1 2 3 4 5 Finalll

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CHAPTER 1
Introduction
Background of the Study
Xavier University is known to be one of the prestigious schools in Cagayan de
Oro City. A Jesuit University which started last 1933 that aims to uphold the Ignatian
Spirituality and core values essential in life. It also aims the students to be well-
rounded and productive individual for the community. It is one of the most respected
universities that is considered as the first ever established university in Mindanao
and part of the top 10 universities in the Philippines. Furthermore, Xavier University’s
community is composed of well-trained employees and licensed teachers.
On the other hand, labor benefits is defined to be the indirect or direct both
monetary and non-monetary compensation paid to an employee. The university is
known for its finest labor benefits given to its regular employees such as maternity
and paternity leave, health care benefits SSS, Pag-IBIG, PhilHealth, and the grant-
in-aid or the free education for the employee and discount for the tuition of the
children of the employee. Also, the university is offering leave with pay for both
teaching staff and non-teaching staff of the administration as long as they are regular
employees. The university addressed its labor benefits with the help of their
committee on Faculty Rank and Promotion and committee on Security, Safety and
Health (CoSSH). It allotted by the President for the school units with faculty ranks
and promotion systems. Also, members are appointed to the University President for
a specific term subject for renewal. Xavier University ensures that the
implementation and the development of its administration are well-deserved to their
employees. Employees will demonstrate pleasurable positive attitudes when they are
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satisfied with their job. Xavier University continued to be the center of excellence not
only to their students but also to their employees.
Similarly, employees’ satisfaction is described as the employees’ happiness,
contentment, and fulfilled desires and needs. It is the employees who are enjoying in
their work, specifically in their assigned position and have been rewarded for an
excellent effort. According to Chan et al (2011), employers that provide higher
salaries, strong reputation, and non-monetary benefits to their employees can
smoothly keep employees since employees’ satisfaction is achieved.
However, in the book entitled Getting and keeping good employees of Fitz-
enz (1990), it has indicated that retention is driven by several key factors, which
ought to be managed congruently: organizational culture, strategy, pay, and benefits
philosophy, and career development systems. Though many studies have attempted
to substantiate the relationship between the labor benefits and length of service of
regular employees, there remains a dearth of correlational studies that have
investigated the said issue. As Fitz-enz (1990) asserts in a study on Employee
Retention in Education sector in India, there is a need to manage congruently and
identify the several factors that affect the length of the service and satisfaction of the
regular employees.
In relation to this, the current study focuses on the employees’ benefits and
the effects on their employee satisfaction in actual life. With the advantages of being
a regular employee, this affects the satisfaction of a regular employee in the
university that is offered with benefits like employee training and free education for
the family member of the employee.

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The issue that this paper wants to address is the existence of the relationship
between the benefits granted and the employees’ satisfaction of the regular
employees at Xavier University. One factor that actuates this phenomenon is the
retention together with the satisfaction of the employees in the organization. It has
been observed that different organizations have difficulties in identifying the reasons
for employees’ satisfaction. In relation to this, there is a must to study this
phenomenon in response to the query of the said phenomena.
Statement of the Problems
This study aims to investigate the association of compensation and reward,
career development, job security, workplace environment, length of service to the
employees’ satisfaction of the regular employees at Xavier University through the
given list of the Human Resource Department.
Specifically, this paper sought to answer the following questions:
1. Who are the respondents of the study?
1.1 Gender
1.2 Age
1.3 Length of Service
2. What is the relationship between the given compensation and
reward to the regular employees and its satisfaction in Xavier
University – Ateneo de Cagayan?
2.1 Leave Benefits
2.2 Retirement Plan
2.3 Health Benefits

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3. What is the relationship between the given career development to
the regular employees and its satisfaction in Xavier University –
Ateneo de Cagayan?
3.1 Training
3.2 Local Scholarships
3.3 International Scholarships
4. What is the relationship between the given job security of the
regular employees to the employees’ satisfaction in Xavier
University – Ateneo de Cagayan??
4.1 Regularization of the employees
5. What is the relationship between the working environments of the
regular employees to the employees’ satisfaction in Xavier
University – Ateneo de Cagayan?
5.1 Well ventilated workplace environment
5.2 Safety
6. What is the relationship of the length of service and the satisfaction
of the regular employees in Xavier University – Ateneo de
Cagayan?
7. What is the relationship of the benefits in general as the
independent variable to the employees’ satisfaction as the
dependent variable of the regular employees in Xavier University –
Ateneo de Cagayan?
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Research Hypothesis
Afterwards, through the help of independent and dependent variables and
research statement of problems, the following hypothesis for each problem is
formed.
Hypothesis 1:
Null Hypothesis: There is no significant relationship between the
compensation and rewards and the employees’ satisfaction in Xavier
University – Ateneo de Cagayan.
Alternative Hypothesis: There is significant relationship between the
Hypothesis 2:
Null Hypothesis: There is no significant relationship between the career
development and the employees’ satisfaction in Xavier University –
Ateneo de Cagayan.
career development and the employees’ satisfaction in Xavier
Hypothesis 3:
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Null Hypothesis: There is no significant relationship between the job
security and the employees’ satisfaction in Xavier University – Ateneo
de Cagayan.
Alternative Hypothesis: There is significant relationship between the job
security and the employees’ satisfaction in Xavier University – Ateneo
de Cagayan.
Hypothesis 4:
working environments and the employees’ satisfaction in Xavier
Hypothesis 5:
Null Hypothesis: There is no significant relationship between the length
of service and the employees’ satisfaction in Xavier University –
Ateneo de Cagayan.
length of service and the employees’ satisfaction in Xavier University –
Ateneo de Cagayan.
Hypothesis 6:
independent variable - benefits of the regular employee and the
dependent variable - employees’ satisfaction in Xavier University –
Ateneo de Cagayan.
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Ateneo de Cagayan.
Significance of the Study
The findings of this study will be useful to the following entities:
Researchers. Future or other researchers can use the findings of this study
as a foundation for their proceeding or future studies. Additionally, by conducting
similar studies, other researchers or future researchers can demonstrate or rebut the
effectualness of the approach used in this paper in finding the relationship of the
length of service and the benefits they get.
Administration of Xavier University. After appreciating the significance of
the relationship of the benefits and the employee satisfaction of the staff,
administrators shall have a foundation for revamping administrative policies
specifically on the benefits of the staff that they will receive. These alterations may
include the amelioration or development of the benefits they will get according to the
services they provide to the institution.
The faculty and staff of Xavier University. For the staff of Xavier University,
this study provides abundant information about the benefits for the staff that the
institution provides. The staff will be able to have knowledge about the relationship
between their satisfaction and the provided benefits they will get. In addition, this
paper partakes ideas on building a relationship between the staff and the institution.
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Entrepreneurs. For future and other entrepreneurs. The outcome of the
study will facilitate them to formulate effective strategies and worthwhile approaches
to giving benefits to their staff/employees. This will also help them to make decisions
on giving the corresponding benefit according to the service of the staff or employee
provides in a certain company.
Scope and Delimitations
This study focuses on the regular employees of Xavier University and the
benefits given to them in relation to their satisfaction using the correlational study as
research design of the selected regular employees. The benefits of the regular
employees at Xavier University Grant-in-Aid, Fr. Moggi scholarship for single
employees, paid time off, health benefits, welfare benefits, Grant-in-Aid for
professional education, and optional benefits. Due to time constraints and limitations
purposes, this paper only focuses on the grant-in-aid and leave pay benefits to the
employees.
Likewise, this study has discussed the relationships between employees’
satisfaction and benefits, in this perspective, the research inspired to know to the
reason behind the employee's satisfaction in a company and benefits as a factor will
affect and the degree of its effects. Also, this research includes the employees’
interest and labor benefits which can be illustrated the possibility of employees being
interested in the company because of the certain labor benefits.
This study is conducted at Xavier University – Ateneo de Cagayan as well as
gathering of data, first and the second semester of the school year 2018-2019. The
selected number got from the sample size calculator Raosoft Inc., which the
researchers chose 30% of the response distribution of the total population of regular
employees of every colleges of Xavier University, which results to 138 respondents

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of the study in Corrales campus. To minimize the threat to validity, the adviser of the
study closely monitor the researchers during the duration of the study through
checking and revising the survey questionnaires. Majority of the data were gathered
through a survey questionnaire that has metric question, this question are divided
according to the sub-variables of the study. Due to time constraint and availability of
the respondents in this study, which is the regular employees, the paper uses
convenience sampling and purposive sampling. The respondents of the study are
only limited to the regular employees of Xavier University – Ateneo de Cagayan
Corrales Ave. campus.
Definition of Terms
In this section are the list of the terms that are used in this paper together with
their dictionary-based definition and technical definition.
Alteration. This term means the act, process, or result of changing (Hawley,
2012). In this study, this term is used as the changed process of developing the
benefits that the institution will provide to their employers.
Amelioration. This term means to make something, such as a problem
better, less painful (Kumar, 2014). In this paper, the term is defined as the improved
benefits that get by the employers.
Benefits. This term means something extra that is given by an employer to
workers in addition to their regular pay (Debarka, 2012). In this research, this term is
defined as the compensation given to the employees and it has been the main topic
of the research.
Compensation. This term means the act or state of compensating, as by

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rewarding someone for service or by making up for someone's loss, damage, or
injury by giving the injured party an appropriate benefit (Bello, 2010). The term is
used in this study as a reward for what is needed by the faculty which is a benefit.
Job Security. This term means the assurance (or lack of it) that an employee
has about the continuity of gainful employment for his or her work life (Santos, 2011).
In this paper, this term is used as the assurance of the employees to continue their
employment.
Reiterated. This term means to repeat something you have already said in
order to emphasize it (Lopez, 2012). In this study, this term is used by one of the
employers of Nestlé Company, to replicate her perspective of work-life provisions to
be in the form of family-friend.
Revamping. This term means to make something better or like new again
(Merchan, 2011). This term is used in this study to revise the administrative policies.
Substantiate. This term means to prove the truth of something (Williams,
2009). This term is used in this paper, wherein many studies have confirmed the
relationship between the labor benefits and length of service of the regular
employees.
Workplace Environment. This term means how well the workplace engages
the employees affect their desire to learn their skills and level of motivation to work
(Johnson, 2008). In this paper, this term is defined as to know where the employees
work.
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CHAPTER 2
Literature Review and Related Studies
This chapter contains the related studies and literature of the research paper
entitled “The relationship of the benefits to the employees’ satisfaction of regular
employees in Xavier University”. The different literature reviews and related studies
discusses the different ideas, concept, generalization, conclusion, and the
development of the theories from the theorist study up to the present study. These
frameworks serve as guide to the researcher in working the research paper. It also
aids in filling the information that are applicable and analogous to the present study.
Related Literature
The current paper tackles two variable; the employees’ benefits and
employees’ satisfaction. The employees’ benefits are defined as indirect, non-cash,
or cash compensation paid to an employee above and beyond regular salary or
wages (Merhar, 2016). Some regular employee benefits are required by law such as
SSS benefits for private and GSIS benefits for public, PhilHealth benefits, Pag-IBIG
benefits, 13th month pay, overtime pay, night shift differential, retirement pay,
maternity leave for women and paternity leave for men, parental leave for solo
parent, and special leave benefits for women. There are also other benefits that are
offered by employers to enhance the compensation provided to employees.
Employee benefits such as health insurance, life insurance, education plan, and paid
vacation are common offerings used to recruit and retain employees. In this section,
Employee benefits: from health care to pension of N. Joseph Cayer last 2010 has
been reviewed.
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Although the benefit packages in the public sector have been more generous
than those in the private sector, the public sector has expanded its use of
comparable pay, and as studies of pay levels in other jurisdictions and in the private
sectors are disappearing (Bureau of Labor Statistics, 2000). Mostly, of the employer
offers insurance program are being offered to protect against many eventualities.
The benefits offered also differs from the rank of the employee. It is said that the
higher the rank of the employee the more benefits are given.
In the statement of Susan David, a psychologist, “offering benefits to your
employees is important because it shows them you are invested in not only their
overall health but their future. A solid employee benefits package can help to attract
and retain talent. Benefits can help you differentiate your business from
competitors.”, is one of the reinforcements of the significance of the employee
benefits.
In the research entitled Nestle Philippines, INC. and their family-friendly
benefits conducted by Nestle Philippines, one employee share her particular
experience about the benefits given by Nestle Philippines and quoted, “Among the
family-friendly benefits that she identified that really mattered to her are the
infant feeding scheme, the housing equity loan, family days, tree plantings, the staff
shop purchase scheme, and the various trainings that she had received as an
employee of the company. According to her, employees, in general, are satisfied
with such work-life provisions in the form of family-friendly benefits. Furthermore, she
reiterated that family-friendly benefits such as those mentioned above, indeed
provide an expression of company concern to balance the work and life of
employees and also an opportunity for the company to impart its value of family-
orientedness to its employees.” Since Nestle Philippines is one of the most known
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companies who are also great in giving labor benefits, it can be depicted that labor
benefits have a great role in the length of service of the employee to the particular
company.
Efficiency Wage Theory
The concept of this theory is that in order to boost the satisfaction of a person,
we must 1st increase their wages. There are certain reasons for efficiency wage
theory to be applicable in this kind of matter. 1st is the fear of losing job “shrinking
model” it simply means that there are more reasons why the workers should not be
passive in their works. The 2nd one is loyalty, when the workers receive the higher
remittance, they will most likely be oblige to anything for the job. The 3 rd one is labor
market “Gift exchange” by G. Akerlof (1982) this is where a good labor will be
exchange by also a good wage payment. Firms could pay wages over the market
clearing levels and as payback, the workers would take more responsibility and
initiative towards their certain work. The 4th one is the lower cost of supervision noted
by JB Rebitzer(1995) the worker that have less position in their work is supervised
by the higher level workers and therefore the higher level worker have much more
wages than the lower one. The 5th one is attract higher quality labor which is if the
firm pays much salary above the market clearing level, it can gain more potential
quality workers who will feel that they can get a better-paid job. And lastly, nutritional
theories it can help to have a good health and nutrition to the workers since their
wages increase and can lead to a far-more better-quality labor. This relates to our
study since we are focusing on workers and employees of Xavier University. It is
issued that many teachers in private schools are transferring to public school since
there are higher salary in public schools due to the government policy.
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According to Davis and Ward (1995), a strategy often overlooked by
employers is involving employees in the design of benefits programs. Employees
know what is most important to them and are very creative in approaches if
employers give them opportunity. Employees who participate in the decisions about
benefits plans are likely to have much higher satisfaction levels. Clearly, employees’
benefits programs cover the lifespan of employees such as life plan benefits.
Employees have an interest in having as much variety as possible in the benefits
available.
Thus, employers are likely to continue to refine the options available so that
benefits truly range from the beginning of life, benefits addressing the birth of
children, to the retirement and death of the employee, benefits offering pensions and
life insurance, and cover all the needs in between as employees find their
circumstances changing over the course of their lives.
Two Factor Theory of Motivation
According to Herzberg (1959), the theory explains the satisfaction and
motivation in the organization. It emphasizes on the different factors that could affect
ones’ satisfaction. The theory discusses the certain aspects of a job cause
satisfaction and dissatisfaction. The theory states that there are two main factors that
affects the satisfaction of an employee, the motivation and hygiene. Motivational
factors are factors that made people attain specific goal, perform, and provide people
with satisfaction. On the other side, in the study of Hackman and Oldham (1976), it is
stated that working environment and interpersonal matters belong to the hygiene
factors.
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A study of Weir (1976), Syptak, Marsland and Ulmer (1999), there are also
strong determinants of job satisfaction in relation with the two major factors related in
the study. First determinant mentioned is the achievement, it entails setting clear
goals that is in-line with the employees’ task so that they can use their talents and
avoid failure. This factor ensures employees to know what the goals and strategies
for an excellent output are. It is stated that employees must receive regular feedback
on the assigned task as well as the state of an employee. Second determinant is
recognition, this encompasses the honor and appreciation, reward, and attention
given to an employee. According to Bradler et al (2011), public recognition to
employees causes statistically significant increase in performance. Recognizing
employees is the other way of employers in appreciating their effort and excellent
jobs. Accordingly, “the individual’s success does not have to be monumental before
they deserve recognition”.
The third determinant is opportunity for advancement or promotion. The
determinant involves level of the organization. This allows individual to grow and
prosper while achieving desired needs and wants. Employees in this determinant
become experts themselves and make more valuable practice in their individual field.
The next determinant is working conditions. The place and the environment where
the employees work have greater effect on their performance and satisfaction. The
equipment and facilities, quality furniture, well ventilated office, well-spaced offices,
security and interpersonal relationship among colleagues are just some of the
working conditions needed to ensure satisfaction and avoid dissatisfaction. Lastly,
the job security determinant. Job security entails the freedom of threats because of
layoffs, frequent queries, harassment, discrimination, and fair treatment among

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employees. This allows the employees to grow and learn to respect the differences
of their colleagues.
Related Studies
Another study that relates to this paper is the recent study of Faculty
retention: a case study of Lyceum of the Philippines University-Cavite by Gaspar, S,
et al (2016), the employees considered the accessibility of their residence, the
opportunity that could develop their career, school’s reputation and academic
standing the in community, the feeling of belongingness since they have established
harmonious working relationship with their colleagues, good working management
such as fair treatment of their superior, and the expected compensation is achieved
as factor that influences their stay in Lyceum of the Philippines University- Cavite. It
can be illustrated in the study that there are multiple reasons and factors that affect
the employees’ retention. Nevertheless, the compensation and other benefits that
are expected to achieve is still one of the major reasons for the length of service of
the employee according to the research’s result.
In the Employee Benefit Research Institute, states that “The importance of
benefits in choosing a job remains high, despite a recent decline. The 2012 Health
Confidence Survey (HCS) found that 69 percent of respondents report that benefits
were very important when choosing a job, and another 20 percent reported they
were somewhat important. Health insurance continues to be by far the most
important employee benefit: 6 in 10 (58 percent) list health insurance as the most
important benefit, distantly followed by 18 percent who cite a retirement savings
plan.” It can be supported that health care benefits are also the topmost considered
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by the employees since nowadays many of the new occurring diseases and even the
existing diseases are said to be expensive to treat. Also, employees are said to take
good care of their health since this is their first investment and support when
working.
According to Human Resource Nation Philippines (2018), to protect the
employees from being dealt with unfairly, we have laws in place that institute basic
benefits for the country’s workforce. As long as the individual works at least 48 hours
per week then he or she is covered under the Philippine law. These basic benefits
include membership in SSS, Philhealth Insurance, Pag-ibig in addition to being able
to receive 13th-month pay, service incentive leaves, as well as meal and rest
periods.
In relation to the above mentioned, the several laws implemented in the
Philippines to make sure that employees are being treated fairly and given the right
compensation and benefits are as follows. In the Presidential Decree No. 442, Article
95 – Right to service incentive leave states that every employee who has rendered
at least one year of service shall be entitled to a yearly service incentive leave of five
days with pay. This provision shall not apply to those who are already enjoying the
benefit herein provided, those enjoying vacation leave with pay of at least five days
and those employed in establishments regularly employing less than ten employees
or in establishments exempted from granting this benefit by the Secretary of Labor
and Employment after considering the viability or financial condition of such
establishment. Furthermore, Grant-in-Aid is given to the full-time contractual
employees and regular employees who have children and has seen the potential to
study in the University.

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In the Book of Conditions of Employment, art. 87, about overtime work, stated
that work may be performed beyond eight (8) hours a day provided that the
employee is paid for the overtime work, an additional compensation equivalent to his
regular wage plus at least twenty-five percent (25%) thereof. Work performed
beyond eight hours on a holiday or rest day shall be paid an additional compensation
equivalent to the rate of the first eight hours on a holiday or rest day plus at least
thirty percent (30%) thereof.
Another law that has been amended for labor benefits is the Presidential
Decree No. 626, Art. 166, states that State shall promote and develop a tax-exempt
employees’ compensation program whereby employees and their dependents, in the
event of work-connected disability or death, may promptly secure adequate income
benefit, and medical or related benefits.
In line with Cayer and Volk (2004), human resource development programs
allow employees to keep abreast of new developments and to maintain their ability to
perform their jobs, thus benefiting employers and also the employees themselves.
The contemporary organization concern itself with the personal needs of the
employee to an extent never contemplated in the traditional organization.
Recognizing that the performance of the employee is affected by many things in the
employee’s life, employers now attempt to deal with the whole person rather than
just his or her organizational role.
Another study by Chan, et. al. (2012) entitled A Study Of Employees
Satisfaction and Its Effects Toward Loyalty in Hotel Industry. It is stated here that
organization needs to focus more on career development, compensation and
rewards, job security and workplace environment to improve their employees’ loyalty,
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thus, reducing the turnover rate. Turnover rate is defined as the percentage of
employees leaving a company within a certain period of time. According to Ginzberg,
Ginsburg, Axelrad and Herma (n.d.), career development is influenced by the
educational process, the emotional factor and individual values. Besides, Gerhartet,
et al. (1994) also had established that employee compensation plays such a key role
because it is at the heart of the employment relationship, being of critical importance
to both employees and employers.
Moreover, according on Al-Anzi (2009) study result shows over than 90% say
the quality of their working environment affects their mood and attitude about their
work. Employees can represent an important investment and vital resource for all
organization because the salaries, bonuses and employees’ benefits can enhance
the employees work hard and loyalty to the organization (Chan, et. al. 2012).
In the early 1950s, Abraham Maslow presented his Hierarchy of Needs Model
as a way to explain the human behavior. Maslow believed that human act on their
unmet needs according to their urgency at any given moment. For instance, most
people have no difficult to satisfy their basic physiological, safety, security and social
needs on a daily basis, thereupon, giving employers an example to firstly understand
the needs and wants of their employees resulting to giving the right benefits. The
role of the HR department is to help both the manager and subordinate consider
potential career routes, possible departmental needs and available resources for
meeting these needs (Gambill, 1979 as cited in Agba, et al. 2010).
For the individual performance, employees’ benefits is important to encourage
them take personal responsibility to achieve the goals set by the organization.
Rewards give to employees could be in the form of commissions and bonus or

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employees been promoted. However, for the team performance, team rewards can
work well for temporary project teams and company-wide programs.
According to Chan et. al. (2012), rewards is very important to enhance the
employees’ loyalty, which can be viewed from the individual performance, team
performances, and the loyalty and length of service in the firm resulting in
satisfaction. In addition, according to previous research done by Seema et al. (n.d)
found that there a significant difference between job security and loyalty when job
security consider is a factor. Job security is the security of continued employment in
the same occupation with the same employer.
In agreement with Chan et. al. (2012), Knez and Simester (2001) have stated
that an incentive scheme like Continental’s or by team type of incentive, is expected
to raise efforts only if the additional likelihood of receiving the bonus is sufficient to
compensate employees for working harder. Continental’s incentive scheme
introduces externalities between the efforts of employees and the welfare of their
colleagues. This creates incentives for employees to monitor their colleagues and
encourage them to work harder.
It can be observed that all the above studies are pointed out those different
types of factors which will influence the employees’ benefits in the organization.
Some factors mentioned such as the effort and performance of the employee, needs,
and rank of the employee are used by the employers in implementing variety of
benefits. It highlighted in the above mentioned informations, that indeed, employees’
benefits are very important in the organization for it helps reducing turnover rate thus
reducing the organizations cost in training new employees and assist in maintaining
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and increasing employee’s productivity and satisfaction. Yet, these benefits are
considered costly in the organizations’ side.
While the length of service is defined as the number of years the length of
regular full or part-time service with the workplace, for this instance, it is the Xavier
University, and is calculated from the original or adjusted date of hire of the staff
member. It is generally one of the criteria used in decision-making pertaining to, but
not limited to, service awards, vacation, requests for promotion/transfer and work
assignments (University of Notre Dame, 2007).
In relation with Bolman and Deal (1997) as cited in (Gerhardt, 2004)
recommended that promotions from an organization would give employees a sense
of job security because they support employees to stay with the organization and
gain more skills. The promotions like given the training and opportunity to learn
something new can influence the employee decide to continue stay at that company
because they will feel the company are concern them so their job were secure.
According to Brockner, & Cooper Schneider, 1992 as cited in Ndlovu, & Parumasur,
2005, issues like breaching of contract is due to promised job security and
hierarchical career advancement in return for employees’ loyalty and commitment to
the organization that were not met. Hence, if they feel their job or work is not secure,
the level of employee loyalty will be decline. In opposite, if they feel their jobs are
secure, the level of employee loyalty will be increase. Job security will help to
generate an environment of confidence along with employees which will reinforce
their loyalty to the company (Pfeffer, 1998 as cited in Abdullah, Boyle & Joham
2010).
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According to Reichheld, (2006) as cited in (Seema et al., n.d) found that those
employees stay in an organization two years and above is because of few factors
such as benefits and pay, working environment, job satisfaction and customers.
Whereas, in order the employees get the job security not only contribute by the
employers. The employees also need contribute the effort to get the return of job
security.
As defined by Business Performance Pty Ltd, the workplace environment is
where an employee’s working surrounding is according what the organization gives
of the quality for the facilities, tools, ergonomic design, light, air, temperature, noise,
ventilation and the cooperation with manager and coworkers. The environment can
affect the employees’ productivity, safety and health, and psychologically.
According on Al-Anzi (2009) study result show over 90% respondents say the
quality of their working environment affects their mood and attitude about their work.
Almost as many, about 89% respondents believe the quality of their working
environment is very important to them view of job satisfaction. Given that roughly
one in six employees considers his or her workplace unhealthy. According to Reed
(2011), unhappy employees are disloyal employees. According to Hughes (n.d.),
different office designs and arrangements also directly affect the mood and attitude
of employees to perform in their job.
In the study of Mehta and Merchant (2010), career development is an
important determinant of employee loyalty. It is important since it opens a platform
for an individual to express and participate in innovative motives and challenges to
advance further in their work life. They also must understand that career related
23
training and programs are slightly costly, but at the same time the organizational
effectiveness should be taken into consideration (Agba, 2010).
According to Gerhart (1994), compensation plays a significant role in
enhancing not just the employment status but also making the employer-employee
relationship healthier. Compensation and benefits is important to ensure that the
employees are strongly tied up with the organization, and are continuously willing to
work in a permanent position with elevated level of loyalty (Steers & Porter, 1991).
In the study of Gaspar, et.al. (2016), the organizations reputation and
standing in the academic community were also considered by the applicants. But at
the same time, in the context of the teaching personnel, they seek for recognition for
their satisfactory performance.
Conforming to Mankiw (1991) in Efficiency wage theory study that states
increasing wages can lead to increased labour productivity thus resulting to the
increase in length of service of the employee. It has four main idea, the fear of losing
jobs, “shirking model” which states that if the employees have the job with a wage
significantly higher than benefits or alternative jobs, then the turnover rate will be
lower.
Second, is the loyalty which says that the higher the pay, the more feeling of
loyalty will be present towards the company. Next, Labor market “Gift Exchange”
where good labor relations depended on goodwill. This means that if the firms could
pay wages above market clearing levels then workers would take on responsibility
and initiative. And lastly the involuntary unemployment which articulates that the
employers have an incentive to pay a wage above the market clearing levels and if
24
efficiency wage payments are widespread then it can cause involuntary
unemployment with wages above the equilibrium and wages.
There are different ideas and factors stated above that could affect the
employees’ satisfaction. All of these are clearly stated that if not met, turnover rate
will increased resulting to more cost to the organization. There are also
contradictions like if the wage of the employee is enough then there is no need for
some other benefits since the employees have more to lose from being made
redundant. Overall, the ideas given creates a positive relationship employees’
benefits and length of service.

25
Theoretical Framework
Figure 1: Efficiency Wage Theory Theoretical Framework
Size of Firm
Productivity
Wage and Incentives Employees’

Satisfaction
Loyalty
Figure 2: Two-Factor
Theory of Motivation
Hygiene Factors Motivator Factors
Theoretical Framework
Working Conditions
Achievement
Co-worker Relations Recognition

Employees’
Policies and Rules Satisfaction Responsibility
Supervisor Quality Work Itself
Base wage, Salary Advancement
Job Security
26
Figure 3: Conceptual
Framework
Independent
Variable
Compensation and
Reward
Dependent Variable
Career Development
Job Security Employees’

Satisfaction
Working
Environment
Length of Service
27
CHAPTER 3
RESEARCH METHODOLOGY
This chapter shows how the study was conducted by relating research design,
research setting, research instruments, data gathering procedures, validity and
reliability of instruments, scoring procedure and statistical treatment of data.
Research Design
According to Zikmund et al (2010) research design is the foundation plan
specifying the methods and procedures for collecting and analyzing the needed
information. This study used a quantitative correlational design. As a correlational
type of research, it aims to determine the nature of relationship between employees’
benefits and employees’ satisfaction of the regular employees.
Research Setting
The local of the study, Xavier University – Ateneo de Cagayan, is located at
73 Corrales Avenue, Cagayan de Oro City. Xavier Ateneo is a Filipino, Catholic, and
Jesuit University establishing leaders of character for the needs of Mindanao, the
Philippines and Asia–Pacific. The school seeks to form students to become
individuals who are Christ-centered, Competent, Committed, and Culturally–
Integrated.
Research Instruments
A survey questionnaire has been distributed to the faculty of Xavier University
– Ateneo de Cagayan. Their consent was also sought to participate in the said study.
The survey questionnaire has two main parts, part 1 is for the social demographic of
28
the respondents and part 2 is divided into 2 parts, the first part is for independent
variable and the second part is for dependent variable.
The study has used a modified structured questionnaire (Appendix B) based
on concepts and ideas of different authors regarding labor benefits and employees’
satisfaction. Close ended questions have been used to easily quantify and analyze.
The respondents will be asked to answer the questionnaire that consists of 31
questions; 5 questions for the profile, 16 questions for the independent variable –
labor benefits and 10 questions related to dependent variable – employees’
satisfaction. In the demographic part, an option of being an anonymous respondent
will be given in an understanding that people’s consciousness may hinder the
answering of the survey properly. The labor benefits part is divided into four (4)
variables which are the compensation and rewards, career development, job
security, and working environment referred from the study of Chan et al (2012). The
employees’ satisfaction has only one part, all questions are applied to the four
variables of the labor benefits.
The reliability of the questions will be measured using Cronbach’s Coefficient
under the Siegle Reliability Test. The alpha value of more than 0.7, it means that the
instrument or the survey questionnaire reliable, the alpha value of more than 0.8, it
suggests that all of the inquiries and the overall test constantly reliable and have
strong reliability coefficient. The alpha value of more than 0.9 which indicates that
there is an absolute reliability. The alpha value of 0.7- 0.9 represents a high rate of
reliability. The alpha value of 0.5- 0.7 states a fair rate of reliability. The alpha value
of less than 0.5 shows a low rate of reliability. If the value of alpha is low, possibly
one or some of the questions are unreliable (Komara and Layyinaturrobaniyah,

29
2019). The instrument will be pretested to 10 respondents which are not part of the
sample to establish content validity.
Data Gathering Procedures
The study uses non-probability sampling, specifically convenience and
purposive sampling, which respondents are selected because of their convenience
accessibility and proximity to the researcher and purposive sampling that select
respondents based on the characteristics of a population and the objective of the
study, in this case, the regular employees. The main data technique that the
researchers used in this study is the survey questionnaire. The researchers made a
letter of approval to conduct the study at Xavier University - Ateneo de Cagayan
Senior High School through Mr. Ateliano Jr Avenido from the Human Resource
Department of Xavier University. The study was then conducted for 2 weeks and the
researchers then gave survey questionnaires to the faculty and staff of the selected
department and offices. After gathering all the data, the researchers tabulated and
tallied the survey questionnaires that was answered by the respondents.
The following are the detailed steps in data gathering procedure.
● Formal letter request (Appendix A) was sent to the respective departments
and offices to allow the researcher to conduct the study. The confidentiality of
the respondents is assured.
● An adopted questionnaire based on the research model of the study will be
distributed to the participants. The survey questionnaire will comprise 31
questions; 5 profiling questions, 26 close-ended questions regarding labor
benefits and employees’ satisfaction.

30
● Pilot-testing have been conducted to test the validity and reliability of the
questionnaire to the chosen sample.
● Once survey questionnaire is found to be reliable, the proper survey was
commenced to data collection through survey.
● After the researcher has conducted the survey, all the questionnaires was
subject for editing, coding, and tabulation using the statistical techniques.
Validity and Reliability of Instruments
The instrument that the researchers used is survey questionnaires. The
questionnaires are both content and face valid since all the items in the
questionnaires has an appropriate representation of questions from the research title
itself and it measures the respondents’ extent of knowledge. The contents have been
checked by content experts. The reliability of the survey questionnaires was
observed from the consistency of answers. Cronbach’s Alpha method is used to
reveal the consistency of the survey questionnaires subjected to the respondents.
Data Analysis
The following statistical techniques will be used to treat the data and answer
the hypotheses.
Percentage/Frequency. This will be used to identify the ratio characteristics
of the regular employees in the different departments and offices in terms of their
profile.
Mean and standard deviations. Some of the quantitative data was analyzed
using descriptive statistics. This will be used to determine the employees’
satisfaction in relation to the mean of their response. Below is the table that
measures the satisfaction of an individual it is according to Hashim et al (2013).

31
Table 1: Interpretation Scale of Satisfaction
Scale Mean Score

High Level of Satisfaction 3.75-5.00
Average Level of Satisfaction 2.50-3.74
Below Average Level of Satisfaction 1.24-2.49
Low Level of Satisfaction 0-1.25
Pearson’s R. This will be used for determining whether there is a linear
relationship between the labor benefits and employees’ satisfaction. There are three
possible outcomes after analyzing the data using the Pearson’s R. These are
positive correlation, negative, and no correlation.
Formula:
𝑁𝛴𝑥𝑦−(𝛴𝑥)(𝛴𝑦)
𝑟=
√[𝑁𝛴𝑥 2 −(𝛴𝑥)2 ] [𝑁𝛴𝑦 2 −(𝛴𝑦)2 ]
where:
N = number of pairs of scores
Σxy = sum of the products of paired scores
Σ𝑥 = sum of x scores
Σy = sum of y scores
Σx 2 = sum of squared x scores
Σy2 = sum of squared y scores
Positive correlation means that when the numerical value of the variables
has direct relationship. Negative correlation, on the other hand, the numerical value
of the variables has indirect relationship. No correlation indicates the two variables
have no relationship with each other. The correlational values will be interpreted
using the table made by Evans (1996).

32
Table 2: Pearson Correlation Coefficient Interpretation Scale
Mean Verbal Interpretation
.00-.19 Very weak positive relationship
.20-.39 Weak positive relationship

.40-.59 Moderate positive relationship
.60-.79 Strong positive relationship
.80-.1.0 Very strong positive relationship

.00-(.-19) Very weak negative relationship
(.-20)-(.-39) Weak negative relationship
(.-40)-(.-59) Moderate negative relationship
(.-60)-(.-79) Strong negative relationship

(.80)-(-1.0) Very strong negative relationship
P-value Approach. In analyzing the hypothesis, the researchers used the P-
value approach to determine whether the null hypothesis is to be rejected and
alternative hypothesis is to be accepted or vice versa. According to Casella and
Berger (1990), if the p-value is less than the alpha level 0.05, the null hypothesis is
to be rejected. But if the p-value is higher than the alpha level 0.05, the alternative
hypothesis is to be rejected. In the study of Quantitative Specialist (2017), p= 0.00
implies a highly significant result. According to Ogee et al, below is the interpretation
of p-values in relation to the authenticity of the null hypothesis.
Table 3: Interpretation Scale for Rejecting Null Hypothesis
P value Probability of incorrectly rejecting a true null hypothesis
0.05 At least 23% (and typically close to 50%)
0.01 At least 7% (and typically close to 15%)

33
Scoring Procedure
After collecting data from the sample, with the help of the selected tools,
collected data was scored in the following manner.
Table 4: Table of Codes
Legend:
(1) FEMALE
Code 1: Gender
(2) MALE
(1) 20-30 years old
(2) 31-40 years old
Code 2: Age
(3) 41-50 years old
(4) 51 – above years old
(1) 1-10 years
(3) 21-30 years
Code 3: Length of Service
(2) 11- 20 years
(4) 31- above years
(Part A) 1-4 Career Development
5-8 Compensation and Reward
Code 4: Questions by sub-variables 9-12 Job Security
13-16 Workplace Environment
(Part B) Employees Satisfaction
4 – Strongly Agree
3– Agree
Code 5: Survey Questions based on the
2 – Disagree
variables of the study
1 – Strongly Disagree
0 – N/A
34
CHAPTER 4
RESEARCH RESULTS
In this chapter, the results of 46 sets of survey questionnaire are being
analyzed. The objective of this chapter is to interpret and analysed the data collected
in the research. It aims to answer the five research proposed problems written in the
chapter 1 from the gathered data. The data are obtained from respondents which
comes from employees of different offices and departments will be analyzed
manually through the help of excel software, Pearson’s R, and Siegle Reliability
Calculator. Before the quantitative data is to be analysed, it must be edited, coded,
and tabulated. The quantitative data research findings of the research investigating
the career development, compensation and reward, job security, working
environment, length of service and its association to the employees’ satisfaction.
This chapter will be divided into several parts in analyzing the results
obtained. It includes the analysis of demographic analysis, mean, standard deviation,
and variance of the data gathered, reliability and validity test, and Pearson
Correlation Coefficient. The demographic analysis includes the gender, age, and the
employees’ length of service. The reliability and validity test are composed of the test
results of independent and dependent variable. The reliability and validity test will
use to measure the relevancy of statements in each variable towards the survey. For
the Pearson Correlation Coefficient, it is used to examine the relationship of the
independent variable benefits with the employee satisfaction. Lastly, to present the
result with clearer information to the readers, there are also tables and bar charts.
35
Demographic Analysis
This analysis contains the overview, response, and results of the respondents
who have regular and working at Xavier University. The tables below show data
about the regular employees’ gender, age, and length of service.
TABLE 5 – DEMOGRAPHIC ANALYSIS OF GENDER

GENDER NUMBER PERCENTAGE
FEMALE 28 60.87%
MALE 18 39.13%
TOTAL 46 100%
Table 5. Demographic Analysis of Gender
39.13%
Male
60.87%
Female
Table 5 shows that the frequency of male and female respondents who
participated in the survey questionnaires. There are 18 male respondents and 28
female respondents. It also represents that there are 39.13% male respondents and
60.87% female respondents who took part in the survey questionnaires.

36
TABLE 6 – DEMOGRAPHIC ANALYSIS OF AGE

AGE NUMBER PERCENTAGE
(1) 20-30 years old 5 10.87%
(2) 31-40 years old 21 45.65%
(3) 41-50 years old 9 19.57%
(4) 51 – above years old 11 23.91%
TOTAL 46 100.00%
Table 6. Demographic Analysis of Age
10.87%
20-30
23.91% Years Old
51 Years Old
and above
19.57% 45.65%
41-50 Years 21-40 Years Old
Old
Table 6 shows the frequency of different categories of age of respondents
who participated in the survey questionnaires. It indicates that there are 5
respondents which represent 10.87% are 20-30 years old, 21 respondents which
represent 45.65% within 31-40 years old, 9 respondents which represent 19.57%
who are around 41-50 years old and 11 respondents represents 23.91% who are 51
years old and above.
TABLE 7 – DEMOGRAPHIC ANALYSIS OF LENGTH OF SERVICE

LENGTH OF SERVICE NUMBE PERCENTAG
R E
(1) 1-10 Years 21 45.65%
(2) 11-20 Years 7 15.22%
(3) 21-30 Years 10 21.74%
37
(4) 31 Years and above 8 17.39%

TOTAL 46 100.00%
Table 7. Demographic Analysis of Length Of Service
17.39%
31 Years
and above
45.65%
21.74% 1-10 Years
21-30 Years
15.22%
11-20 Years
Table 7 shows the frequency of the length of service of the respondents who
participated in the survey questionnaires. There are 21 respondents which
represents 45.65% whose length of service is 1-10 years, 7 respondents which
represents 15.22% whose length of service is 11-20 years, 10 respondents which
represents 21.74% whose length of service is 21-30 years and 8 respondents which
represents 17.39% whose length of service is 31 years and above.
TABLE 8 – MEAN AND STANDARD DEVIATION OF LABOR BENEFITS
Standard
Variable Mean
Deviation
Career
2.98 0
Development
Compensation
3.35 0.35
and Reward
Job Security 3.22 0.36
Working
3.23 0.28
Environment
38
Table 8 shows the mean and standard deviation of the independent sub-
variables. For career development, it has 2.98 of mean and 0 standard deviation.
The compensation and reward have 3.35 mean and a standard deviation of 0.35.
The job security has a mean of 3.22 and a standard deviation of 0.36. Lastly, the
working environment has 3.23 of mean and 0.28 of standard deviation.
TABLE 9 – MEAN AND STANDARD DEVIATION OF EMPLOYEES SATISFACTION
Standard
Variable Mean
Deviation
Satisfaction 3.14 0.50
Table 9 shows the mean and standard deviation of the dependent variable.
Respectively, the dependent variable satisfaction has 3.14 of mean and 0.50 of
standard deviation.
The measurement of the central tendencies of both the independent and
dependent variable shows the distance of the distance or how spread out the scores
within the data set. It guides the researcher to determine the variation of the data.
This is to find out if the data is need to the mean. The closer it gets to the mean the
more accurate the data will be for the study.
Scale Measurement
In this part, reliability analysis and pearson correlation coefficient is subject to
analysis. It merely focus to answer the inquiry for the accuracy of the used research
instrument and the results of the six (6) hypothesis.

39
Reliability Analysis
TABLE 10 – RELIABILITY AND VALIDITY TEST
Cronbach's Alpha 1.008325946

Split-Half (odd-even) Correlation 0.969112011
Split-Half with Spearman-Brown Adjustment 0.984313747
Mean for Test 48.6
Standard Deviation for Test 9.49947367
KR21 (use only 0 and 1 to enter data for this) 2.23714539
KR20 (use only 0 and 1 to enter data for this) 2.492368499
Table 10 show the results of the reliability and validity test of the survey
questionnaire. The reliability and validity test for independent variables show that the
questions used and the variables are reliable for the conducted investigation. The
test fulfils its predicted aims and hypothesis and also ensures that the results are
due to the study and not any possible extraneous variables. This allowed the study
to be used to develop further research in this field. It addresses the consistency of
the study and ensures the right measurement.
Pearson Correlation Coefficient
TABLE 11– PEARSON CORRELATION COEFFICIENT OF COMPENSATION AND

REWARD AND EMPLOYEES’ SATISFACTION
Compensation
Employees’
Respondent # and
Satisfaction
Reward
1 3.75 3.22
2 3.75 3.21
40
3 3.5 3.17
4 2.75 3.20
5 3 3.18
6 3.75 3.16
7 4 3.15
8 4 3.12
9 2.75 3.07
10 3.5 3.06
11 3.25 3.06
12 3 3.03
13 2 3.02
14 3 3.09
15 3.5 3.09
16 3.5 3.14
17 3.5 3.08
18 3 3.11
19 4 3.11
20 3 3.06
21 3 3.11
22 3.25 3.14
23 3.75 3.09
24 3.25 3.13
25 3.5 3.17
26 3 3.19
27 3.75 3.19
28 3 3.20
29 3 3.20
30 3 3.21
31 3.25 3.23
32 4 3.26
33 4 3.21
34 3.75 3.19
35 2.25 3.15
36 3.75 3.18
37 3.5 3.17
38 3.25 3.20
39 4 3.21
40 4 3.14
41 3.5 3.14
42 3.25 3.19
43 3.75 3.15
44 3 3.09
45 2.25 2.98
46 3.5 3.03
Column 1 Column 2
Column 1 1
41
Column 2 0.403596 1
Coefficients Standard t Stat P-value Lower Upper Lower Upper

Error 95% 95% 95.0% 95.0%
Intercept 2.97 0.06 48.81 0.00 2.84 3.09 2.84 3.09
X Variable 1 0.05 0.02 2.93 0.01 0.02 0.09 0.02 0.09
The table 11 shows the relationship of compensation and reward and
employees’ satisfaction. The relationship of compensation and reward and
employees’ satisfaction has 0.403596 which means they have moderate positive
relationship. The compensation and reward given to the regular employees positively
affect the employees’ satisfaction. The p-value of 0.00 signifies that the null
hypothesis is rejected and alternative hypothesis is accepted. Therefore, there is
significant relationship between the compensation and rewards and the employees’
satisfaction in Xavier University – Ateneo de Cagayan.
TABLE 12 – PEARSON CORRELATION COEFFICIENT OF CAREER

DEVELOPMENT AND EMPLOYEES’ SATISFACTION
Null Hypothesis: There is no significant relationship between the career
Ateneo de Cagayan.
Alternative Hypothesis: There is significant relationship between the career
Ateneo de Cagayan.
Career Employees’
Respondent #
Development Satisfaction
1 3 3.22
2 3 3.21
3 3 3.17
4 2 3.20
5 3 3.18
6 3.75 3.16
42
7 3.25 3.15
8 3.25 3.12
9 2.5 3.07
10 2.5 3.06
11 3 3.06
12 3.75 3.03
13 2 3.02
14 3 3.09
15 3 3.09
16 3 3.14
17 2.5 3.08
18 2.25 3.11
19 3 3.11
20 2.5 3.06
21 2 3.11
22 3 3.14
23 2.25 3.09
24 2.25 3.13
25 3.25 3.17
26 3 3.19
27 3.25 3.19
28 3 3.20
29 3 3.20
30 3 3.21
31 3 3.23
32 3.5 3.26
33 4 3.21
34 3.75 3.19
35 1.75 3.15
36 3 3.18
37 3 3.17
38 3 3.20
39 4 3.21
40 4 3.14
41 3 3.14
42 3 3.19
43 3.5 3.15
44 3.5 3.09
45 3 2.98
46 3 3.03
Column 1 Column 2
Column 1 1
column 2 0.299355 1
43

Error 95% 95% 95.0% 95.0%
Intercept 3.03 0.05 58.47 0.00 2.93 3.14 2.93 3.14
X Variable 1 0.04 0.02 2.08 0.04 0.00 0.07 0.00 0.07
The table 12 shows the relationship of career development and its employees’
satisfaction. The relationship of career development and its employees’ satisfaction
is 0.299355 which means they have a weak positive relationship. The p-value of 0.00
implies that the null hypothesis is rejected and alternative hypothesis is accepted.
Therefore, there is significant relationship between the career development and the
employees’ satisfaction in Xavier University – Ateneo de Cagayan.
TABLE 13 – PEARSON CORRELATION COEFFICIENT OF JOB SECURITY AND

EMPLOYEES’ SATISFACTION
Null Hypothesis: There is no significant relationship between the job
security and the employees’ satisfaction in Xavier University –
Ateneo de Cagayan.
Alternative Hypothesis: There is significant relationship between the job
security and the employees’ satisfaction in Xavier University –
Ateneo de Cagayan.
Job Employees’
Respondent #
Security Satisfaction
1 3.25 3.22
2 3.25 3.21
3 3.25 3.17
4 3 3.20
5 3 3.18
6 3.75 3.16
7 3.75 3.15
8 3.5 3.12
44
9 3.25 3.07
10 3 3.06
11 3.75 3.06
12 3.5 3.03
13 2.75 3.02
14 2.75 3.09
15 3.25 3.09
16 3 3.14
17 3.5 3.08
18 3.25 3.11
19 4 3.11
20 2.75 3.06
21 2.5 3.11
22 3.75 3.14
23 3 3.09
24 2.5 3.13
25 3.5 3.17
26 2.75 3.19
27 3 3.19
28 2.75 3.20
29 3 3.20
30 3 3.21
31 3 3.23
32 3.25 3.26
33 4 3.21
34 3.5 3.19
35 2.25 3.15
36 3.75 3.18
37 2.75 3.17
38 3.75 3.20
39 4 3.21
40 3.75 3.14
41 3 3.14
42 3.5 3.19
43 3.5 3.15
44 3.25 3.09
45 2.75 2.98
46 3 3.03
Column 1 Column 2
Column 1 1
Column 2 0.166962 1
Standard Lower Upper Lower Upper

Coefficients t Stat P-value
Error 95% 95% 95.0% 95.0%
Intercept 3.06 0.07 42.91 0.00 2.92 3.21 2.92 3.21
X Variable 1 0.02 0.02 1.12 0.27 -0.02 0.07 -0.02 0.07
45
The table 13 shows the relationship of job security and its employees’
satisfaction. The relationship of job securities and its employees’ satisfaction is
0.166962 which means they have a very weak positive relationship. The p-value of
0.00 means that the null hypothesis is rejected and alternative hypothesis is
accepted. Therefore, there is significant relationship between the job security and the
TABLE 14 – PEARSON CORRELATION COEFFICIENT OF WORKING

ENVIRONMENT AND EMPLOYEES’ SATISFACTION
Working Employees’
Respondent #
Environment Satisfaction
1 2.75 3.22
2 4 3.21
3 3 3.17
4 3 3.20
5 3 3.18
6 3.75 3.16
7 3.75 3.15
8 3.75 3.12
9 2.75 3.07
10 2 3.06
11 3.75 3.06
12 3.25 3.03
13 2.25 3.02
14 3 3.09
46
15 3.75 3.09
16 3 3.14
17 3.25 3.08
18 3 3.11
19 4 3.11
20 3 3.06
21 2.75 3.11
22 4 3.14
23 2.75 3.09
24 2.75 3.13
25 2.75 3.17
26 3 3.19
27 3.5 3.19
28 3 3.20
29 3 3.20
30 3 3.21
31 3 3.23
32 3.5 3.26
33 4 3.21
34 4 3.19
35 2.5 3.15
36 3.5 3.18
37 3 3.17
38 3.25 3.20
39 4 3.21
40 4 3.14
41 3 3.14
42 3.5 3.19
43 3.75 3.15
44 3.25 3.09
45 2.75 2.98
46 3 3.03
Column 1 Column 2
Column 1 1
Column 2 0.301605 1
Standard Lower Upper Lower Upper

Coefficients t Stat P-value
Error 95% 95% 95.0% 95.0%
Intercept 3.02 0.06 50.88 0.00 2.90 3.14 2.90 3.14
X Variable 1 0.04 0.02 2.10 0.04 0.00 0.07 0.00 0.07
The table 14 shows the relationship of working environment and its
employees’ satisfaction. The relationship of working environment and its employees’

47
satisfaction is 0.301605 which means they have a weak positive relationship. The p-
value of 0.00 indicates that the null hypothesis is rejected and alternative hypothesis
is accepted. Therefore, there is significant relationship between the working
environments and the employees’ satisfaction in Xavier University – Ateneo de
Cagayan.
TABLE 15– PEARSON CORRELATION COEFFICIENT OF LENGTH OF SERVICE

AND EMPLOYEES’ SATISFACTION
Null Hypothesis: There is no significant relationship between the length
of service and the employees’ satisfaction in Xavier University –
Ateneo de Cagayan.
length of service and the employees’ satisfaction in Xavier
Length of Employees’
Respondent #
Service Satisfaction
1 2 3.22
2 1 3.21
3 3 3.17
4 4 3.20
5 3 3.18
6 1 3.16
7 4 3.15
8 2 3.12
9 4 3.07
10 1 3.06
11 1 3.06
12 2 3.03
13 1 3.02
14 4 3.09
15 1 3.09
16 1 3.14
17 1 3.08
48
18 1 3.11
19 3 3.11
20 1 3.06
21 3 3.11
22 2 3.14
23 4 3.09
24 1 3.13
25 3 3.17
26 4 3.19
27 1 3.19
28 4 3.20
29 1 3.20
30 3 3.21
31 1 3.23
32 1 3.26
33 3 3.21
34 1 3.19
35 2 3.15
36 3 3.18
37 4 3.17
38 2 3.20
39 1 3.21
40 1 3.14
41 1 3.14
42 3 3.19
43 3 3.15
44 1 3.09
45 2 2.98
46 1 3.03
Column 1 Column 2
Column 1 1
Column 2 0.1562 1

Error 95% 95% 95.0% 95.0%
Intercept 3.12 0.02 160.74 0.00 3.08 3.16 3.08 3.16
X Variable 1 0.01 0.01 1.05 0.30 -0.01 0.02 -0.01 0.02
The table 15 shows the relationship of length of service and its employees’
satisfaction. The relationship of length of service and its employees’ satisfaction is
0.1562 which means they have a very weak positive relationship. The p-value of
0.00 infers that null hypothesis is rejected and alternative hypothesis is accepted.
49
Therefore, there is significant relationship between the length of service and the
TABLE 16 – PEARSON CORRELATION COEFFICIENT OF LABOR BENEFITS

AND EMPLOYEES SATISFACTION
Null Hypothesis: There is no significant relationship between the independent
variable - benefits of the regular employee and the dependent variable
- employees’ satisfaction in Xavier University – Ateneo de Cagayan.
Ateneo de Cagayan.
Respondent # x y
1 3.19 3.22
2 3.50 3.21
3 3.19 3.17
4 2.69 3.20
5 3.00 3.18
6 3.75 3.16
7 3.69 3.15
8 3.63 3.12
9 2.81 3.07
10 2.75 3.06
11 3.44 3.06
12 3.38 3.03
13 2.25 3.02
14 2.94 3.09
15 3.38 3.09
16 3.13 3.14
17 3.19 3.08
18 2.88 3.11
19 3.75 3.11
20 2.81 3.06
50
21 2.56 3.11
22 3.50 3.14
23 2.94 3.09
24 2.69 3.13
25 3.25 3.17
26 2.94 3.19
27 3.38 3.19
28 2.94 3.20
29 3.00 3.20
30 3.00 3.21
31 3.06 3.23
32 3.56 3.26
33 4.00 3.21
34 3.75 3.19
35 2.19 3.15
36 3.50 3.18
37 3.06 3.17
38 3.31 3.20
39 4.00 3.21
40 3.94 3.14
41 3.13 3.14
42 3.31 3.19
43 3.63 3.15
44 3.25 3.09
45 2.69 2.98
46 3.13 3.03
Pearson Correlational
Column 1 Column 2
Coefficient
Column 1 1
Column 2 0.343569 1
Standard P- Lower Upper Lower Upper

Coefficients t Stat
Error value 95% 95% 95.0% 95.0%
Intercept 2.98 0.07 43.34 0.00 2.84 3.11 2.84 3.11
X Variable 1 0.05 0.02 2.43 0.02 0.01 0.09 0.01 0.09
Table 16 shows the relationship of overall benefits and employees’
satisfaction. The relationship of overall benefits and employees’ satisfaction has
weak positive relationship. This means that overall benefits positively affects the
51
employees’ satisfaction as they continue working on their respective offices and
departments.
Table 16 at the same time shows the p-value of 0.00 which is less than the
significant level of 0.05. Therefore, null hypothesis will be rejected and alternative
hypothesis is accepted since there is a significant relationship between the overall
benefits given to the employees and the employees’ satisfaction as they continue
working in their respective offices and departments.
Frequency Percentage
TABLE 17 – PERCENTAGE OF SATISFACTION FOR CAREER DEVELOPMENT

Career
Number Percentage
Development
HIGH 6 13.04%
AVERAGE 33 71.74%
BELOW 7 15.22%
LOW 0 0%
TOTAL 46 100.00%
Table 17. Satisfaction for Career Development
15.22% 13.04%
Below High
71.74%
Average
52
Table 17 shows the percentage of satisfaction of the career development of
the respondents who participated in the survey questionnaires. There are 6
respondents which represents 13.04 % who are highly satisfied with their career
development, 33 respondents which represents 71.74%, that is, there is an average
satisfaction on their career development. 7 respondents which represents 15.22%
that is, there is a below satisfaction on their career development and 0 respondent
which represents 0.00%, that is, there is no low satisfaction on their career
development.
TABLE 18 – PERCENTAGE OF SATISFACTION FOR COMPENSATION AND

REWARD
Compensation
Number Percentage
and Reward
HIGH 15 32.61%
AVERAGE 28 60.87%
BELOW 3 6.52%
LOW 0 0.00%
TOTAL 46 100.00%
Table 18. Satisfaction for Compensation and Reward
6.52%
Below
32.61%
High
60.87%
Average
53
Table 18 shows the percentage of satisfaction of the compensation and
reward of the respondents who participated in the survey questionnaires. There are
15 respondents which represents 32.61% who are highly satisfied with their
compensation and reward, 28 respondents which represents 60.87%, that is, there is
a average satisfaction on their compensation and reward. 3 respondents which
represents 6.52% that is, there is a below satisfaction on their compensation and
reward and 0 respondent which represents 0.00%, that is, there is no low satisfaction
on their compensation and reward.
TABLE 19 – PERCENTAGE OF SATISFACTION FOR JOB SECURITY

Job
Number Percentage
Security
HIGH 10 21.74%
AVERAGE 35 76.09%
BELOW 1 2.17%
LOW 0 0.00%
TOTAL 46 100.00%
Table 19. Percentage of Satisfaction for Job Security
2.17%
Below
21.74%
High
76.09%
Average
54
Table 19 shows the percentage of satisfaction of the job security of the
respondents who participated in the survey questionnaires. There are 10
respondents which represents 21.74% who are highly satisfied with their job security,
35 respondents which represents 76.09%, that is, there is an average satisfaction of
their job security, 1 respondent only which represents 2.17% that is, there is a below
satisfaction of their job security and 0 respondent which represents 0.00%, that is,
there is no low satisfaction of their job security.
TABLE 20 – PERCENTAGE OF SATISFACTION FOR WORKING ENVIRONMENT

Working
Number Percentage
Environment
HIGH 13 28.26%
AVERAGE 31 67.39%
BELOW 2 4.35%
LOW 0 0.00%
TOTAL 46 100.00%
Table 20. Satisfaction for Working Environment
4.35%
Below
28.26%
High
67.39%
Average
Table 20 shows the percentage of satisfaction of the working environment of
the respondents who participated in the survey questionnaires. There are 13

55
respondents which represents 28.26% who are highly satisfied with their working
environment, 31 respondents which represent 67.39%, that is, there is an average
satisfaction of their working environment, 2 respondents which represent 4.35% that
is, there is a below satisfaction with their working environment and 0 respondent
which represents 0.00%, that is, there is no low satisfaction of their working
environment.
TABLE 21 – OVERALL PERCENTAGE OF SATISFACTION

Overall Number Percentage
HIGH 6 13.04%
AVERAGE 38 82.61%
BELOW 2 4.35%
LOW 0 0.00%
TOTAL 46 100.00%
Table 21. Overall
4.35%
Below
13.04%
High
82.61%
Average
Table 21 shows the overall percentage of satisfaction of the respondents who
participated in the survey questionnaires. There are 6 respondents which represents
13.04% who are highly satisfied, 38 respondents which represents 82.61%, that is,
56
there is an average satisfaction, 2 respondents which represents 4.35% that is, there
is a below satisfaction and 0 respondent which represents 0.00%, that is, there is no
low satisfaction or not satisfied.
Overall, the results of demographic, pearson correlation, and frequency
percentage are shown as well as their interpretations. Compensation and rewards as
sub-variable of the independent variable shows the most influential benefit among
other benefits that greatly affects the employees’ satisfaction. Also, frequency
percentage that, in general, 82.61% of the employees stated that they are averagely
satisfied in relation to their benefits. Indeed, the results exhibit a significant of the
labor benefits given to the regular employees in reference to the employee
satisfaction.
57
CHAPTER 5
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This chapter illustrates the summary, conclusion, implication, limitations, and
recommendation that is beneficial to the research study conducted.
Summary
The researchers have conducted a study about the relationship of the benefits
and the employees’ satisfaction of the regular employees in Xavier University. This
research aims to examine the benefits of the regular employees which they are
receiving in their works, such as the compensation and reward, job security, career
development, workplace environment, and their length of service in Xavier
University. There are all over 46 respondents which are composed of 18 males and
28 females.
This study focuses on the two main variable, the employees’ satisfaction and
the benefits which is the dependent and the independent variables with the
corresponding sub-variables of compensation and reward, career development, job
security, environmental workplace and the length of service. These was based on
the two theories, the two factor theory of motivation by Frederick Herzberg (1959)
and the wage efficiency theory by Gregory Mankiw (1991). The two factor theory of
motivation is more on the satisfaction and motivation of an institution. While the
wage efficiency theory is more focused on increasing the wage or salary of an
employees for them to stay or to prove themselves.
The researchers have used a quantitative correlational design, the
researchers have to know the relationship of the two variables. The researchers
have used a survey questionnaire in order to know the concern of our research
58
problem. It was complied to the faculty and staff after the researchers delivered a
letter in regards to our interest
Based on the survey questionnaires that have gathered, there are less
employees who stayed in Xavier University in over 31 years and above rather than
the new one’s which is just employed 1 to 10 years in service. In using the reliability
and validity test, the researchers locate the null and alternative hypothesis through
mean and standard deviation. For the overall total average calculations, the study
has proven that the regular employees of Xavier University has an average
satisfaction towards the benefits and their length of service.
Conclusion
Based on the data gathered and the results of the study, the researchers have
found out that the labor benefits have weak positive effect to the employees
satisfaction of the regular employees of Xavier University. The respondents show
averagely satisfied on their compensation and reward. Also, the result shows that
regular employees are fairly satisfied with the career development as it assists,
provides, and supports them with the opportunity that they will achieve for their
career goals. employees of Xavier university who are quite satisfied with their Job
Security. Thus, regular employees feel that they belong to the institution and quite
satisfied in having a long-term relationship with Xavier University. Furthermore, the
results of Working Environment show that regular employees are kind of satisfied to
the physical working conditions and the pleasant place where they will work.
Base on the results of the p-value approach, the null hypothesis of the study
was rejected and the alternative hypothesis was accepted in both independent and
59
dependent variable. Hence, there is a significant relationship between regular
employees’ labor benefits and employees’ satisfaction.
Therefore, the researchers have concluded that the benefits, compensation,
career development, job security, and workplace environment that has given by the
Xavier University as well as the length of service of the employees in relation to the
employees’ satisfaction regular employees has positive yet quite effect to the
employees’ satisfaction.
Implications
Practical Implications
Employees’ benefits are needed for each employee. Regular employee
benefits are required by law such as SSS benefits for private and GSIS
benefits for public, PhilHealth benefits, Pag-IBIG benefits, 13th month pay,
overtime pay, night shift differential, retirement pay, maternity leave for
women and paternity leave for men, parental leave for solo parent, and
special leave benefits for women. There are also other benefits that are
offered to regular employees in Xavier University such as Grant-In-Aid, Fr.
Moggi Scholarship for Single Employees, Paid Time Off, Health Benefits,
Welfare Benefits, and Optional Benefits.
These benefits signify to each employee for they always seek for a
challenge and growth in order to achieve their goals and may get a promotion
for their career development. According to Bolman and Deal (1997) as cited in
(Gerhardt, 2004) have recommended that promotions from an organization
would give employees a sense of job security because they support
employees to stay with the organization and gain more skills.

60
Theoretical Implications
According to Frederick Herzberg (1959) theory, it emphasizes the
motivator-hygiene factors sought to explain satisfaction and motivation in the
organization. The theory focuses on outcomes of satisfaction and
dissatisfaction. Employers should have a working environment that is safe,
secure and clean for the employees to work because it affects their mood and
attitude.
In result, there is a significant relationship between the independent
variable - benefits of the regular employee and the dependent variable -
employees’ satisfaction in Xavier University. Indeed, the two-factor theory
correlates with the study and implies that the chosen sub-variables -
compensation and reward, and length of service, has to do with the
employees’ satisfaction as stated in the theory.
The efficiency wage theory, based on the study of Gregory Mankiw, is
the increasing wages that can lead to increased labor productivity and
satisfaction because it is issued that many teachers in private schools are
transferring to public school since there are higher salary in public schools
due to the government policy. According to Chan et. al. (2012), rewards is
very important to enhance the employees’ loyalty, which can be viewed from
the individual performance, team performances, and the loyalty and length of
service in the firm.
This results to the significance of the relationship between the
independent variable - labor benefits of the regular employees and the
dependent variable - employee’s satisfaction in Xavier University - Ateneo de
Cagayan. For certain, as theorized by George Mankiw in his theory of

61
efficiency wage there is an existing relationship between the career
development, job security, and working environment as what declared in the
said theory.
Methodology Implications
Based on the used methodology, stated in Chapter 3, the researchers
were able to gather the data needed to find the results of the relationship
between the independent variable - labor benefits and dependent variable -
employee’s satisfaction of the regular employees in Xavier University - Ateneo
de Cagayan. This implies that the method, used by the researchers, is
effective enough to gather significant data to answer the query of the study.
Limitations of the Study
This study is about the satisfaction of the regular employees’ and its effects
towards their satisfaction in Xavier University – Ateneo de Cagayan. There are
several limitations on this research study which requires further examination and
additional research in the future. Hence, it is important to acknowledge and learn
from the limitations of the study in order to have a continuous improvement to meet
the quality of the research.
As this study is focusing on regular employees of Xavier University, the
sample size of this study is one of the limitations. The sample size was not achieved
due to the lack of time and forcing the respondents to answer is prohibited. As a
result, the researchers spent 2 weeks to follow up the questionnaires given to the
respondents in order to gather all the 46 questionnaires. There is also a lack of
geographical coverage to seek for wider range of data as the data is only obtained
from Xavier University. Therefore, the results might affect the generalizability of the
62
study. Furthermore, the researchers have also encountered problems in tabulating
the data gathered from the respondents. As a result, the data might affects the
results of the study.
In addition, other people will have a different perspective of grading for the
likert scale. This will also directly affect the result that is being analyzed and will
become biased and error will occur. Besides, due to the time given, facilities, and
financial limitations in supporting the researchers to carry out this research, this will
influence the comprehension of this research indirectly.
Although there have been many limitations that was faced during the
research, this is not affecting the overall run of this study. The limitations can be a
background for potential future studies to improve the study of regular employees’
satisfaction and its effects towards their loyalty in Xavier University – Ateneo de
Cagayan.
Recommendations
Future studies and the current study's limitations
Based on the limitations mentioned above, the current researchers
recommend to the future researchers to improve the time in floating the
questionnaires in order for them to avoid the problem that has been
experienced by the current researchers which is the lack of time in gathering
the data. The current researchers also recommend the future researchers to
give letter of notice or consent letter a month before distributing the instrument
in order for the respondents to be prepared for the actual survey.

63
Practical recommendation
The researchers recommend the said institution which is Xavier
University Corrales Avenue to make use of this research study as a basis for
the administration to improve their strategies in giving benefits to the regular
employees. This research also recommends that the administration may add
more strategies to satisfy the regular employees such as career development.
They may implement team building under career development not just by
department but as a whole institution.
Theoretical recommendation
Based on the theories used in this study, the researchers recommend
to the future studies that they may use the other factors to in-depth their
study. These factors are the size of firm, productivity, policies and rules,
supervisor quality and work itself which may serve as the major factor of their
study. These factors may have tendency to give specific factors than the used
factors in this study. In theoretical aspect, the used theories is indeed valid yet
there is a need to study the other factors that may have significant relationship
in the main variables of this study.
Methodological recommendation
The current researchers recommend the future researchers that they
may use other sampling method in order to avoid biases, for example if they
are going to study on both regular and non-regular employees, they can use
perhaps the random sampling method. The current researchers also
recommend the future researchers that they may use quantitative interview
also known as structured interview, this approach aims to ensure that each
64
interview is presented with exactly the same questions in the same order,
which gives in-depth interpretation of the results. This ensures that answers
can be reliably aggregated and that comparisons can be made with
confidence between sample subgroups or between different survey periods.
Somehow the future researchers may also use the internet as a way of
sending questionnaires to the respondents for easier and faster way of data
gathering.
65
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Appendix A: Formal Letter of Request
August 6, 2018
Maria Soledad dela Fuente - Amir

Human Resource Director
Xavier University
RE: Letter of Permission to Conduct Survey to the Regular Employees
Dear Ma’am Amir,

Pax Christi!
We are a group of students from XUSHS Accountancy, Business and Management
strand from the section Grade 12 Kostka. As a part of our academic requirement, we are
given a task to conduct a research related to business. Our group decided to study the
relationship between the benefits and length of service of the regular employees of Xavier
University - Ateneo de Cagayan.
As Atenean students, we are curious about what are factors that motivate our
teachers and administrators to give us an excellent service. We observed that a lot of
teachers has been with Xavier for many years and we believe that it’s not about the salary.
We are very curious what could be the implicit benefits that drive the employees to be loyal
to the university. The chosen benefits are the leave with pay and grant-aid since these two
are well-known benefits offered by Xavier University, and we believe that these benefits
have made the university different from the other schools. We believe that through this
research, we will be able to understand the reasons behind their length of the service and
the relationship of employees’ benefits and the loyalty of the employees. Moreover, the
results can be used by the university to develop or maintain the loyalty of its employees.
In relation to this, the researchers would like to ask the list of regular employees both
working and non-working staff with the benefits granted to them at Xavier Ateneo.
Rest assured that all information shall be kept with utmost confidentiality. We hope
that you would help us achieve our goals for our research. If you have any questions and/or
clarifications, you may contact us via email at lenmotchi@gmail.com or via mobile at
09958271755.
Hoping for your positive response to this humble request. Ad majorem Dei Gloriam!
Sincerely yours,
Endorsed by:
LEN ALMIRA A. LAGANGGA ROSE ANN C GICOLE

Group Leader Research Adviser
- - - - - - - - - - - - - - - - - - - - - - - - Reply Slip - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Dear Ms Lagangga,
I have read the communication regarding the research and I will allow and/or
give information necessary for the research.
________________________
Signature over Printed Name
85
January 19, 2019
Ms. Verna A. Lago

University Registrar
Xavier University – Ateneo de Cagayan
9000 Cagayan de Oro City
Dear Ms. Lago:
Pax Christi!
We are a grade 12 section Kostka of Accoutancy, Business, and Management

students. Currently, we are conducting a research about the Relationship of
Employees Benefits and Length of Service of Regular Employees of Xavier
University - Ateneo de Cagayan Corrales Avenue Campus.
In line with this, we would like to ask your permission to conduct the survey to
the regular employees among your constituents, the University Registrar Staff.
I hope for your kind and positive response regarding this matter.
Sincerely yours,
Len Almira A. Lagangga

Principal Investigator
Noted:
Ms. Maria Estella V. Sanchez

Research Adviser
86
January 19, 2019
Hercules R. Cascon, PhD

Dean
College of Engineering
Dear Dr. Cascon:
Pax Christi!

the regular employees among your constituents, the College of Engineering Faculty
and Staff.
I hope for your kind and positive response on this matter.
Sincerely yours,

Noted:

Research Adviser
87
January 19, 2019
Juliet Q. Dalagan, PhD

Dean
College of Culture and the Arts
Dear Dr. Dalagan:
Pax Christi!

the regular employees among your constituents, the College of Culture and the Arts
Faculty and Staff.
Sincerely yours,

Noted:

Research Adviser
88
January 19, 2019
Jovelyn G. Delosa, PhD

Dean
School of Education
Dear Dr. Delosa:
Pax Christi!

the regular employees among your constituents, the School of Education Faculty
and Staff.
Sincerely yours,

Noted:

Research Adviser
89
Appendix B: Survey Questionnaire
RESEARCH SUBJECT INFORMED CONSENT FORM
To the research subject: Please read this consent form before answering the
research survey questionnaire to inform you of your rights and responsibilities when
you participate in this study. You can ask questions before, during, and after the
gathering of the data.
PROJECT INFORMATION
PROJECT TITLE: The association of employees benefits to the length of service of

the regular employees of Xavier University – Ateneo de Cagayan
PRINCIPAL INVESTIGATOR: Len Almira A. Lagangga
DEPARTMENT: Accountancy, Business, and Management, Senior High School
CONTACT NO.: 09958271755
The objective of this study is to identify the association of benefits together

with their sub-variable compensation, career development, and job security and
workplace environment to the length of service of the regular employees. In this
study, you are asked to answer the following questions written in the survey
questionnaire attached to this paper. No known possible risk or danger pose to you
as this study will only involve interview and filling-up the survey questionnaire,
however, it may consume a portion of your time. The finding of this research will help
you create a positive relationship between you and the institution. No additional cost,
on your part, is required in your involvement in this study. Your identity in this study
will be treated with utmost confidentiality. The results of the study related to the data
may be published but your name will not be mentioned. You are also free to choose
whether or not to participate in this study. In the event that you decide not to
participate, no monetary charge will be given to you.
Any further questions you have about this study will be answered by the
Principal Investigator Len Almira A. Lagangga. You can contact her through gmail –
lenmotchi@gmail.com or through phone - 0995-832-71755.
Participant’s Signature Over Printed Name
DATE: ___________________________________
LEN ALMIRA A. LAGANGGA

Principal Investigator’s Signature Over Printed Name
DATE: JANUARY 16, 2019
90
MS. MARIA ESTELLA V. SANCHEZ

Research Adviser
DATE: JANUARY 16, 201
Pax Christi! Here is the survey questionnaire of the research study mentioned in the
informed consent. The questionnaire is divided into two parts: the PART I which
needs your personal information and PART II which cater the questions. Please be
honest in answering the questions given. Thank you very much.
PART I: Respondent’s Profile

Name (optional): _______________________________________________
Department/Office:___________________________________________
Sex (please put a check on the blank): _____(F) _____(M)
Age (please put a check on the parenthesis):
20-30 years old ( ) 41-50 years old ( ) 31-40 years old ( ) 51-above years old ( )
Length of Service (please put a check on the parenthesis):
1-10 years ( ) 21-30 years ( ) 11-20 years ( ) 31- above years ( )
PART II: Please respond (check) to the following questions according to what best
represents your opinion. 4 (strongly agree), 3 (agree), 2 (disagree), 1 (strongly
disagree).
Adopted through a study of A Study Of Employee Satisfaction And Its Effects Toward Loyalty In Hotel Industry
by Yin et al
Strongly Strongly
No Questions Disagree Agree
Disagree Agree
My organization takes steps to ensure that I will maximize my
1
career potential.
My organization assists me to gain more working experience in
2
the job that I am doing.
My organization provides me with the opportunity to achieve my
3
career goals.
My organization is supportive to my long-term career
4
development.
I feel proud when I get recognition from my organization for the
5
work that I have done.
6 My organization link reward to my performance appraisal.
The non-financial benefits (leave benefits, retirement plan,
7 health benefits) received are valuable and important to create
my loyalty to organization.
Compensation and reward are very important in order for me to
8
stay with the organization.
9 I feel my organization treats me like part of the institution.
10 I believe in having long term relationship with my organization.
11 I view organization dilemma as my concern.
12 The job security in the organization is high.
The physical working conditions are very comfortable to work
13
in.
91
14 The security in my organization is sufficient.

15 Spirit of cooperation and teamwork exists in the organization.
16 Overall, my organization is a pleasant place to work.
Are you a: _____ Faculty? (If yes, Please proceed to the Part A
questions 1-10)
_____ Staff? (If yes, Please proceed to the Part B
questions (1-10)
A modified instrument. Anchored from the study of Bernales et. al, 2016 entitled “Faculty Retention: A Case Study
of Lyceum of the Philippines University – Cavite”.
by Gaspar, et al
Part Strongly Strongly
I enjoyed working at XU because… (FOR FACULTY) Disagree Agree
A Disagree Agree
My colleagues and I have established harmonious working
1
relationship
2 It has good working condition
3 My superior treated me fairly
The management awarded good performers – perfect
4
attendance and have a quality performance
The management provided opportunities for career
5
development (promotion from within)
6 The management seeks feedback from the faculty
7 My expected compensation is achieved
The classroom has centralized air-condition unit and built-in
8
projector
I had a suitable teaching schedule in terms of subject, day,
9
and time
The management seeks feedback from parents and
10
students
Part Strongly Strongly
I enjoyed working at XU because… (FOR STAFF) Disagree Agree
B Disagree Agree
My colleagues and I have established harmonious working
1
relationship
2 It has a good working condition
3 My superior treated me fairly
The management awarded good performers – perfect
4
attendance and excellent performance
The management provided opportunities for career
5
development (promotion from within)
6 The management seeks feedback from direct head.
7 my expected compensation is achieved
The office has good facilities and equipment such as air-
8
conditioned working space and computers.
9 My working schedule is suitable for my work tasks.
The management seeks feedback from the clients (students,
10
parents, and others external clients).
92
Appendix C: Proofs of Approval (Survey Questionnaire)

93
C U R R I C U LU M VITAE
NAME WYNE BRYAN D. ABARQUEZ
PERSONAL DATA
Nationality Filipino
Place of Birth Cagayan de Oro City
Address Blk. 7 lot 11 Golden Glow Village Pueblo

Cagayan de Oro City
Email abarquez.wyne@gmail.com
EDUCATIONAL BACKGROUND
Senior High School Xavier University Senior High School

Accountancy, Business, and
Management (ABM)
Junior High School Xavier University Junior High School

Master Ave. Pueblo
March 2017
Elementary School Golden Boulevard Elementary School

SPUC Compound T. Chavez Street
March 14
94
NAME LEN ALMIRA A. LAGANGGA
PERSONAL DATA
Place of Birth Butuan City
Address 21 St., Pabayo Augustine,

Cagayan de Oro City
Email lenmotchi@gmail.com

Management (ABM)
Junior High School Caraga State University,

Cabadbaran Campus
Curato St. Cabadbaran City
March 2017
Elementary School Tubay Central Elementary School

Tubay Agusan del Norte
March 2013
95
NAME LOURINNE JIUSEPPE C. LAZO
PERSONAL DATA
Address Agape Drive, Tibasak Macasandig

Cagayan de Oro City
Email lourinne.lazoo@gmail.com

Management (ABM)
Junior High School Xavier University Junior High School,

Cabadbaran Campus
Masterson Ave.
March 2017
Elementary School Rosevale School

Pueblo de Oro, Phase 4, Cagayan de
City
March 2014
96
NAME MARY ZULEKHA C. MARTURILLAS
PERSONAL DATA
Place of Birth Cagayan de Oro

City
Address San Juan II Lapasan,

Cagayan de Oro City
Email marturillaszulekha30@gmail.com

Management (ABM)
Junior High School Misamis Oriental General

Comprehensive High School
Don Apolinar Velez St. Cagayan de Oro
City
March 2017
Elementary School East City Central School

C.M Recto Cagayan de Oro City
March 2013
97
NAME KRIZIA Z. PABILLORE
PERSONAL DATA
Place of Birth Catarman, Camiguin, Province
Address Zone 2 Mendoza Compound,Patag,

Cagayan de Oro City
Email dudaiipabillore@gmail.com

Management (ABM)
Junior High School Eulalio Uayan National

High School
Bonbon, Sagay, Camiguin
March 2017
Elementary School West City Central School

Carmen, Cagayan de Oro City
March 2013
98
NAME SOPHIA YVONNE G. REALISAN
PERSONAL DATA
Address Regency Plains Subd., Iponan,

Cagayan de Oro City
Email realisansophiayvonne@gmail.com

Management (ABM)
Junior High School Xavier University Junior High School,

Masterson Avenue, Pueblo de Oro
March 2017
Elementary School Xavier University Grade School

Macasandig Campus
14th Street, Cagayan de Oro
March 2014
99
NAME DANNAH CHERRYZE D. RUZGAL
PERSONAL DATA
Address Gamolo St, Zone 6, Poblacion

Opol Misamis Oriental
Email dannahcherryze@gmail.com

Management (ABM)
Junior High School Xavier University Junior High School

Masterson Avenue, Pueblo de Oro
March 2017
Elementary School Xavier University Grade School

Macasandig Campus
14th Street, Cagayan de Oro
March 2014

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1

Background of the Study

Xavier University is known to be one of the prestigious schools in Cagayan de

universities that is considered as the first ever established university in Mindanao

community is composed of well-trained employees and licensed teachers.

monetary and non-monetary compensation paid to an employee. The university is

implementation and the development of its administration are well-deserved to their

only to their students but also to their employees.

Similarly, employees’ satisfaction is described as the employees’ happiness,

excellent effort. According to Chan et al (2011), employers that provide higher

salaries, strong reputation, and non-monetary benefits to their employees can

smoothly keep employees since employees’ satisfaction is achieved.

ought to be managed congruently: organizational culture, strategy, pay, and benefits

regular employees, there remains a dearth of correlational studies that have

investigated the said issue. As Fitz-enz (1990) asserts in a study on Employee

Retention in Education sector in India, there is a need to manage congruently and

a regular employee, this affects the satisfaction of a regular employee in the

the family member of the employee.

for employees’ satisfaction. In relation to this, there is a must to study this

phenomenon in response to the query of the said phenomena.

Statement of the Problems

This study aims to investigate the association of compensation and reward,

career development, job security, workplace environment, length of service to the

employees’ satisfaction of the regular employees at Xavier University through the

given list of the Human Resource Department.

Specifically, this paper sought to answer the following questions:

1. Who are the respondents of the study?

1.3 Length of Service

2. What is the relationship between the given compensation and

reward to the regular employees and its satisfaction in Xavier

University – Ateneo de Cagayan?

2.1 Leave Benefits

2.2 Retirement Plan

2.3 Health Benefits

3. What is the relationship between the given career development to

the regular employees and its satisfaction in Xavier University –

3.2 Local Scholarships

3.3 International Scholarships

4. What is the relationship between the given job security of the

regular employees to the employees’ satisfaction in Xavier

University – Ateneo de Cagayan??

4.1 Regularization of the employees

5. What is the relationship between the working environments of the

regular employees to the employees’ satisfaction in Xavier

University – Ateneo de Cagayan?

5.1 Well ventilated workplace environment

6. What is the relationship of the length of service and the satisfaction

of the regular employees in Xavier University – Ateneo de

7. What is the relationship of the benefits in general as the

independent variable to the employees’ satisfaction as the

dependent variable of the regular employees in Xavier University –

Afterwards, through the help of independent and dependent variables and

research statement of problems, the following hypothesis for each problem is

Null Hypothesis: There is no significant relationship between the

compensation and rewards and the employees’ satisfaction in Xavier

University – Ateneo de Cagayan.

Alternative Hypothesis: There is significant relationship between the

compensation and rewards and the employees’ satisfaction in Xavier

University – Ateneo de Cagayan.

Null Hypothesis: There is no significant relationship between the career

development and the employees’ satisfaction in Xavier University –

Alternative Hypothesis: There is significant relationship between the

career development and the employees’ satisfaction in Xavier