-work kasi… in the employees
return nag e-expect kami na… siyempre yung pagod satisfied and more
namin is magpe-paid off din siya productive in doing
their job.
Respondent 2: mostly all satisfied employees is really
more productive…their output is very good. I mean
personally, based on my experienced its... I’m being
more productive when I’m satisfied at my work and with
the company as well so I think its connected with
productivity with the with the employee

5 Interviewer: Do you think their level of job satisfaction

would contribute to achieve your company's or your
organization's desired goal and competency? If yes, then
why?

6 Achieving the Respondent 1: syempre naman oo… if they are satisfied Job satisfaction
Organizational dun sa work nila…maa-achieve namin yung mandate comes with
Goals namin and in general or in a wider perspective mas achieving
malaki yung matutulong namin sa gobyerno ng Pilipinas organizational
goals and
Respondent 2: Yes, I do believe that... in the future or competencies.
in the present as well it is also contributing to the
company's goal because...once an employee is very
satisfied with their job or with the company he or she is
working with... there's a big chance that... the company
and the employees will have a shared goals…because...
its a big factor when the company's... shared goal or
achievements will align to the employees personal goal
as well.

7 Interviewer: What have you see among your co-

employees on how does job satisfaction affect their job
performance?

43
8 Employment Respondent 1: happy naman sila…when we say job One respondent
Expectations satisfaction kasi… they are satisfied na dun sila nagwo- observed that
work kasi mayroong…mga extra token or madaming contractualization
benefits silang nare-receive and I think mayroon yung makes the
impact to their work kasi since contractual yung mga employee to strive
empleyado parang they need to strive harder…I think harded while the
they are satisfied naman personally… ako marami akong other respondent
natututunan dun sa organization kung nasaan ako that is were disappointed
the one thing that I am satisfied with my job and in return with the company’s
yung work performance ko syempre kailangan mag- benefits that’s why
increase din they choose to
resign.
Respondent 2: I’ve seen... many employees… resigning
due to disappointment... they are not satisfied with the
company’s culture, with the company’s benefit… with
the employees kasi with their mindset it would reflect…
if an employee is satisfied, if an employee is happy or
contented with what he is or what she is working with or
she’s having with... it would contribute to his or her
output in the near future so I think it’s a big part of a job
performance

9 Interviewer: Next, how does job satisfaction and job

performance connected with employee turnover ?

10 Coping Respondent 1: syempre nandun yung stress, yung They stated that
Mechanism burden syempre kasi--- I think depende kasi sa workplace
empleyado yan if pa'no nila iha-handle yung stress nila adjustment leads to
sa work so if...if hindi na sila satisfied sa work nila and better output.
hindi pa sila performing and yung result kasi nun if hindi
ka satisfied maapektuhan yung work mo…pag hindi mo
na kinakaya yung galit, or yung stress, or yung pressure
na binibigay ng boss mo sayo it's either ayun mag-resign
ka or mag-adjust ka

Respondent 2: I think I’ll connect that in way that for

example an employee is already rendering turnover or
leaving the company... atleast... they feel guided...
throughout their stay with us or working with us so it
will help them to, you know... to make a good work or
to work... much better than—-that they were in the
company during their stay.

44
 Statement Problem No. 2

Line # Emergent Transcript Explanatory notes

Themes

1 Interviewer: What are the strategies or strategy does

your company utilize to increase job satisfaction among
your employees?

2 Employee Respondent 1: (1);employees were asked if they are They explained

Benefits, interested to join in the committee… if hindi sila aware that employee job
Compensation, sobrang dami nilang work, mabu-burden sila dun sa satisfaction
and Recognition trabaho; (2) yung nature kasi nung… structure ng increases through
System office namin lahat kami dun contractual…ang given benefits,
ginagawa… nung management nung office namin is compensation, and
to… as employees… to apply for the position that they recognition.
think they are qualified based on the merits and suitness
according to civil service rules and also… if they are
competent for that position so mahalaga yun; (3) next
is the different employees engagement… ang ginagawa
ng office namin is that nagbibigay ng… mga materials
or tokens for employees… bukod dun sa compensation
and benefits na nare-receive nila may ibang tokens pa
silang nare-receive beside from that; (4) next yung
compensation and benefits… so dun kasi sa office
namin parang every… may, every parang april,
november, december sobrang dami naming nare-
receive na benefits; (5) next is the additional incentives
from their immediate supervisor… magbibigay na lang
sila ng allowance… tapos parang tatanungin mo para
saan yun sasabihin nila…para mag-work ka maige…
kahit sobrang dami ng work mo you feel that you are
compensated… and… na a-acknowledge… yung hirap
mo dun sa work; (6) the awards and recognition…
nagpo-provide na kami ng certificate for those… best
performing employees for those employees who are
best—who performed the best

Respondent 2: my company personally is giving us

many benefits and many... bonuses or let’s say perks,
for example with my company right now, they are
giving us a twelve thousand bonus… which are
reimbursable at the month of July so I think that’s one
of their way to give us satisfaction

45
3 Interviewer: In relation with that, what are the
possible solutions that would address the issue?

4 Open-Door Respondent 1: may mga ano kase… uncontrollable Both HR

Communication factors pa rin na… hindi natin kayang ma-control… (1) Professionals are
like for example for the signatory… hindi naman natin considerate and
kaagad mapapapirma yung mga boss natin basta-basta open to suggestions
(2) for the ano naman the employees diba they are and feedback in
requested to apply for the position they think they are order to build
qualified so I think walang solution dun kasi nagpo- rapport with their
promote ka or nagha-hire ka ng employees based on co-employees.
their narrative so if they are not qualified or not
competent to do the...do the work of that position or the
job of that position we cannot control that or pwede
tayong mag-offer sa kanila pero mas mababa

Respondent 2: I think one of the best... way or solution

to avoid this kind of conflicts or issues in the future is
to really have a communication with the employees, a
proper communication. the only and the best thing that
all companies need to do with this current set up which
is work from home so you just need to communicate
with the employees well

5 Interviewer: In relation with that, how will you

maintain the job satisfaction among your co-
employees?

6 Job Skill Respondent 1: (1) employees were simply interested They explicate that
in joining the committee, so na me-maintain yun in order to maintain
depende kasi yun sa leadership like for example may job satisfaction
mga committee kasi na kapag nag-assign na yung boss leadership skills,
nila---they are informed pero hindi sila nabibigyan ng employee
consent; (2) employees are requested to apply for the management,
position they think they are qualified, depende din yun coordination, and
kasi…contractual kami so yung kontrata namin nire- clear
renew kami ng nire-renew so parang it depends on the communication are
management if paano nila aayusin yung mga tao; (3) necessary to
For the different employee engagement naman, name- display in the
maintain namin yun every year so every year mayroong workplace.
different type of activity na binibigay sa mga
empleyado…

Respondent 2: well... to maintain job satisfaction with

the employees... I think its very... important to have a
clear and straight communication… as long as you do
have a good communication with them and you are
connecting with them... you are checking them if they

46
7 Interviewer: Does your company use tools to measure
their level of satisfaction, if yes can you give some---
can you indicate some?

8 Measuring Tools Respondent 1: no wala kaming… instrument na One respondent

ginagamit to measure job performance said that they
distribute monthly
Respondent 2: with my current company they are surveys to measure
having this monthly survey or questionnaire regarding their employees
the employees… situation like for example if they are achieved quota.
good for that specific month, if we are meeting with our
demands or you know with our work quotas… they are
sending it out by an email so we just need to fill it out
with our experience or situations

9 Interviewer: In your perspective why is it beneficial to

be informed on employee's level of satisfaction in
performing their job?

10 Career Respondent 1: kasi diba merong effect yun dun sa job They specified that
Advancement performances nila… yung benefits nun is if they are self-asssessment,
aware so alam nila kung paano nila… ia-address yung insufficiency, and
issue na yun and syempre… in return as an hr… maa- awareness are the
assess din namin kung paano kami makakapag- needed to achieve
contribute for those employees… ano pa ba yung dapat career
naming maprovide…I think ayun yung beneficial na advancements.
parang employees are aware to address or i-assess din
nila yung sarili nila na parang ano ba yung kulang para
in return din HR can help employees paano mapapataas
ang level of satisfaction nila.

Respondent 2: if ever the employer is... well-informed

regarding the employees level of satisfaction they are
going to know what are the matters, what are the field
or what are the things—what are the lacking things that
they need to improve or they need to support in order
to gain again the employees satisfaction or you know
their productivity as well… you’re being informed
regarding what’s need and what’s not need to be
supervise.

47
11 Interviewer: As an HR professional how will you help
employees improve their job satisfaction and job
performance?

12 Workplace Respondent 1: as an HR we need to provide trainings They assert that

Adaptation for leaders or for their immediate supervisor kasi they providing trainings
are the one na mas madaling makakapag identify if for leaders and
yung staff nila is satisfied ba sa work nila and paano ba supervisors as well
yung work performance nila…dapat mayroong mga as staying
binibigay na trainings for leaders kung paano nila iha- connected with the
handle yung staff nila… ang sinasabi kasi nila dun employee are ways
(training) is parang leaders are responsible on kung to improve their
paano nasa-satisfy yung isang empleyado sa job satisfaction and
organization job performance.

Respondent 2: I think I’m just making sure that I’m

connected with them throughout their process,
throughout their employment with us so I’m helping
them by guiding them as well by cheering them up if
ever they feel demotivated

13 Interviewer: For the last question what are your basis

for selecting these improvements?

14 Organizational Respondent 1: I think ano naman hindi ako yung nag According to them
Improvements choose dun…so if you are talking about basis pwede organizational
niyong i-check yan sa civil service rules kasi ayun improvements
yung…central human resource of government agencies comes with various
so all of our operation is depend on the guidelines guidelines and
produced by civil service factors.

Respondent 2: if an employee is resigning in our

company… its really good… to ask them what are their
particular reasons…or perspective on resigning in the
company. It can also be a good way to be well informed
on what are the reasons—- what are the things that are
lacking in the company, so I think that’s one of my
basis if ever... to choose or to decide what are the things
that needs improvement so yeah.

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 Appendix E

Curriculum Vitae

Personal Information

Name: Agtoca, Mejamie O.

Address: 1738 Maria Ramos Village Abangan Sur

Marilao, Bulacan

Contact Number: 09973494818

Email Address: [email protected]

Educational Background

Tertiary

(2018- 2022) Universidad de Manila

Bachelor of Science in Psychology

 Dean’s Lister

Secondary

(2016- 2018) Senior High School

Our Lady of Fatima University

Strand: Humanities and Social Sciences

 Subject Excellence Award

(2012- 2016) Junior High School

Potrero National High School

 Best in MAPEH
 Best in Araling Panlipunan
 Best in Filipino
 Best in English

49
  Most Outstanding Student
 Training & Workshop in Science Investigatory Project

Elementary

(2006- 2012) Potrero Elementary School

 Consistent Honor Student

College Membership, Accomplishments, Achievements

 Dean’s Lister

Volunteer Experience

Title: Gift Giving Project for Children

Date: 2015
Organization: Rotary Club of Malabon East
Address: Potrero, Malabon City

Core skills

 Communication
 Critical Thinking
 Computer Literacy
 Leadership
 Teamwork

50
Personal Information

Name: Amante, Angelica Joy L.

Address: 308 Area A Gate 3 Pier 2 Parola Tondo, Manila

Contact Number: 09208071524

Email Address: [email protected]

Educational Background

Tertiary

(2018- 2022) Universidad de Manila

Bachelor of Science in Psychology

 Dean’s Lister

Secondary

(2016- 2018) Senior High School

Rajah Soliman Science and Technology High School

Strand: Science, Technology, Engineering, & Mathematics

 With Honors
 Speech Choir – 1st Place
 Teacher’s Month Poetry Writing – 2nd Place
 Science Month Interpretative Dance - 2nd Place
 Christmas Cantata- 3rd Place
 District Science Investigatory Project - Bronze Awardee
 Work Immersion Awardee
 Research Awardee
 Division Level Chess Competition

(2012- 2016) Junior High School

Rajah Soliman Science and Technology High School

51
  Consistent Honor Student
 Flag Identification- 1st Place
 Division Level Chess Competition

Elementary

(2006- 2012) Rosauro Almario Elementary School

 Consistent Honor Student

 District Level Chess Competition

College Membership, Accomplishments, Achievements:

 Representative- Tatsulok: Alyansa ng mga Mag- aaral sa Sikolohiyang Filipino

 Class President – Second Year, Second Semester (2019- onwards)
 Class Secretary- First Year (2018-2019)
 University Week Chess Competition- 1st Placer
 3-time Dean’s Lister

Employment History

Title: Sales Associate

Date: March 30, 2015- June 2015
Company: Apparel Collections
Address: 999 Mall Divisoria Recto, Manila

Title: Sales Associate

Date: March 30, 2018- June 2018
Company: Shoppe
Address: Binondo, Manila

Title: Customer Service Representative

Date: April 2019- August 2019
Date: Dec 2019- Feb 2020
Company: Inspiro Relia Incorporation
Address: Welcome Rotonda Quezon City

Core skills

 Flexible
 Communication Skill

52
  Critical Thinking
 Adaptability
 Time Management Skill

Personal Information

Name: Astrologo, Aira Abrielle C.

Address: 20 Magsaysay St. Tondo, Manila

Contact Number: 09959867605

Email Address: [email protected]

Educational Background
Tertiary

(2018- 2022) Universidad de Manila

Bachelor of Science in Psychology

 Dean’s Lister

Secondary
(2016- 2018) Senior High School
Pamantasan ng Lungsod ng Maynila
Strand: Humanities and Social Sciences

 With Honors

(2012- 2016) Junior High School

Tondo High School

 3rd Honourable Mention

Elementary
(2006- 2012) Manuel L. Quezon Elementary School
 6th Honourable Mention

53
College Membership, Accomplishments, Achievements

 La Universidad- Associate Editor-in-Chief

 UDM- News Contributor
 Research Society- Training Coordinator
 UDM Psychological Society- Treasurer
 UDM Merit Student Hon. Francisco “ Isko Moreno” Domagoso Laptop Recipient
 Class President -First Year, Second Semester (2018-2019)
 5-time Dean’s Lister
 CAS Cantata- 2nd Place
 U-Week Scrabble Player – 3rd Placer

Employment History

Title: Virtual Assistant

Date: January 2021- Present

Title: Encoder
Date: December 2020-Present
Company: Seerose Incorporated
Address: Midway, Caloocan City

Core skills

 Willing to Learn
 Versatile
 Persevere
 Can deal with different personalities of people
 Self-confident and has a drive to finish task on time

54
55
Personal Information

Name: Bulaon, Aubrey Anne M

Address: 3026 Dagupan Extension Gagalangin Tondo,
Manila
Contact Number: 09652017100
Email Address: [email protected]

Educational Background

Tertiary

(2018- 2022) Universidad de Manila

Bachelor of Science in Psychology

 Dean’s Lister

Secondary

(2016- 2018) Senior High School

Philippine College of Criminology

Strand: Humanities and Social Sciences

 With Honors
 Likhang Awit Grand Champion 2016
 2nd Runner up Likhang Awit Interschool Competition 2016
 Likhang Awit 1st Runner up 2017
 DAMLAY PCCR-SHS

(2012- 2016) Junior High School

Lakan Dula High

 Best in Mathematics
 Best in English
 Best in Science
 Top 2 in Class

Elementary

(2006- 2012)

56
 Felipe G. Calderon Elementary School

Employment History

Title: Field Enumerator (Updating of the List of Establishment project)

Date: May- August 2018
Company: Philippine Statistics Authority 
Address: Sta. Mesa, Manila

Core skills

 Understanding
 Competent
 Multi-tasking
 Openness
 Initiative

57
Personal Information

Name: Cabalida, Jannel Angela

Address: 1158 Masinop St. Tondo Manila, Philippines
Contact Number: 09610053660
Email Address:[email protected]

Educational Background

Tertiary

(2018- 2022) Universidad de Manila

Bachelor of Science in Psychology

 Dean’s Lister

Secondary

(2016- 2018) Senior High School

Polytechnic University of the Philippines

Strand: Humanities and Social Sciences

 With Honors

(2012- 2016) Junior High School

Holy Child Catholic School

 Loyalty award
 Best in Conduct and Attendance

Elementary

(2006- 2012)

Holy Child Catholic School

Achievements

 NC2 Certificate in Hotel and Restaurant (2016)

 Certificate of Participation in Recreational Activity (2017)

58
  Introduction to Research Paper Presentation and Publication (2021)

Special Training

 Technical Education and Skills Development Authority: Hotel and Restaurant

Services (2016)
 Technical Education and Skills Development Authority: Massage Therapy (2017)

Core skills

 Ability to work independently and as part of the team

 Critical thinking and problem-solving
 Global and Cultural Awareness

59