THE LEVEL OF SATISFACTION OF NEEDS OF FIELD HEALTH WORKERS OF LANAO DEL SUR AND ITS IMPACT ON THEIR JOB

PERFORMANCE: BASIS FOR AN ENHANCEMENT PROGRAM

A THESIS PRESENTED TO THE GRADUATE SCHOOL ILIGAN MEDICAL CENTER COLLEGE PALA-O, ILIGAN CITY

Chapter 1 THE PROBLEM Rationale Studying the level of satisfaction of needs in the realm of motivational theories has been a staple of organizational behavior and organizational development program an for a very long time supplements in understanding their ramifications and implications as to how they are applied in motivating employees.

The study of motivation involves trying to find the answers to such questions as: Why does one person strive harder than another? Why do some employees seek higher level responsibility and some do not? Why do wage incentives stimulate some employees and not others? These and other similar questions are continually being raised by those who are responsible for the management of human resources. Because of the complex nature of the motivational process, it is not possible for the answers to such questions to be clear-cut. There are many variables that must be identified and considered in order to understand the motivational process (Sherman, 1984).

The researcher is the Head of Integrated Provincial Health Office (IPHO) of Lanao del Sur for almost five years. In his experience as head of the organization and his interaction with the Rural Health Unit (RHU) staff and based on his observation, field employees showed varied reactions and interpretations towards the perceptions of the management and the organization with regards to their performance at work.

The RHU staffs have various reasons for working but the greatest among them all is to earn for a living. However, the level of satisfaction of this particular need and other personal needs are not investigated. And it is for this reason that this study The level of satisfaction of needs of field health workers in Lanao Del Sur and its impact on job performance: basis for an enhancement program was conceptualized. The outcome of this endeavor will be used as guide to the human resources management of IPHO Lanao del Sur. After the required data and results were properly tabulated and analyzed, a proposed enhancement program will also be formulated based on the findings of the study.

THEORITICAL FRAMEWORK Each of us is motivated by needs. Our most basic needs are inborn, having evolved over tens of thousands of years. Abraham Maslows Hierarchy of needs helps to explain how these needs motivate us all. Maslows Hierarchy of Needs states that we must satisfy each need in turn, starting with the first, which deals with the most obvious needs for survival itself. Only when the lower order needs of physical and emotional well-being are satisfied and being concerned with the higher order needs of influence and personal development. Conversely, if the things that satisfy our lower order needs are swept away, we are no longer concerned about the maintenance of our higher order needs. Maslows original Hierarchy of Needs model was developed between 1943-1954, and first widely published in motivation and personality in 1954. At this time the hierarchy of Needs model comprised five needs.

The degree of relative satisfaction has given the impression that these five sets of needs are somehow in a step-wise, all-or-none relationships to each other. We have spoken in such terms as the following: If one need is satisfied 100 percent before the next need emergencies. In actual fact, most members of our society who are normal partially satisfied in all their basic needs at the same time. A more realistic description of the hierarchy would in terms of decreasing percentages of satisfaction as we go up the hierarchy of prepotency.

One classical theory on satisfaction is that Maslow (1954) which introduced his theory about how people satisfy various personal needs in the context of their work. He postulated, based on his observations as a humanistic psychologist, that there is a general pattern of needs recognition and satisfaction that people follow in generally the same sequence. He also theorized that a person could not recognized need was subst6antially or completely satisfied.

The preconditions for the basic need satisfactions are certain conditions which are immediate prerequisites for the basic need satisfactions. Danger to these is reacted to almost as if it were a direct danger to the basic needs themselves. Such conditions as freedom to speak, freedom to do what one wishes so long as no harm is done to others, freedom to express ones self, justice, fairness, honesty, orderliness in the group are examples of such preconditions for basic need satisfactions. Thwarting in these freedoms will be reacted to with a threat or emergency response. These conditions are not ends in themselves but they are almost so since they are so closely related to the basic needs, which are apparently the only ends in themselves. These4 conditions are defended because without them the

basic satisfactions are quite impossible, or at least, very severely endangered. Maslow, (1942) postulated that the physiological needs are usually taken as the starting points for motivation theory are the so-called psychological drives. Two Recent lines of research make it necessary to revise our customary notions about these4 needs, first, the development of the concept of homeostasis, and second, the finding that appetites (preferential choices among foods) are fairly efficient indication of actual needs or lacks in the body. At once other (and higher) needs emerge and these, rather than physiological hungers, dominate the organism. And when these in turn are satisfied, again new (and still higher) needs emerge and so on. This is what we mean by saying that the basic human needs are organized into a hierarchy of relative prepotency.

The safely needs - if the physiological needs are relatively well gratified, there then emerges a new set of needs, which we may categorize roughly as the safety needs. All that has been said of the physiological needs is equally true, although in lesser degree, of these desires. The organism may equally well be wholly dominated by them. They may serve as the most exclusive organizers of behavior, recruiting all the capacities of the organism in their service, and we may say of the receptors, the effectors, of the intellect and the other capacities that they are primarily safety-seeking tools. Again, as in the hungry man, we find that the dominating goal is strong determinant not only of his current worldoutlook and philosophy but also of his philosophy of the future. Practically everything looks less important than safety, (even sometimes the physiological needs which being satisfied, are now underestimated). A man, in this state, if it is extreme enough and chronic enough, may be characterized as living almost for safely alone. The need for self-actualization Even if all these needs are satisfied, we may still often (if not always) expect that a new discontent and restlessness will soon develop, unless the individual is doing what he is fitted for. A musician must make music, an artist must paint, a poet must write, if he is to be ultimately happy. What a man can be, he must be. This need we may call self-actualization. The clear emergence of these needs rests upon prior satisfaction of the physiological, safely, love and esteem needs. We shall call people who are satisfied in these needs, basically satisfied people, and it is from these that we may expect the fullest (and healthiest) creativeness. Since, in our society, basically satisfied people are the exception, we do not know much about self-actualization, either experimentally or clinically. It remains a challenging problem for research. Maslow (1954) also emphasized that once people begin to satisfy their need to belong they tend to want to be held in esteem both by themselves and by others. This kind of need produces such

satisfaction as power, prestige, status and self-confidence. A person in a workplace needs to believe and feel within himself that credibility, respect and dignity must be upheld whatever his position is and aspirations and capabilities as an individual must be recognized. The highest need in the hierarchy is Maslows need for self-actualization. It is the desire to become what is one is capable of becoming-to maximize ones potential and to accomplish something. People with dominant need for selfactualization characterize as those who utilized their skills to the fullest, and stretching their talents to the maximum. Naturally, these needs vary in intensity and over time among different individuals.

Molina (1987) also postulated the exceptions when defining performance as behavior. For instance, he clarifies that performance needs to be under the individuals control, regardless of whether the performance of interest is mental or behavioral. The difference between individual controlled action and outcomes is best conveyed through an example. On a sales job, a favorable outcome is a certain level of revenue generated through the sale of something (merchandise, some service, insurance). Revenue can be generated or not, depending on the behavior of employees. When the employee performs this sales job well, she is able to move more merchandise. However, certain factors other than employees behavior influence revenue generated. For example, sales might slump due to economic conditions, changes in customer preferences, production bottlenecks, etc. In theses conditions, employee performance can be adequate, yet sales can still be low. The first is performance and the second is the effectiveness of that performance. These two can be decoupled because performance is not the same as effectiveness.

Campbell (1990) postulated that job performance is a commonly used, yet poorly defined concept in industrial and organizational psychology, the branch o psychology that deals with the workplace. It most commonly refers to whether a person performs their job well. Despite the confusion over how it should be exactly defined, performance is an extremely important criterion that relates to organizational outcomes and success. Coming from a psychological perspective, Campbell describes job performance as an individual level variable. That is, performance is something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance which are higher level variables.

Sackett, (2001) on the other hand postulated that Developmental psychology, also known as Human development, is the scientific study of systematic psychological changes that occur in human beings over

the course of the life span. Originally concerned with infants and children, the field has expanded to include adolescence, adult development, aging, and the entire life span. This field examines change across a broad range of topics including motor skills and other psycho-physiological processes; cognitive development involving areas such as problem solving, moral understanding, and conceptual understanding; language acquisition; social, personality, and emotional development; and self-concept and identify formation.

DeVore, (2001) also postulated the Developmental psychology includes issues such as the extent to which development occurs through the gradual accumulation of knowledge versus stage-like development, or the extent to which children are born with innate mental structures versus learning through experience. Many researchers are interested in the interaction between personal characteristics, the individuals behavior, and environmental factors including social context, and their impact on development; others take a more narrowly focused approach. He added that it is not only a description but also explication of age related to changes in behavior in terms of antecedental relationship.

All the theories elaborated in the preceding paragraphs augment the researchers contention of the perception on the level of Satisfaction of needs of the Field Health Workers of Lanao del Sur and its Impact on their job Performance. Conceptual Framework The study has identified a number of variables needed for the quantitative analysis. The variables are categorized into independent variables and intervening variables. Figure 1 shows the conceptual framework of the study that supports and gives a concrete understanding of the variables, the interplay of the independent and dependent variables. The independent variables comprises the personal profile of RHU staff such as age, gender, civil status, educational attainment, distance from residence to RHU, monthly income and length of service. The dependent variable, on the one hand, pertains to the levels of satisfaction of needs of RHU staff which include their Lower Order Needs: Physiological, Safety, Belongingness and Higher Order Needs: Selfesteem and Self-actualization. It has also identified one intervening variable which is the job performance of the respondents. This is classified into job behavior, work group, achievement of goals, discipline, and quality of work and job expertise. These variables are significantly related to both the

independent and dependent variables because they have an impact both on their profile and the satisfaction of needs. INDEPENDENT VARIABLES Employees Profile DEPENDENT VARIABLES Levels of Satisfaction of Needs (Maslow)

Age

Lower- Order Needs: Physiological Safety/Security Belongingness

Proposed

Gender

Higher- Order Needs: Self-Esteem Self-Actualization Enhancement

Civil Status

Length of service

Job Performance Job Behavior Discipline Work Group Quality of Work Achievement of Goals Job Expertise

Educational attainment

Program

Distance of Travel from residence to RHU

Monthly income Figure1. Schematic Diagram of the study showing the relationship between the Independent and dependent Variables

Statement of the problem This study aims to determine the level of satisfaction of needs of Rural Health Unit (RHU) Staff and their personal profile (2010 -2011). Specifically; it seeks to answer the following questions: 1. What is the profile of the respondents in terms of: 1.1 Age; 1.2 Gender; 1.3 Civil Status; 1.4 Length of Service; 1.5 Educational Attainment; 1.6 Distance from residence to RHHU 1.7 Monthly Income; 2. What is the level of satisfaction of their needs of the respondents in terms of: 2.1 Lower order Needs; - Physiological - Safety/Security\Belongingness 2.2 Higher Order Needs; - Self-esteem - Self-fulfillment 3. What is the job performance of the respondents in terms of; 3.1 Job Behavior; 3.2 Discipline; 3.3 Work Group; 3.4 Quality of Work; 3.5 Achievement of Goal; 3.6 Job Expertise; 4. Is there a significant relationship between the profile and the level of satisfaction of needs of the respondents? 4.1 Is there a significant relationship between the profile and the job performance of the respondents? 4.2 Is there a significant relationship between the level of satisfaction of needs and the job performance of the respondents? 5. What enhancement program can be projected from the outcome and findings of the study?

Hypothesis The following hypotheses will be tested at 0.05 level of significance. Ho1. There is no significant relationship between the profile and the level of satisfaction of needs of the respondents? Ho2: There is no significant relationship between the profile and the job performance of the respondents? Ho3: There is no significant relationship between the level of satisfaction of needs and the job performance of the respondents?

Significance of the Study The study will provide a better understanding of employees depth insight on management theories and such understanding could lead to the adaptation of management style of the managers to his co-workers as to their level of needs. This will also serve as guide in the formulation of policy regarding resources and solutions to problems with regards to the level of satisfaction of needs of every RHU staff. Through this study, the management will be aware of how they could be more effective in the actual execution of the set goals and objectives for the organization without jeopardizing the needs of their employees. Specifically, a through understanding to the result of this study will be a great contribution to the following: Rural Health Units (RHUs) of Lanao del Sur. This study will be useful to the organization in enhancing and developing the staffs performance by knowing their motivation in their field of work and meeting the sufficient needs; fulfilling their level of satisfaction as to what they perceive that is due to them. As the needs are met, good quality health services will be rendered and hopefully be improved, loyalty and trust will develop, competent and excellent performance of the RHU will be sustained and the number of clients will grow exponentially. Health Human Resources Division. This may serve as a guide in helping the HHR division to envision the ways and means on what motivational approach is more appropriate, effective and applicable after the level of satisfaction of needs will be known and analyzed. Recommendations and implementations from the HR initiative will be easily followed and executed as they are managing a motivated and satisfied HRU Staff. Rural Health Unit (RHU) Staff. These findings of this study will also help the staff to know how well they are compensated and motivated by the organization and how prompt and competent they are in giving back what is due for the organization after their level of satisfaction of needs have been given an insight based on the outcome of their respective performance. Clientele. This study will also give an advantage to the clients for they will be rendered with reliable services, will be provided with precise intervention and will be treated in a friendly and compassionate demeanor. They will be surely given a quality

Scope and Limitations

This study covers only the Rural Health Units (RHUs) Staff in various municipalities in the provinces of Lanao De Sur. These include the Rural Health Unit head and staff. This research will also focus on the analysis and assessment of the level of satisfaction of needs of the RHU staff and its impacts on the job performance. This will also obtain the motivations they need to acquire in order for them to render service that is just for the clients. Under which, these are two variable being identified in this study, the independent and dependent variables. The independent variable includes the profile of the respondent which is being correlated to their level of satisfaction of need and job performance. The dependent variables also include the level of satisfaction of needs companies of two categories. These are the lower order of needs-physiological, safely and security and belongingness, and the higher order of needs-self esteem and self fulfillment which are also being correlated to the respond ants profile level of satisfaction of needs and job performance. The respondents of the study are the RHU heads and staff of Lanao Del Sur. The findings and result of this venture will be applied and used to all Rural Health Units (RHUS) since they are all governed by same ideology.

Definition of Terms
For a better understanding of the terms being used in the study, the following terms are defined conceptually and operationally.

Job Performances It is most commonly referred to whether a person performs their job will and it is
also an extremely important criterion that relates to organization outcomes and success. It is defined as an individual level variable that is something a single person does. These differentials it from more encompassing contracts such as organization performances or national performances which are higher level variables (Carter 1997). It is being referred in this study, to the job performances of the heads and staff of Rural Health Units. As it is used in the study, it also includes measures of job behavior , discipline, work groups quality of work achievement of goals and job expertise of the employees. Motivation. It refers to them used in management theory to describe forces within the individual that account level, direction, and persistence of effort expended at work. This also mean to a highly complex issues and encompassing factors which hold the answer as to why an employee behaves the way he does and why one of the employee is more productive than the other under the same situation and circumstances (Carter, 1997). It is being referred in this study to motivation of the Heads and Staff of Rural Health Units of various municipalities in the province of Lanao del Sur. Achievements of Goals. This refers to the assigned goals and objectives set by the company to every employee that are met and accomplished regardless to the extent of its quantity and quality as these were performed. In this study, refers to the achievement of goals of the heads and Staff of Rural Health Units at Lanao del Sur. Needs. This refers to the unfulfilled physiological or psychological desires of an individual. Content theories of motivation use individual needs to explain the behaviors and attitudes of people work. Although each of the following theories discusses a slightly different set of needs, all agree that needs

cause tensions that influence attitudes and behavior. Good managers and leaders establish conditions in which people can satisfy important needs through their work. They also take action to eliminate things that can block or interfere with the satisfaction of important needs (Harackiewicz, 1997). It is being referred in this study to the needs of the Rural Health Units of Lanao del Sur employees. Basic Needs. This refers to the basic needs of a person like food, clothing, and shelter and thus which falls on first base on Malows hierarchy of needs. Whereas lower order needs are desires for social and physical well-being, the higher order needs represents a persons desires for psychological development and growth (Daniels and Spiker, 1994). It is being referred in this study to the basic needs of the Rural Health Units of Lanao del Sur employees. Higher-Order Need. As postulated by Maslows this refers to the three levels of higher-order needs that involved love, belonging and social involvement at work (friendships and compatible associates). The needs at the fourth level emcompass those for esteem and status, including ones feeling of self worth and of competence. The feeling of competence, which drive from the assurance of others, provide status. The fifth-level need is self actualization, which means becoming all that one is capable of becoming, using ones skills to the fullest and stretching talents to the maximum and the same principle being applied and used in this study. Lower-Order Needs. As postulated by Maslow, this refers to the first level of needs that involve basic survival and include physiological needs for foods, air, water and sleep. The second need level that tends to dominate is bodily safety such as freedom from a dangerous work environment and economic security such as no-layoff guarantee or a comfortable retirement plan. These two needs levels together are typically called lower-order need as being and referred in this study. Behavior. Calazanz, (1980) refers to this to the product of two factors which are the nature of the individual and the nature of the situation that a person finds himself, environment, culture, intelligence, learning and self-determination. It refers in this study to the differences and uniqueness that exist within the person, and the likeness and similarities in the behavior of the heads and staff of Rural Health Units of Lanao del Sur. A general transcendence of the environment, rather than a simple Coping with it (Carter, 1997). It is being referred in this study to the self-actualization of the heads and staff of Rural Health Units of Lanao del Sur. Work Group. This refers to the body of persons established for the specific purpose of achieving objective. This includes the norms or rules governing behavior, role relationships of patterns of activity, power and influence and cohesion or degree of attachment (Calasanz, 1980). In this study, it Refers to the work group of heads and staff of Rural Health Units of Lanao del Sur.; like employees roles, relationships and individual team building. Rural Health Unit (RHU). This refers to a facility which administer the delivery of primary health care services to people living in a community or neighborhood. It is usually manned by a Rural Health Physician as the head, a Public Health Nurse, Rural Health Midwives, Rural Sanitary Inspectors, Medical

Technologist, Dentist and Dental Aides. However, the staff manning the RHU may not necessarily be complete such that other RHUs do not have a physician, nurse or rural sanitary inspector. Enhancement Program. It refers to a policy of intervening in the affairs of other and an act interference that may affect the interests of people (www.dictionary.com). It is being referred in this study as the enhancement program that will be conducted by for the entire workforce of the RHUs as the administrative policies will be reviewed and come up with strategies to improve individual job performance and organizational goal attainment.

Chapter 2 REVIEW OF RELATED LITERATURES AND STUDIES This chapter presents literature and studies which have significant bearings on the study and have enriched the ideas on the level of satisfaction of needs of the Field Health Workers of Lanao del Sur and its impact and implication on job performance.

Related Literature The following literature provides the background of the level of satisfaction of needs and its substantial relationship to job performance which may give a concrete guide in evaluating the study. Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked to it. Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of task, promotional opportunities the work itself and co-workers. Effective job performance can move the organization forward. But, the question is what a manager does to maximize the performance of his subordinates to improve the organization. One of the roles of the effective manager is a teacher. He/she manages a learning process whereby subordinates acquire the skills necessary for effective job performance and unlearn counter productive behavior (http:/en.wikipedia.org/wiki/management).

The degree of job satisfaction workers, experience was seen as an important component in the overall performance of individuals. Job satisfaction affects the quality of life in that it impact on the physical and psychological well being of the worker. Job satisfaction could also contribute to organizational effectiveness since it can lead to improve efficiency and to giving importance of job performance to the employer, the worker and the community. When a man is satisfied with his work, the employer profit from quarter output, fewer quits and there are more tangible results. Also, a person who is satisfied with his work/job is more likely to profit by indicating moral values (Lehto 1997) Peterson (1984) cited that job satisfaction of the people at works greatly tied on the human relations in the organization. Human relationship provides a healthy working environment and job satisfaction workers. Although human relationship have existed since the beginning of time, the art of science of trying to deal with persons in complex organization are relatively new. To some people, human relation is just the name of department at work; somewhat like a place where you got to get a job or apply for benefits, some company still call it the personnel department. But human relations is handled either by manager or supervisor, becomes the heart and soul of any organization. The satisfaction that individuals receive from their employment is largely dependent upon the extent to which the job and everything associated with it meets their needs and wants. Wants are the conscious desire for things or condition that an individual believes which provides satisfaction. Most attempts to measure job satisfaction involve studying wants through questionnaires and interviews. The manner in which an individual responds to the specific questions is dependent not only upon the condition themselves but also upon the individual perceived them. Perceptions are influence by occupational level, educational level, age, sex, health, family relationships, personality and many other factors. In addition, job satisfaction is reflected in employees behavior (Andres, 1991). Another key feature of job performance is that is has to be goal relevant. Performance must be directed toward organizational goals that are relevant to the job or role. Therefore, performance does not include activities where efforts is expended toward achieving goals. For example, the effort put toward the goal of getting to work in the shortest amount of time is not performance (except where it is concerned with avoiding lateness) (Raga, 1998).

Otherwise not do; do more than they might otherwise, do things more cheerfully and with less supervision, and do their work with greater efficiency and economy. But Motivation is more than a technical stimulus. It ranges from a threatening gesture to tradition-inspired action. While motivation could be easily defined, it is not easily encompassed since it includes a multitude of possible purposes and a ramification of motivators (Miranda 1994).

Fleet (1982) postulated that plenty of employers have chosen various methods to motivate employees from time immemorial. He added that the emergence of scientific management has led to the development of motivational theories. Need theories are also sometimes called content theories and concern themselves with identifying and explaining the motivating forces that guide them. They try to figure out what makes people do and what they do. All of these theories identify a short list compelling needs as the driving forces for human behavior. Some of them hold that the lower level needs have to be fulfilled before people can aspire higher level needs. Others see needs as overlapping or intertwined. In terms of organizational behavior, understanding what needs people are trying to fulfill helps managers to offer the right incentives to get the best effort out of their employees. Process theories are also sometimes called cognitive theories and concern themselves with the choices people make because of what they know, believe and expect about what impact their behavior will have on their situation. Managers also try to bring about specific behaviors by influencing the process of how employees work gets done. Weihrich (1990) cited that human motivates are based on needs. Some are primary needs, such as the physiological requirements for water, air, foods, sleep and shelter. Other needs were regarded as secondary, such as self-esteem , status, affiliation with others, affection , giving accomplishment and self-assertion. One of it is Abraham Maslows Hierarchy of Needs which is the most widely mentioned theories of motivation. Maslow placed the basic human needs in its order for sustaining human life itself, such as food, water, warmth, shelter and sleep. In an organization, these needs are considered as the basic salary of employees and its desired working environment to maintain life, other needs will not motivate people. However, security, or safety needs ranks next to the level of hierarchy. These are the needs to be free of physical danger and of fear of losing a job, food or shelter. In individuals point of view, an organization must provide job security of tenure, ensures o chase economic inflation and additional benefits for health and retirement protection. After these needs meet satisfaction, the affiliation or acceptance needs assume significance. Since people are social being by nature, they need to belong, to be accepted by others. In a work situation, mans waking hours is spent at work, and work entails interacting with people. People, companionship, camaraderie or plain conversation for them to feel that they belong and are part of a group. Baldecantos (2000) cited that management requires the creation and maintenance of an environment in which individuals work together in groups towards accomplishment of common objectives. A manager is responsible for providing an environment conducive to performance. The question arises as to what are the factors favorable to work environment and essential to increase production and improve employees performance. To improve performance and productivity in the workplace, the leader does more than the shape a creative environment. He is primarily tasked to understand what leads people to do things and what motivates them.

Related Studies This section of the study marked the review of both foreign and local studies which are supplementary in the insights on the findings of this study. Their relevance also on the one hand, gives a clear manifestation to the valuation of the variables which would also correspond to the main theory of the study. Raynor (1982) cited that the study on job satisfaction attempted to determine as to which reward, the intrinsic, provides job satisfaction and productivity. The result indicated the employee extrinsic, direct and indirect rewards, as more important than the intrinsic. The extrinsic reward judged as the most important are as follows: working condition, security and compensation. Self-actualization is the only intrinsic reward, which the employees perceive as important. He added that productivity is a consequence of job satisfaction and that job satisfaction is the effect of rewards. Although their concepts of reward differs somewhat in thought and application, he suggested that treating employees as human being should always be the condition and should always be the philosophy of human resource management. This study corresponds to the means on how the heads and staff of Rural Health Units of Lanao del Sur are rewarded and how the rewards are being perceived by them in return. Correl (1982) said that the employees productivity was affected not only by the job design and the manner in which employees productivity was rewarded economically, but also by certain social and psychological factors. He suggested that treating employees as human being would enhance their satisfaction which will eventually lead to the enrichment of organizational goal higher productivity. The rewards that human beings respond to appear not only to the influenced by their social and cultural background, but it also appear to chance over time as a result of their experience in influencing people. Therefore, one need to relate the approach to be used to the particular characteristics, motivations, perception of the specific person/s to be influenced specific time are setting. It is di8fficult to decide which mode of influence to use as he knows little about the person/s to be influence (Rodriguez 1993). Motivational researchers share the view that achievement behavior is an interaction between situational variables and the individual subjects motivation to achieve. Two motivates are directly involved in the prediction of behavior, implicit and explicit. Implicit motivated are spontaneous impulses to act, also known as task performances, and are aroused through incentives inherent to the task. Explicit motives are expressed through deliberate choices and more often simulated for extrinsic reasons. Also, individuals with strong implicit needs to achieve goals set higher internal standards, whereas other tend to adhere to the social norms. These two motives often work together to determine the behavior of the individual in direction and passion (Maier, 2005). McGrath (1984) cited that the 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 value a given facet of

work (e.g. the degree of autonomy in a position) moderate how satisfied/dissatisfied one becomes when expectations are/arent 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 doesnt value the facet. To illustrate, if employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would more satisfied in the 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 worker values that facet. Fogli, (1988) postulated that one of the biggest preludes to the study of job satisfaction was the Hawthorne studies and primarily credited to Elton Mayo of the Harvard Business School, which sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity. It was later found that this increased resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Campbell (1990) cited that the scientific management also had a significant impact on the study of job satisfaction. He argued that there was a single best way to perform any given task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answers regarding job satisfaction. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in lifephysiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories. Local Studies Corpus (1997) cited that effective performance and quality results are always the desired aims of established organizations. He also confirmed that job satisfaction is a factor that promotes effectives in job performance. Satisfaction therefore, is vital to organizational commitment. Committed workers are likely to be devoted to their working profession and to the organization as a whole, thus giving the best of themselves to their work resulting in efficient of time and resources. Miranda (1994) postulated that the evaluation f subordinate performance can bring to light the shortcomings or faults of employees in which through counseling and guidance could be corrected and overcome. Thus, evaluation can help expediate or accelerate work improvement and further serves as one of the bases for promotion. Appraising or rating subordinates performance is one of the most difficult and yet important task of a supervisor. Many supervisors find these task not only

demanding and yet very challenging. They believe that no system of evaluation is suffieciently objective and there free from any errors. It is alos contended that certain jobs of subordinates are somewhat uniqur that they do not lend themselves to correct evaluation. Managers are recluctant to appraise subordinates. In almost all kinds of group enterprises, performance is usually rated as accurate as possible. Most people particularly want to know how well they are doing. Managers take exeption, feeling unhappy of resistance when they believe they are evaluating or being evaluated, inaccurately or giants standards that are inapplicable or subjective. Nadal (2002) cited in his recent study, being conducted about the status problems and prospects of the private hospital in Iligan city. It was known that most private hospital in the city suffered with the same problems. These include lack of funds and brain. Many experienced doctors and nurses left the hospitals to look for a greener pasture abroad. This has resulted to the lack of qualified hospital workers and an indication of every low level of job satisfaction especially in the monetary side of the job. Sison, (1991) stated that appraising people is not easy job, it is somehow judgmental, subjective and at times impassionistic. That task of a supervisor therefore, is to consider what his subordinate has done or is doing according to the requirements of his job, no what heis caable of doing which relevant to his job. It is a task requiring skills and training. Supervisors required to appraise employees shoul therefore be given adequate training for the task so that they can give unbiased ratings. Thw worjers xpectation of himself, of his own and reward as influenced by the individual and organizational variables stir him to exert effort to perform. The higher the congruence between the concrete reality of individual and organizational variables, on one hand, and the ideal of workers expectation, on the other hand, the greater effort he expends. With adequate motivation, consistent effort and realistic expectations, performance flows. Performance is, therefore, an immediate result of these ingredients but its persitance depends ultimately on work satisfaction (Martires, 2003). The literature and studies stated above are consider useful, relevant and related to the research study. the main points of the reviewed studies and literatures are are centeed on the stasifaction of needs and motivation and thus, these supports the interpretation of the gathered data under the topic of discussion. CHAPTER 3 RESEARCH METHODOLOGY This chapter deals with the different research components which are included in the study. the presentation of the topics is done in the manner they are presented in thsic hapter. The different reseahc compoenes are the research design, research environment, research respondents and sampling procedure, data gathering process, reseatch instrument and statistical treatment of data. Research design

In this study, the researcher employed the descriptive-correlation method to seek the data and information regarding the demographic features and level of satisfaction of the heads and staff or Rural Health Units of various municipalities in Lanao Del Sur. It was correlational because the dependent variable compromises of the Lower Order Needs and the Higher Order Needs is correlated to the independent variable composing of the profile of the respondents. These are their age, gender, civil status, and educational attainment, distance of travel from residence and monthly income, leght of service and job position. Research environment The study was codncuted at the Rural Health Units of various municplaities of Lanao del sur. This involved the level of satisfaction of needs of the RHU heads and staff such as their Lower Order Needs comprising of psysiological, safety, and belongingness; and the Higher Order Needs comprosing of, Selfesteem and Self-actualization and its impact on their job performance. Respondents of the study The respondent of the study covered all the employees/ staff of Rural Health Units of various districts/ municipalities in Lanao Del Sur which incuded the doctors, nurses, midwifes, sanitary inspectors, medical technologist, dentists and dental aides. With this information, a total sampling procedure was adopted and employed in electing the respondents. Table 1. Frequency Distribution of the Respondents District Number of RHU staff IPHO Catchment District 59 Balidong District 28 Tamparan District 52 Unayan District 11 Malabang District 32 Wao District 22 Total number of Respondents 204 Data gathering Procedure In order to gather the data needed for the study, a letter will be sent to all RHUs informing them as to the nature and purpose of the study which involved their sincere cooperation and personal honest concerns. The questionnaire will be distributed and disseminated to all the respondents in the Rural Health Units of various municplaities in Lano del Sur and will be collected one week after receiving and administering the said questionnaires. The Researcher himself will personally give the questionnaires for the entire employees in the Rural Health Nunits so as for him to codncut an interview to the respondents as an alternative source of information and input for the study. After all the questionnaire will be collected and gathered, the researcher then will check and correlate the gather data of the respondents; level of satisfaction of needs, job performance and profile.

Distribution 28.9% 13.7% 25.5% 5.4% 15.7% 10.8% 100%

Research Instrument The main instruments used in the data gathering for this research is the standard questionnaire on the level of satisfaction of needs (Rosales, 2004 and Nazareno, 1999) and job performance ( Tandulan, 2006). The same instrument is categorized into three parts. Part 1 contains the personal and socio-economic profile of the respondents these are age, gender, civil status, educational attainment, monthly income, leght of service, traveling distance from residence and job position. Part 2 contains the questionnaires on the level of satisfaction of needs under the category of the employees lower-order needs which involved their basic or physiological needs, safety and security, and belongingness and under employees higher-order needs which also involve self-esteem and selfactualization (Maslow, 1954) and being qualify into four aspects: 1 very satisfied, 2 satisfied, 3 moderately satisfied, and 4 not satisfied at all. Part 3 also contains the questions on the respondents job performance which involved their Job Behavior, Discipline, Job Satisfaction, Work Group, Quality of Work, Achievement of Goal and Job expertise. And qualifies into five aspects; 5 excellent, 4 very good, 3 good, 3 fair and 1 poor. Scoring procedure After the copies of the questionnaire will be collected, the same will be tallied and tabulated particularly the items pertaining to the following variables: lower-order needs higher-order needs and job performance. After a thorough analysis and assessment of the result of the questionnaire from the respondents the results will be correlated into a three-way-process and vice versa; proile, level of satisfaction of needs and job performance. The distribution of the scoring procedure of the level of satisfaction of needs was rated accordingly. There are very satisfied, satisfied, moderately satisfied and not satisfied at all. Under this category, it was divided into two. These are the lower-order needs (physiological, safety/security, belongingness) and the higher-order needs ( self-esteem, self-fulfillment) and were rated as 1 very satisfied, 2 satisfied, moderately satisfied, and 4 not satisfied at all. The continuum and range of these variables as rated are as follow: 1 to 1.75 (1 very satisfied), 1.76 to 2.5 (satisfied), 2.6 to 3.25 ( 3 moderately satisfied), and 3.26 to 4 ( 4 not satisfied at all. The dstributio of the scoring procedure of the job performance was also rated as follows: excellent, very good, good, fair and poor. The intervening variables under this category are as follow, behavior, expertise, quantity/quality of work, work group and achievement of goals and were rated as follow: 5 excellent, 4 very good, 3 good, 2 fair and 1 poor. ______________________________________________________________________________ Level of satisfaction of Needs Rating Scale 1 Verbal Description Very Satisfied

2 3 4

Satisfied Moderately satisfied Not Satisfied at all

_________________________________________________________________________________ ______________________________________________________________________________ Continuum/ Range 1-1.75 1.76-2.5 2.6-3.25 3.26-4 Verbal Description very satisfied satisfied moderately satisfied not satisfied at all