Tittle: Factors affecting job satisfaction and commitment among Teachers of

Aklan Polytechnic College.

Aklan Catholic College
Master’s in Business Administration

Chapter 1
1. INTRODUCTION
1.1 Background of the Study

The satisfaction that employees get from their job has a great impact on their lives. The

satisfaction that employees get from their job has a great impact on their lives. Job satisfaction

refers to the subjective feeling of employees towards their work. This could either be favorable

or unfavorable (Skaalvik & Skaalvik, 2014). It is relevant problem for all organization both in

public or private organizations or working in advanced or underdeveloped countries. This

satisfaction is a very important and has a great impact on employee's lifecycle and motivation to

remain loyal to and employed with an organization. Satisfied and motivated employees are

imperative for contemporary business and a key factor that separates successful companies from

the alternative. When considering job satisfaction and work motivation in general, of particular

interest are the distinctive traits of these concepts.

If there is a synergy between employee job demands and their expectation, it will result in

a favorable situation and high job satisfaction. A gap between these aspects will result in low job

satisfaction (Demirdag, 2015). There are many factors including company and administrative

policies, salary, work itself, interpersonal relations, working conditions and recognition.
 Past studies have found that factors including quality of relationship with the supervisors,

work goals, self-efficacy, working conditions and goal support are important determinants of job

satisfaction (Badri, Mohaidat, Ferrandino, & El Mourad, 2013).

Philippines is slowly yet steadily emerging as a rising tiger, something that was

highlighted by Motoo Konishi, World Bank Country Director, during the 2013 Philippines

Development Forum. Although the Philippine economy grew at a modest pace up until the 21st

century, the economy has nonetheless seen significant growth in the last two decades (Prableen

Bajpai, 2022). Sen. Sherwin Gatchalian said the entry-level pay for teachers in the Philippines is

lower compared to what educators are getting in other ASEAN countries. Teaching profession in

the country is facing problems related to teachers’ job satisfaction.

There is no doubt that the valuable asset of a country is its teachers. They build fortune of

the nation. Teachers are said to be the builders of the nation. There is accord about reality that

every other factor is trivial without the presence of powerful instructors. There must be

instructed and experienced educators in colleges who be given adequate convenience offices

with the goal that they give due reflection and regard for instructing just as research (Rehman et

al., 2009).

Teachers play significant and multiple roles in enhancing the total development of

students along personal, social, academic and career domains. However, assuring teachers’

satisfaction is not an easy task given that human being needs can never be fully satisfied as the

satisfaction of one need leads to the desire for another higher-level need.

Job satisfaction and commitment in itself has been a subject considered by both teachers

and administrators as an important element in a successful school organization. It is an overall

feeling about one’s job or career in terms of specific facets, and it can be related to specific

outcomes. With teachers, satisfaction and commitment with their career may have strong

implications for student learning. How effectively and efficiently teachers function in a school

system depends to a great extent upon policies which affect them and their work and the

conditions under which they work.

In addition, the commitment and effectiveness of teachers depend on their motivation,

morale and job satisfaction. This implies that teacher job satisfaction and their commitment is an

important phenomenon. For the success of any organization, committed and satisfied human

resources are considered as the most important assets of an organization.

In contrast to this, teachers less satisfaction on their job makes them to reflect frustration

in work environment. Their frustration will be manifested through different conditions.

Concerning quality of education, Pigozzi (2008) states, poor qualities frustrate efforts to use

education as an effective device for economic growth and development in this age of

accelerating globalization.

The non-committed, dissatisfied workers are the biggest danger as it leads to absence of

enrichment, fulfillment of school’s goals and objectives. According to Mwamwenda (in

Badenhorst, George & Louw, 2008), a lack of teacher job satisfaction results in frequent teacher

absenteeism from school, aggressive behavior towards colleagues and learners, early exits from

the profession, and psychological withdrawal from the work. All of these negative results lead to

poor quality teaching. Other studies showed that a lack of job satisfaction is often accompanied

by feelings of gloom, despair, anger, resentment and futility (Pinder, 2008).

 Thus, a lack of job satisfaction has serious implications for the teacher, as well as for the

educational system in which he or she is employed. In addition, it seems that one of the prime

factors that affect the achievement of educational objectives of students is the scarcity of

knowledgeable and committed teachers in schools with required quality and quantity. Shortage

of professionally skilled man power and lack of clear knowledge in school teaching systems are

the major educational problems nowadays in schools which affect student's achievements

(Hargreaves, 2004).

Generally, schools will not operate smoothly and cannot achieve their objectives and

goals if the teachers are not satisfied in their job. Therefore, this study attempts to address the

relationships between teachers’ job satisfaction and their commitment in Aklan Polytechnic

College and to suggest strategies in order to minimize dissatisfaction by examines the factors,

analyzed the issues, offered conclusions and provided specific recommendation.

1.2 Statement of the Problem

This study attempts to address the relationships between teachers’ job satisfaction and

their commitment in Aklan Polytechnic College and to suggest strategies in order to minimize

dissatisfaction by examines the factors, analyzed the issues, offered conclusions and provided

specific recommendation. This is conducted in academic year 2022-2023. So, how does the level

of teachers’ job satisfaction relate with commitment in Aklan Polytechnic College?

To address this purposes, the following research questions have been raised.

1. What is the level of job satisfaction among teachers of Aklan Polytechnic College in

terms of company and administrative policies, salary, work itself, interpersonal relations,
 working conditions and recognition when the teachers are taken as a whole and classified

according to sex, age, length of service, income, employment status, and marital status?

2. What is the level of organizational commitment among teachers of Aklan Polytechnic

College with regard to ridiculous company and administrative policies, low or delayed

salary, toxic work, bad interpersonal relationship at workplace, poor working conditions

and unrecognized achievement when the teachers are taken as a whole and classified

according to sex, age, length of service, income, employment status, and marital status?

3. Is there a significant difference in the level of job satisfaction when the teachers of Aklan

Polytechnic College are grouped and classified according to sex, age, length of service,

income, employment status, and marital status?

4. Is there a significant difference in the level of organizational commitment when the

teachers of Aklan Polytechnic College are grouped and classified according to sex, age,

length of service, income, employment status, and marital status?

5. Is there a significant relationship between the level of job satisfaction and organizational

commitment among teachers of Aklan Polytechnic College?

1.3 Hypotheses

1. There is no significant difference in the level of job satisfaction when the teachers of

Aklan Polytechnic College are grouped and classified according to sex, age, length of

service, income, employment status, and marital status?

2. There is no significant difference in the level of organizational commitment when the

teachers of Aklan Polytechnic College are grouped and classified according to sex, age,

length of service, income, employment status, and marital status?

 3. There is no significant relationship between the level of job satisfaction and

organizational commitment among teachers of Aklan Polytechnic College.

1.4 Theoretical and Conceptual Framework

This study is based on Frederick Herzberg Two Factor Theory. More than four decades

back, Herzberg et al., (1959) were intrigued by the question of what people want from their jobs.

They applied critical incident technique and surveyed 200 accountants and engineers from

Pittsburg. They were asked to describe the events which made them feel good or bad about their

jobs. The responses were tabulated as follows. Their approach is popularly known as Two Factor

Theory.

According to Herzberg, there are two factors; ‘Motivators’ and ‘Hygiene factors’. It is

only the motivating factors which generate job satisfaction. The very task/job and the outcomes

of the job like recognition reward, responsibility, promotion, and growth have potential to

generate job satisfaction.

He categorically explained that the second set of factors called ‘hygiene factors’ should

be present in the organization so as to avoid dissatisfaction from job. For example, power cut,

poor relations with superiors and colleagues, poor pay, restrictive policies, absence of job

security and so on have the power to disturb the employees. But they cannot empower the

employees.

Company and administrative policies. An organization's policies can be a great source

of frustration for employees if the policies are unclear or unnecessary or if not, everyone is

required to follow them. Although employees will never feel a great sense of motivation or

satisfaction due to your policies, you can decrease dissatisfaction in this area by making sure
your policies are fair and apply equally to all. Also, make printed copies of your policies-and-

procedures manual easily accessible to all members of your staff. If you do not have a written

manual, create one, soliciting staff input along the way. If you already have a manual, consider

updating it (again, with staff input). You might also compare your policies to those of similar

practices and ask yourself whether particular policies are unreasonably strict or whether some

penalties are too harsh.

Salary. The old adage “you get what you pay for” tends to be true when it comes to staff

members. Salary is not a motivator for employees, but they do want to be paid fairly. If

individuals believe they are not compensated well, they will be unhappy working for you.

Consult salary surveys or even your local help-wanted ads to see whether the salaries and

benefits you're offering are comparable to those of other offices in your area. In addition, make

sure you have clear policies related to salaries, raises and bonuses.

Work itself. Perhaps most important to employee motivation is helping individuals

believe that the work they are doing is important and that their tasks are meaningful. Emphasize

that their contributions to the practice result in positive outcomes and good health care for your

patients. Share stories of success about how an employee's actions made a real difference in the

life of a patient, or in making a process better. Make a big deal out of meaningful tasks that may

have become ordinary, such as new-baby visits. Of course, employees may not find all their tasks

interesting or rewarding, but you should show the employee how those tasks are essential to the

overall processes that make the practice succeed. You may find certain tasks that are truly

unnecessary and can be eliminated or streamlined, resulting in greater efficiency and satisfaction.

Interpersonal relations. Remember that part of the satisfaction of being employed is the

social contact it brings, so allow employees a reasonable amount of time for socialization (e.g.,
over lunch, during breaks, between patients). This will help them develop a sense of camaraderie

and teamwork. At the same time, you should crack down on rudeness, inappropriate behavior

and offensive comments. If an individual continues to be disruptive, take charge of the situation,

perhaps by dismissing him or her from the practice.

Working conditions. The environment in which people work has a tremendous effect on

their level of pride for themselves and for the work they are doing. Do everything you can to

keep your equipment and facilities up to date. Even a nice chair can make a world of difference

to an individual's psyche. Also, if possible, avoid overcrowding and allow each employee his or

her own personal space, whether it be a desk, a locker, or even just a drawer. If you've placed

your employees in close quarters with little or no personal space, don't be surprised that there is

tension among them.

Before you move on to the motivators, remember that you cannot neglect the hygiene

factors discussed above. To do so would be asking for trouble in more than one way. First, your

employees would be generally unhappy, and this would be apparent to your patients. Second,

your hardworking employees, who can find jobs elsewhere, would leave, while your mediocre

employees would stay and compromise your practice's success. So deal with hygiene issues first,

then move on to the motivators:

Recognition. Individuals at all levels of the organization want to be recognized for their

achievements on the job. Their successes don't have to be monumental before they deserve

recognition, but your praise should be sincere. If you notice employees doing something well,

take the time to acknowledge their good work immediately. Publicly thank them for handling a

situation particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate.

You may even want to establish a formal recognition program, such as “employee of the month.”
 Job satisfaction is one of the most researched phenomena in the domain of human

resource management and organizational behavior. It is commonly defined as a “pleasurable or

positive emotional state resulting from the appraisal of oneś job or job experiences” (Schneider

and Snyder, 1975; Locke, 1976). Job satisfaction is a key element of work motivation, which is a

fundamental determinant of one's behavior in an organization.

Organizational commitment, on the other hand, represents the degree to which the

employees identify with the organization in which they work, how engaged they are in the

organization and whether they are ready leave it (Greenberg and Baron, 2008). Several studies

have demonstrated that there is a strong connection between organizational commitment, job

satisfaction and fluctuation (Porter et al., 1974), as well as that people who are more committed

to an organization are less likely to leave their job. Organizational commitment can be thought of

as an extension of job satisfaction, as it deals with the positive attitude that an employee has, not

toward her own job, but toward the organization.

A prominent theory in organizational commitment is the 3-component model (or TCM).

The model argues that organizational commitment has three distinctive components.

Affective commitment is your emotional attachment to an organization. If you have a

high level of affective commitment, you enjoy your relationship with the organization and are

likely to stay. You stay because you want to stay.

Continuance commitment is the degree to which you believe that leaving the

organization would be costly. If you have a high level of continuance commitment, you will stay

with an organization because you feel that you must stay.

 Normative commitment is the degree you feel obligated to the organization or believe

that staying is the right thing to do. Here, you believe you ought to stay.

As applied to my study, this theory holds that I would expect my independent variables

which includes company and administrative policies, salary, work itself, interpersonal relations,

working conditions and recognition to influence or explain the dependent variable which is

organizational commitment. In this study, it aims to know the factors that affects job satisfactions

among teachers of Aklan Polytechnic College and how it is related to organizational

commitment. Whether there exists a relationship between job satisfaction and organizational

commitment is yet to be examined. Therefore, the research model is presented as shown in

Figure 1.

Research Paradigm

Independent Variables

 Company and Intervening Variable

administrative  Sex

policies  Age
Dependent Variable
 Salary  Length of
Organizational
 Work itself service
commitment
 Interpersonal  Income

relations  Employment

 Working status

conditions  Marital status

 Recognition

Figure 1: A schematic diagram showing the interplay of related variables.

1.5 Significance of the Study

The generalization of this study would be a great contribution to the vast knowledge with

regard to the factors that affects job satisfaction among teachers of Aklan Polytechnic College

and how it is related to organizational commitment.

Furthermore, the results of this investigation could be highly significant and beneficial

for the following:

Aklan Polytechnic College Administration

The results of this study will provide awareness to the school administration of the

following factors that affects the job satisfactions among teachers of Aklan Polytechnic College.

Identify the things that needs improvement so that proper alignment and intervention programs

could be made. Further this study will provide practical guides on how to design strategy for

improving teachers’ organizational commitment.

Current administrators

Current administrators may be able to use the results of this study in assessing their

leadership practices and the relationship of those practices to the employee satisfaction of their

faculty and staff.

Personnel of Aklan Polytechnic College

Findings of this study will benefit the faculty and staff of Aklan Polytechnic College

especially in order for them to understand the factors that affects their job satisfaction and what

influences organizational commitment.

Researcher

This study will help to elucidate the importance of job satisfaction and organizational

commitment as the researcher is one of the teachers working in Aklan Polytechnic College. It is

an opportunity for her to make suggestions as to how to improve the employee satisfaction and

strengthen the organizational commitment among teachers of Aklan Polytechnic College.

Future Researchers

This study will provide additional body of knowledge to future researchers and will serve

as a reference for researchers on the subject of research education sector. This will serve as a

guide to further developing the research with the connection to the variables used.

1.6 Scope and Limitation of the Study

This study focuses on the factors that affects the job satisfaction and commitment of

Teachers in Aklan Polytechnic College. The data collection will be conducted to 10% of the total

population among Teachers of Aklan Polytechnic College who will represent the population.

Each of the respondents is given the same questionnaires to answer. The result of the

study will be applicable only to the respondents of this study and will not be used as a measure to

the factors that affects job satisfaction and commitment of the Teachers who do not belong to the

population of this study. The main source of data will be questionnaire which is prepared by the

researcher.

1.7 Definition of Terms

Important terms to be used in this study will be defined conceptually and operationally

for the purpose of clarity and understanding.

Administrator - Administrators support the smooth running of offices by carrying out clerical

tasks and projects. (https://www.goconstruct.org/)

In this study administrator refers to the presidents, vice presidents and deans who manage

the whole operation of Aklan Polytechnic College.

Employment status - It refers to the rights and protections that employees are entitled to at

work. The employment status determines the responsibilities that an employer owes to the

employee. (https://www.peoplehum.com/)

In this study employment status refers to the employee's contract with the institution

whether permanent or temporary.

Income - money received, especially on a regular basis, for work or through investments.

(Oxford Dictionary)

Interpersonal relationship - involves social associations, connections, or affiliations between

two or more people. (Wikipedia)

In this study Interpersonal relationship refers to an association between individuals

working together in the same organization.

Job satisfaction - is a measure of workers' contentedness with their job, whether they like the

job or individual aspects or facets of jobs, such as nature of work or supervision. (Wikipedia)

In this study job satisfaction has a moderately positive relationship with job performance

and a strong positive relationship with organizational commitment.

Length of service - the time spent by a worker at his job or performing some other activity

beneficial to society. According to Soviet law, the length of service is the basis underlying the

right to pensions and vacations. (The Great Soviet Encyclopedia)

In this study it refers to the overall length of service is the total time spent at a job.

Marital status - Civil status, or marital status, are the distinct options that describe a person's

relationship with a significant other. (Wikipedia)

In this study it refers to Marital status is the legally defined marital state. There are

several types of marital status: single, married, widowed, divorced, separated and, in certain

cases, registered partnership. 

Organizational commitment - In organizational behavior and industrial and organizational

psychology, organizational commitment is an individual's psychological attachment to the

organization. (Wikipedia)

In this study it refers to Organizational commitment refers to the level of engagement and

dedication employees have toward their individual jobs and the organization.

Personnel - It is a group of people who follow orders, usually at a company.

Recognition -  is the act of recognizing someone or identifying something when you see it.

In this study it refers to all the ways an organization shows its appreciation for

employees' contributions.