Thesis Template Final

MCA MONTESSORI SCHOOL
THE LEVELS OF JOBS SATISFACTION AND MORALE OF ELEMENTARY

TEACHERS IN MCA MONTESSORI SCHOOL
Samantha Aubrey Nogales

Stephanie A. Benga-Oras
Shyrine G. Cadorna
Kiez-l Reece E. Palas
Jayzel Maralli
Christopher Ramos
Christian Cereno
Enrico F. De Jesus
Submitted In Partial Fulfillment of the Requirement In PR II
Senior High School Department
MCA Montessori School
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Chapter 1
The Problem and Its Background
Introduction
Organizations are facing different kinds of challenges because of the
changing nature of working environment. Achieving desired outcomes for every
company requires increasingly productivity from the employees. Thus, job
satisfaction is one of the important factors that drive the employees to a better job
performance.
Job satisfaction depicts on how an employee works based on the things he
or she is receiving or experiencing on a certain workplace. According to Angeles V.
et. al (2015) one way to identify if employees are happy and satisfied in fulfilling
their jobs. However, happy employees decreased in number especially incorporate
world as employees stay longer in their job.
Moreover, most of organizations strive for employees’ satisfaction but not all
attain this goal. Usop et. al (2013) stated that there are several factors of
employees’ job satisfaction. The leading job satisfaction contributors include
respectful treatment of all employees at all levels, compensation or pay, benefits
and job security. To overcome low morale among personnel and job satisfaction
managers, need to pay attention to the attitude displayed by their workers as this
maybe signal it one’s personnel are satisfied or not.
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Hence, optimistic behavior of workers in workplace depends on how
employees view their job. Furthermore, perceptions of employees towards their job
have a strong impact on how they are going to perform their tasks (Bowen, et. al
2008, cited in International Journal of Social Economics, 2014).
It simply emphasizes that job satisfaction plays a vital role in an
organization or company. Job satisfaction boosts employees’ productivity that can
possibly help their career as so as the workplace itself.
The purpose of the study is to explore the relationship between job
satisfaction and job performance of the elementary teacher of MCAMS.
Furthermore, its main objective is to determine and identify the levels of job
satisfaction of the said employees.
Theoretical Framework
The theory that the researchers used was the Hierarchy of Need Theory. It
was developed by Abraham Maslow in the year 1943 on his Motivation and
Personality book published in 1984. Abraham Maslow proposed that an individual
have his or her specific needs that are arranged in a hierarchy which is prepared
on a five level pyramid. It was used to study the impact of job satisfaction of
employees performance; An application on faculty of science and humanity.
This theory indicates, that a person or an individual has five fundamentals
need which are;
1. Physiological - It includes protection and security from physical and emotional
needs such as food, shelter, clothes and financial etc.
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2. Security Needs - Includes security and protection from any harm such as job
security, insurance and fair treatment.
3. Affiliation Needs - Include belongingness, acceptance and friendship.
4. Esteem Needs - Includes the need to be empowered and motivated and it also
seeks for recognition, rewards and achievements.
As applied to this study, this theory holds that researchers would expect the
independent variable which is the job satisfaction to influence or explain the job
performance of elementary teachers of MCAMS because job satisfaction is the
basis of employee's job performance, and by the help of this theory the factors and
levels are identified to satisfy and motivate an individual. Abraham Maslow's
Theory builds structure of this study because it is important to identify the levels of
needs of the employees and to increase their productivity and performance at their
workplace.
Self-actualization
Need
Esteem Need
Affiliation Need
Security Need
Physiological Need
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Conceptual Framework
Demographic profile of the Factors that influence the job
respondents in terms of: satisfaction of employees:
A. Length of service A. Respectful of all employees B.
B. Age Compensation or pay
C. Gender C. Benefits and job security
D. Social status
E. Educational Attainment
F. Amount of salary /month
In order to have knowledge

about our respondents regarding
to our research, the impact of job
satisfaction on job performance of
the elementary teachers of
MCAMS. We will conduct a
survey, by handing out
questionnaires. Also we will be
having a face to face interview
with the corresponding
respondents
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In this conceptual framework, it indicates the demographic profile of the
corresponding respondents which includes the length of service, age, gender,
social status and the amount of salary they received monthly. There are also
factors that influence the job satisfaction of the employees like respectful treatment
of all employees at all levels, compensation or pay and benefits and job security of
the workers
For effective gathering of data and information we will conduct a survey and
face to face interview to prove if there is really a significance of impact of job
satisfaction on job performance of elementary teachers of MCAMS.
Statement of the Problem
This study aims to determine the impact of job satisfaction on job performance of
elementary teachers of MCAMS. Specifically, it seeks answers to the following
questions:
1. What is the profile of the respondents in terms of:
1.1. gender,
1.2. age,
1.3. civil status,
1.4. number of years in the company, and
1.5. monthly income?
2. What is the level of morale of the respondents in terms of the following job content
factors:
2.1. assigned duties and responsibilities,
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2.2. recognition and appreciation, and
2.3. promotion?
3. Is there a difference in the level of morale on the job content factors of the
respondents when they are grouped by profile?
4. What is the level of morale of the respondents in terms of the following job context
factors:
4.1.interpersonal relations,
4.2.leadership/supervision,
4.3.compensation (salary and benefits), and
4.4.company policy regulation and administration?
Hypotheses
Ho1: There are no significant effects of job satisfaction in work performance of
elementary teachers of MCAMS.
Ho2: Leading factors does not influence the job satisfaction of employees.
Scope and Limitation
This study is not concerned about the relationship of work performance
rating of respondents in terms of: diversity of learners, curriculum content and
pedagogy, planning, assessing and reporting, learning environment, community
linkages, social regard for learning, personal, social growth and professional
development. It also include job satisfaction rating in terms of: school policies,
supervision, pay, interpersonal relations, opportunities for promotion and growth,
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working conditions, work itself, achievement, recognition, responsibility among
elementary teachers in MCA MONTESSORI SCHOOL.
Significance of the Study
The aim of the study was to identify the level of job satisfaction and morale of
elementary teachers of MCAMS. The findings of this study would benefit the
following key players;
1. To the employers and organization
To meet the working needs of their employees and to give staffs a
better feeling of belonging and worth.
2. To the employees and job seekers
It is beneficial to be aware and improve their job performance and to
become more asset to the company.
3. To the students
To inform how job satisfaction and morale affects job performance.
4. To the instructors
To provide new learnings for them to guide the students eagerly on
their upcoming journey.
5. To the future researchers
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This study can be a reference or guide for related literature.
Furthermore, it serves as the preview of their study instead of
scrutinizing a broad detail on different sources.
Definition of Terms
Challenge - Something that by its nature or character serves as a call to battle,
contest, special effort, etc. (Retrieved on July 5, 2017 from http://
www.dictionary.com/browse/challenge)
Compensation - the act or state of compensating, as by rewarding someone for
service or by making up for someone's loss, damage, or injury by giving the injured
party an appropriate benefit. (Retrieved on July 5, 2017 from http://
www.dictionary.com/browse/compensation)
Employee - an individual who works part-time or full-time under a contract of
employment, whether oral or written, express or implied, and has recognized rights
and duties. (Retrieved on July 5, 2017 from http://www.businessdictionary.com/
definition/employee.html)
Impact - measure of the tangible and intangible effects (consequences) of one
thing's or entity's action or influence upon another. (Retrieved on July 5, 2017 from
http://www.businessdictionary.com/definition/impact.html)
Job Performance - the work related activities expected of an employee and how
well those activities were executed. Many business personnel directors assess the
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job performance of each employee on an annual or quarterly basis in order to help
them identify suggested areas for improvement. . (Retrieved on July 5, 2017 from
http://www.businessdictionary.com/definition/job-performance.html)
Job Satisfaction - Job satisfaction can be influenced by a person's ability to
complete required tasks, the level of communication in an organization, and the
way management treats employees. (Retrieved on July 5, 2017 from https://
www.boundless.com/management/textbooks/boundless-management-textbook/
organizational-behavior-5/drivers-of-behavior-44/defining-job-
satisfaction-231-7247/)
Organization – a social unit of people that is structured and managed to meet a
need or to pursue collective goals. All organizations have a management structure
that determines relationships between the different activities and the members,
and subdivides and assigns roles, responsibilities, and authority to carry out
different tasks. Organizations are open systems--they affect and are affected by
their environment. (Retrieved on July 5, 2017 from http://
www.businessdictionary.com/definition/organization.html)
Productivity – a measure of the efficiency of a person, machine, factory, system,
etc., in converting inputs into useful outputs. (Retrieved on July 5, 2017 from http://
www.businessdictionary.com/definition/productivity.html)
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Service - intangible products such as accounting, banking, cleaning, consultancy,
education, insurance, expertise, medical treatment, or transportation. (Retrieved
on July 5, 2017 from http://www.businessdictionary.com/definition/services.html).
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Chapter 2
Review of Related Literature and Studies
This chapter presents the different related sources utilized by the
researchers in understanding this study on the “Level of Job Satisfaction and
Morale of elementary teachers of MCAMS”.
Foreign Literature
Several literature written by foreign proponents were read and consulted by the
researchers in order to have a better understanding of the present undertaking.
According to Boundless (2016), a site that do have a topic of Drivers
of Behavior, stated that job satisfaction plays big role in a certain work place. It
helps every employee avoid absents, tired days and day-offs because they are
enjoying their work that affects the whole team. Employees willingness to join
every task will boost and put so much effort on it once they feel satisfied.
Boundless (2016) cites the methods for increasing job satisfaction by giving job
training, incentives, and different benefits.
Furthermore, Lestari (2012) said that the collection of feelings and
beliefs that people have about their current job pertains to Job Satisfaction while
Job Performance is a work performance that being shown by people in terms of
expected quantity and quality of their job. It is said that an organization guarantee
that a worker does his/her job well by providing rules and regulations and rewards
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and punishments. He emphasizes that when a worker's attitude is related to his/
her job performance, job satisfaction will affect job behavior.
Similarly, Birmingham (2012) stated that higher level of determination
or employee’s feeling that he or she is existing at workplace has a positive effect
on employee’s well-being and gives them job satisfaction.
Upadhyay and Gupta (2012) concluded that communication plays a
vital role in increasing the satisfaction of an employee. High morale of an
employee is directly inclined with their satisfaction. Welfare measures and work
experience does not show relativity with the employees’ satisfaction. Therefore, its
recommended that company should provide for adequate welfare measures but
should not burden itself by increasing the cost part of it in greed to earn the
competitive edge and declare itself as most desired company. Other factors like
good and open communication, providing motivating factors, empowerment etc.
should be taken into consideration for increasing the employee satisfaction level.
Based on Performance Magazine (2015), employee satisfaction
means and how does it differ with employee engagement. The magazine stated
that employee satisfaction pertains to employees' happiness about on his/her
work. The concept of this word (employee satisfaction) is implying that the workers
are being committed on their work if they are feeling happy and satisfied.
MacVean (2013) found out that there's a better way of boosting
employee's productivity at work. Employers who are giving awards to their
employees won't triggers them to do better. Therefore, an employer who wants to
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have a high satisfaction with their employees should start giving money to have
their freedom of handling what they are really wanted to receive.
In addition, based on Forbes Magazine (2016), managers should
create incentivized goals, incentives like watches, monthly home cleaning services
and a trip to places might not be in every business’ budget. Find or search out
what your employees see as an added value and start from there. Regularly
acknowledge accomplishments, people tend to have their hard work recognized.
Saying praising words that can help to boost employees’ performance is
necessary. Giving positive recognition is one way that has a massive impact on
morale. Keep employees on the loop, this resonates positively by ensuring
everyone feels like part of the team and stays-in-the-know.
In contrary, McFarlin (2017) asserted that if there's no satisfaction
between employees/workers, there will be an absence of productivity in the
workplace. Job stress is one of the effects of low job satisfaction saying that,
workers who are feeling unsatisfied experience stress that results to them not to
enjoy their job. Poor overall morale is something to do with their attitude. It is said
that an individual's negative aura easily spread and makes other workers feel
negative too. Lack of productivity is the result of low job satisfaction and low
employee morale. Employees will decline the productivity if one of them can't
focus on his/her work.
An online news site, Chicago Tribune (2013), carried out a survey in
the workers of transportation and utilities. It results that there are still some
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workers who are feel unsatisfied but the good thing is, there are more workers who
feel satisfied with their work.
Moreover, according to Lynn Franco (2012), job satisfaction has
been sliding for years across all age and income brackets. To build trusts, bosses
should aim for good communication with staffs, while keeping them challenged
and engaged. “Employers have to get better at eliminating the energy vampires
that are sucking everyone dry and understand that what makes work fun for
people is being highly productive and successful.” Emmerich said.
Local Literature
Literature written by Filipino authors were used as a basis for the present
investigation.
Managers nowadays considered job satisfaction as one of the complex
areas they encountered when it comes to managing their employees. The impact
of job satisfaction to the workers affects their productivity and creativity. Hence,
satisfactions of employees have not even received proper attention from neither
government, experts, nor managers of various business organizations (Toledo,
20l4).
In connection, Calaguan (2016) stated that job satisfaction refers to
people’s reactions and feelings towards their respective jobs. It is an indicator of
emotional well-being or psychological health. Moreover, subjective well-being
pertains to how people evaluate their lives which may include cognitive judgments
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and affective evaluations. With the aim of knowing the possible relationship
between job satisfaction and subjective well-being.
Additionally, Mithra (2013) pointed out that job satisfaction is recognized as
a critical issue in the organization job satisfaction was defined in many ways, but in
a narrow way. It is the response of an employee to his or her job. Job satisfactions
of an employee also have factors that affect its performance towards the job. To
enumerate, factors that drive the employees to have unsatisfying job content are;
having lack of job security, unfavorable working conditions, low salaries, work
stress, and lack of proper orientations and trainings (Graaf-Zijl, 20l2).
In the journal of Sharma (2012), being optimistic leads to new perspectives
and opportunities. In addition, being a critical thinker results in having positive
attitude. However, negative emotions will affect person’s mindset whereas it can
change your thinking from being open to narrow minded. People who practice
positivity are more likely to build new skills and social connections, acquire new
knowledge and reach for bigger goals.
Moreover, Derming (2014) discussed that leaders of the organization has
the ability to create a high level of job satisfaction. A motivating environment is one
that gave workers a sense of pride on what they do. The aim of leadership should
be to improve the performance of man and machine, to improve quality.
Hence, Pilarta (2015) described that a business' success or downfall is a
result of the employees’ performance. The author also determined the factors that
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affect job satisfaction of teachers at Abra state Instituted of sciences and
technology.
In that case, according to Adina (2015), Filipino workers who have a longer
length of years in working are the ones who feel unsatisfied compared to the
employees who have a shorter length of years or just graduated. She also shared
that employees' satisfaction affects the employers and highlighted the regular
salary reviews that makes them more committed on their work, as well as the
training and different programs. She also added that even if an employee is
satisfied, he/she is still deciding to shift for a new career and it results them to
become more successful with a higher percent.
Likewise, Jayaram (2015) reported that employees in the Philippines are
less satisfied with their jobs. Length of their service and levels or position in the
organization has an impact on their satisfaction at their job. The author
concluded that a new employee has greater satisfaction, than those employees
who are more than a year. Factors that affect employee satisfaction are salaries
and wages, Incentives, and other benefits.
In contrary, Hernandez (2017) revealed that Filipino workers or
employees are the happiest and the most satisfied workers in Southeast Asia
according to the Job Street survey. She also added that Filipino workers,
especially those who are just starting their career by now are the happiest
because they tend to look for the future ahead of them that results to a better
performance and job satisfaction. However, she included some factors that
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highly affect Filipino workers to be unsatisfied with their work such as low
wages, training and other benefits.
Foreign Studies
Studies conducted by foreign authors were utilized by the researchers for better
understanding to the present study.
Shmailan (2016) asserted that employee satisfaction and employee
engagement is directly inclined with one another. It is also essential for the
organization to identify factors that satisfy and motivates their employees. If an
employee has low engagement, it tends to result in poor performance.
Understanding the whole organization is important as the employees become the
ambassadors. Making an employee engagement plan can help increase the
productivity at workplace.
Furthermore, Indermun (2014) stated that staff’s job satisfaction and
motivation to work is important to achieve and sustain themselves if they want
to remain competitive and produce valuable products.
On the journal of Rewa (2015), it discussed the differences between high
morale and low morale among employees. It shows that if an employee has a high
morale, he will be happy and satisfied that makes him/her contribute meaningfully.
It will make the whole organization benefit and sustained their specific target.
Moreover, based on SHR Magazine (2016), there are aspects of job
satisfaction and factors directly related to employee engagement; career
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development, compensations and benefits, the environment or workplace, the
relationship between management and engagement behavior. Things such as
respectful treatment of all employees at all levels, compensations and benefits,
and job security are the most leading job satisfaction contributors.
Similarly, according to Bakotic (2016), there's a connection between
organizational performance and job satisfaction. It highly shows that organizational
performance is depending on their worker job satisfaction. Additionally, workers
who have their satisfaction, lends their time with their work and even use their
personal time just to use it on their work. It can be seen among their performance.
Each worker's productivity contributes to whole organization, that's why there is a
strong connection between them.
Under those circumstances, Ms. Vartikka Indermun (2012) asserted that an
academic in Human Resource Management, was necessary to the organizations
to ensure their employees were giving their best to perform in the workplace to
maintain a competitive advantage over other organizations. The study shows that
happy employees are more enthusiastic and display high levels of performance
and productivity. While droopy employees show signs of low productivity, and may
frequently absent from work. Managers need to understand that a positive work
life can lead to increase in employee’s performance. Having low job satisfaction
can lead to low morale.
Accordingly, Vikram et. al, (2014), reported that HRM Practices such as
orientation, training, teambuilding, rewards, performance appraisal and
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compensation have significance effect of employees’ job satisfaction. According to
Mitchell and Lasan (2013), tells us that job satisfaction and job performance of
employees are frequently studied attitude.
In relevance, Kyndt (2015) applied a study to analyze the reasons why
some employees look for another job and others stay in their current workplace.
The study concluded that, learning opportunities has a very crucial role when it
comes in retention. It has significant purpose where one can able to learn new
things on the job that will enable the employee to be creative and influence other
co-employees. Thus, employees who feel comfortable in the organization stay
longer in their job.
As what discussed in Entrepreneurial Article (2013), 40% of the general
population employees in the U.K. said they believed their leader behaved in an
ethical way. The researchers found out that 21% of U.K. employers categorized
themselves as a “purposeful” leaders. They also gave themselves a high rating
when it comes to communicating a clear vision and their commitment to
stakeholders. 46% of employees who thought their leader behaved ethically are
also satisfied with their job. “The traditional focus on leader behaviors only goes so
far as to develop their ability to perform in a role.” Shantz explains.
In either case, a workplace in Ondo State, Nigeria (2015), implies that a
good communication and interaction highly creates good morale between
employees and their environment. The employees will be motivated if there is an
understanding according to this journal. And by that, productivity will also increase.
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As what is stated on this journal, there are some factors that makes the employees
work better like the ambiance and characteristics of the place. Comfortableness in
the place and the people helps the workers not to start accidents and associate
with findings among their co-workers.
Local Studies
Francisco (2015), tells that it is significant to understand the influence of
Job satisfaction of employees on their productivity at work, The findings of the
study indicates relationship of job satisfaction and performance at work. The way
managers or management treats their employees has an effect or impact on its
productivity, if they treat an employee well and fairly, Employees will help in to
boost the business or organization. If they treat an employee as nothing,
Employees will not engage themselves in the business.
Nevertheless, Noe, et al. (2013), asserted that job satisfaction has three
aspects. Values are one of the aspects of a job satisfaction. These are related to a
person’ consciously and unconsciously desires to obtain. People will be satisfied
with their jobs as long as they perceive their jobs meet their important values.
Having values help to avoid misunderstandings between the person they socialize
within the organization. Core values, behavior and attitude may represent the
company’s credibility. The second aspect of job satisfaction are ideas whereas
employees have different views on their job. In here, employees do not mind going
through difficult times when they believe there is a brighter future ahead because
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there is an innovation in their mind. They look for an appropriate solution than to
think for a problem without finding solution. The perception is the third aspect of
job satisfaction. Job satisfaction is not always based on the purpose and full
measurement of the situation. Each person compares the job satisfaction to his or
her values, and people are likely to differ in what they perceive.
Thus, Folkman (2013) states that there are factors in order to increase
employee job satisfaction in the workplace. Continuous communication is included
to have a higher level of job satisfaction. Having good communication inside the
workplace can make the stressful environment easy. There is also collaboration.
Cooperation within the team or within the company is a must whereas each
employee will feel comfortable towards each other. Furthermore, sharing and
dividing the tasks is a good strategy to have a successful business and satisfied
employee. Hence, good decision making in a short period of time is a necessity in
the organization.
Additionally, according to Colquits, 2010 (cited in Aballde, 2014), job
satisfaction is associated on job performance of an employee and their
commitment to their work. The authors asserted that if an individual is satisfied
with their work because of some factors such as increasing of wages office
parties, and benefits they will engagement in the organization and will stay for a
longer time.
Likewise, Bucchan (2016) depicts the connection of job performance and
job satisfaction, without setting aside the importance of these variables into
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organizations. The author also determined the three factors inclined in identifying
performance of an individual. Motivation is the ability to do the job in the workplace
or environment. These factors portray an important role on the performance and
behavior of an employee.
In connection, Griffin and Moorhead (2012) discussed that employees
remain satisfied in their job as long as they are stay employed, that is, meet at
least the minimum role expectations. Additionally, a satisfied worker tends to be
absent less often, have positive contributions and stay longer with the
organization. In contrast, a dissatisfied employee may be absent more often, may
experience stress that interrupts co-workers and may be continually looking for
another job.
Capalleras (2012) asserted that the level of educational attainment of an
employee’s many affect their level of job satisfaction in a certain workplace
whereas benefits and incentives of an organization to their employees may vary
depending on their degree of completion.
In relation to Capalleras, Ontolan (2015) concluded that an employee will
pursue to work harder if there's an arranged activity that will test their flexibility to
handle each one of it. By that scene, it will boost their motivation and skills to
execute all those activities that will results them to be a powerful asset of their
company
Ngamb (2013) revealed that there is a relationship between leadership and
morale, and those leadership competencies such as communication, fostering
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trust and team building set a clear direction for the college impact on morale. It is
recommended that morale surveys should be conducted to obtain the requisite
information before developing strategies that relate to employee morale, retention
and performance.
Finally, Shants (2015) explains that instead, what is required is a
development of the whole person, while accepting that it is impossible to mold all
individuals into a uniform model of morals and ethics. The traditional focus on
leader behaviors only goes so far as to develop their ability to perform in a role.
Synthesis and Relevance of the Related Literature and Studies
Franco and Upadhyay concluded that communication plays a vital role in
increasing the satisfaction of an employees.
Based on Forbes magazine, Macvean and Lestari management should provide
rules and regulation, incentives and rewards to boost employees productivity and
their accomplishment at work.
Boundless, McFarlin and in performance Magazine reveals that job
satisfaction helps to avoid absenteeism and maintained their willingness in
contributing efforts in sustaining the growth of the business.
According to the Survey of Chicago Tribune the number of satisfied workers is
greater than the unsatisfied workers.
Birmingham found out that the high level of determination has a positive
effect of employee’s performance.
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Folkman and Ngamb reveal that to increase job satisfaction of employees it
must have a good communication to avoid discomfort to each other that can build
trust and can make things easy.
Shants, Griffin, Moorhead and Francisco explains that the way Managers
treats their employees has an impact on its productivity. Managers should accept
that it is impossible to mold an individual into a uniform model. To avoid
dissatisfied employees and to stay longer with the organization management
should treat their employees fairly.
According to Noe, job satisfaction has three aspects, first aspects is the
values of an employees that can help to avoid misunderstanding between the
organization. Second, are the ideas whereas employees have different views on
their job and lastly the perceptions of every employees in the workplace.
Capalleras, Ontolan, Colquits and Bucchan tells that increasing the benefits
and incentives of an employees can boost their performance and skills to execute
all the activities of the company.
According to Kyndt, Vikram Jeet and Sayeedazzafar practices, orientation,
learning opportunities and trainings where one can able to learn new things on the
job have a significant effect in employee’s job satisfaction and performance.
Indermun and Rewa discusses differences between High morale and Low morale.
High morale leads to high level of performance and Productivity of the employees
that makes them happy and satisfied to contribute meaningfully while low morale
employees are unpassionate and shows low productivity and absenteeism.
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Based on SHR Magazine, Indermun and Nigeria that having an interaction,
good communication and motivations like high compensations and benefits can
strengthen their determination to remain competitive and increase their
productivity.
Shmailan and Bakotic asserted that Highly engaged and committed
employees results to Job satisfaction and contented to their Job Performance.
In the Article of entrepreneurial states that leader can influence the employees’
satisfaction and performance towards their job.
According to Hernandez,Perming,Graaf Zil, Adina,Jayaram having low
salaries, benefits and incentives can result to unsatisfied and low job performance.
Sharma and Calaguan explain that having positive and optimistic mindset about
their jobs can result to job satisfaction.
Toledo concluded the impact of job satisfaction to the workers affects their
productivity and creativity.
Pilarta and Mithra reveal that the success of the business depends on the
employees performance and satisfaction.
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Chapter 3
Methodology
This chapter centered on the method that would be used to gather data for
the purpose of this study. This chapter described the research design, population
and sampling, respondents of the study, research instrument, validation of
instruments, data-gathering procedure, and statistical treatment of data. Other
issues it examined our reliabilities of the instrument gathering.
Method of Research
The study used descriptive method design that intended to collect data and
gather information that would describe the level of job satisfaction and morale of
elementary teachers of MCAMS
Population, Sample Size and Sampling Technique
MCA Montessori School is currently having approximately 2 branches all
over the Metro Manila and the research was conducted in AFPOVAI Fort Bonifacio
Taguig City because of considering the limited and money.
A non-random sampling was used to select those 20 respondents among
50 employees working in MCAMS to determine the characteristics of a population
and the objective of the research.
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Description of Respondents
The researchers conducted the study at MCA Montessori School (AFPOVAI
Branch), Taguig City. The respondents were chosen from the regular and irregular
employees by using non-random sampling technique. To gather information on
employee’s satisfaction, a sample of 20 respondents asked to conduct the study.
The sampled respondents or employees were characterized based on their age,
gender, social status, educational attainment, length of their service and monthly
income.
MCA Montessori School elementary teachers (AFPOVAI Branch Taguig
City) were chosen as the respondents because it is accessible and feasible.
Elementary teachers of MCAMS provided the data needed to determine the level
of Job Satisfaction and morale of employees.
Research Instrument
The questionnaire was used to identify the impact of job satisfaction on job
performance of elementary teachers of MCAMS.
Respondents were asked to rate their answers using Likert Scale ranging 1
(representing the strongest disapproval) to 5 (representing the most positive
attitude towards the statement). The questionnaire was taken from Cagampan
(2018) and these constructs have been used and validated in previous studies to
measure the job satisfaction and performance of employees.
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The questionnaire was used to assess and establish an idea regarding the
level of job satisfaction of employees in terms of nine facets (pay, promotion,
supervision, fringe benefits, employee’s rewards, operating procedure, co-workers,
nature of work and communication).
Data-Gathering Procedure
A field survey was conducted to collect data. Field studies were realistic
because they study the phenomenon in their natural setting. The researcher
collected primary data pertaining to job content and context factors related to job
satisfaction: recognition, promotion, interpersonal relations, compensation and
leadership or supervision. Thus, the principal method of data collection used
questionnaires to obtain the required data, it is chosen as if it affords the
advantages of speed, cost and versatility.
The population chosen for this study was the regular and irregular
(contractual or seasonal) workers working at MCA Montessori School, Taguig City.
The sample size for this study was determined based on the rules of thumb to get
reliable and valid results and to avoid personal biases. A non-random sampling
method is followed to acquire information based on the characteristics of the
respondents and to achieve the objective of the study. Consent letter is approved
by the research instructor and from the office of the principal. Permission is asked
to the respondents to legally get their consent before answering the questionnaire.
29
After answering the questionnaires and collecting data from the respondents, the
researchers identified the mean and variance using the statistical treatment.
Statistical Treatment of Data
The following scales were applied to assess the Impact of Job satisfaction on Job
Performance of the employees in (MCA Montessori School).
OPTIONS VERBAL INTERPRETATION

5 Very High
4 High
3 Somewhat High
2 Low
1 Very Low
To settle the level of job satisfaction of the respondents in (MCA Montessori
School).
OPTIONS VERBAL INTERPRETATION

5 Very High
4 High
3 Somewhat High
2 Low
1 Very Low
Analysis of variance (F-test) was used to determine the significant difference of the
respondents in (MCA Montessori School) regarding the impact of job satisfaction
30
on Job Performance, when the respondents are group according to their
respective profile.
F= mean of square between
Mean of square within
31
Chapter 4
Presentation, Analysis and Interpretation of Data
The researcher conducted the study in MCA MONTESSORI SCHOOL,
among its rank and file employees. This chapter shows the summary of the
responses of the 20 respondents on different aspects of Job Satisfaction with
respect to their profile.
PROBLEM 1
Profile of the respondents
Table 1
Frequency and Percent Distribution of the
Respondents by Age
Age Frequency Percent (%)

20-29 years old 39 78
30-39 years old 11 22
40-49 years old 0 0
50-59 years old 0 0
60 years old and above 0 0
TOTAL 50 100
In the table above, of the 50 respondents, 39 with the equivalent of 78%
belong to age group of 20-29 years old whereas remaining 11 with the equivalent
of 22% are 30-39% years old. It is indicated that there were more young
employees in the Puregold FTI. As what Garcia, et. Al (2013) asserted, there is a
32
high chance of identifying the differences in job satisfaction by means of age. Most
of the respondents are young on handling the job they were assigned of. In
connection to what Garcia et. al (2013) said, younger employees are having their
wants to get more experience and knowledge for them to gain positive thoughts
and vision on the job they are going to pursue. But like what Burks (2017)
mentioned, the correction of age and job satisfaction may still depends on the
results of the survey.
Table 2
Respondents by Gender
Gender Frequency Percent (%)

Male 33 66
Female 17 34
TOTAL 50 100
Based on the above result, 33 or 66% of the respondents were male and 17
or 34% respondents were female. Thereupon, there were more male respondents
than females. In order to have a deeper knowledge on job satisfacton, it is efficient
to understand the factors that result in a positive outcome and gender is often
considered as an important variable in employee satisfaction. (Hodso,1989; Wiley
and Sons, 2015). According to Suki and Gugumbang (2010) male and female
33
have the same perspective on their job and they both have the same level of job
satisfaction but have a contransting views on organizational commitment.
Table 3
Respondents by Civil Status
Status Frequency Percent (%)

Single 39 78
Married 11 22
TOTAL 50 100
Based on the table above, 39 or 78% respondents of the study were single
and 11 or 22% were married. Most of the respondents are single than married.
Padmanabhan and Magesh (2016) claimed that there is a significant distinction
between the performance of an employee and their marital status in which single
or unmarried employee tends to do well than the married employee since their
commitment towards their family and other circumstances are relatively less than
married employees.
34
Table 4
Respondents by Years in the Company
Years in the Company Frequency Percent (%)

5 years and below 46 84
6-10 years 6 12
11-15 years 2 4
TOTAL 50 100
As shown in table 4, majority of the respondents have been with Puregold
FTI for almost 5 years and below, while 6 or 12% of the respondents have been
working for almost 6 to 10 years and the remaining 2 or 4% spent 11 to 15 years
working in Puregold FTI. In connection to what Hernandez (2017) reported that
filipino workers, especially those who are just starting their career by now are the
happiest because they tend to look for the future ahead of them that results to a
better performance and job satisfaction. However, she included some factors that
highly affect Filipino workers to be unsatisfied with their work such as low wages,
training and other benefits.
35
Table 5
Respondents by Monthly Income
Monthly income Frequency Percent (%)

10000 and below 23 46
10001- 15000 23 46
15001- 20000 4 8
20001-25000 0 0
25001 and above 0 0
TOTAL 50 100
Based on the table shown above, Puregold Employees salaries are ranging
from 10000 below with the equivalent of 23 or 46%. Similarly with the previous
result the monthly income 10001 to 15000 having an equivalent of 23 or 46% and
the remaining result 4 or 8% having a monrthly income of 15001 to 20000.
Greenwood (2017) stated that the amount of money varies that can be included as
one of the factors in job satisfaction. Moreover, income of an employee matters
with 91.9% with a higher value of monthly income rather than 82.1% who have a
lower value of income. In addition to that, Vermandere (2012) explained that when
an employee doesn’t pay fairly or less than what they expected, it has a negative
impact on their work motivation. But according to the survey, after a year when the
employees received their latest update of salary, 50% of the respondents were
36
satisfied with it and the percentage of those who were unsatisfied interms of work
varied very little.
Level of job satisfaction of the respondents
Table 6
Level of Respondent Employee’s Moral
in Terms of Duties and Responsibilities
Weighted Verbal
ASSIGNED DUTIES AND RESPONSIBILITIES
Mean Interpretation
1. I find my job so easy with people I work with 3.90 SATISFIED
2. I’m doing single task at a time 3.58 SATISFIED
3. I value what role my position plays in the
4.00 SATISFIED
company
GRAND MEAN 3.83 SATISFIED
In the table presented above, with the grand mean of 3.83 says that
employees are satisfied in their assigned duties and responsibilities. In the journal
of Sharma (2012), being optimistic leads to new perspectives and opportunities.
People who practice positivity are more likely to build new skills and social
connections, acquire new knowledge and reach for bigger goals. Factors that drive
the employees to have unsatisfying job content are; having lack of job security,
unfavorable working conditions, low salaries, work stress, and lack of proper
orientations and trainings (Graaf-Zijl, 20l2). Lestari (2012) said that the collection
of feelings and beliefs that people have about their current job pertains to Job
37
Satisfaction while Job Performance is a work performance that being shown by
people in terms of expected quantity and quality of their job. Moreover, job
satisfaction refers to the emotional feeling and perspective of employees towards
their work and organization and it depends on their experiences of an employee at
work and how the employers or managers treat their employees. (Nudrat et. al,
2011).
Table 7
Level of Job Satisfaction of the Respondents
In Terms of Recognition and Appreciation
Weighted Verbal
RECOGNITION AND APPRECIATION
Mean Interpretation
1. I am valued for my contribution at work. 4.22 SATISFIED
2. I received performance feedback on a
3.72 SATISFIED
regular basis from my superior.
3. I feel appreciated for the work I do when I
3.84 SATISFIED
think about what they pay me.
4. I feel my efforts are rewarded and
3.90 SATISFIED
appreciated.
As what the table shown below, with the weighted mean of 3.92 which
represents that the respondents are satisfied when it comes to recognition and
appreciation. MacVean (2013) found out that there's a better way of boosting
employee's productivity at work. Employers who are giving awards to their
employees won't triggers them to do better. Therefore, an employer who wants to
38
have a high satisfaction with their employees, should start giving money to have
their freedom of handling what they are really wanted to receive. According to
Boundless (2016) It helps every employee avoid absents, tired days and day-offs
because they are enjoying their work that affects the whole team. Employees
willingness to join every task will boost and put so much effort on it once they feel
satisfied. It cites the methods for increasing job satisfaction by giving job training,
incentives, and different benefits. Additionally, when people are satisfied with their
jobs, it will then result to a positive outcome such as organizational commitment,
loyalty and better life satisfaction. (Medina, 2011).
Table 8
In Terms of Promotions
Weighted Verbal
PROMOTIONS
Mean Interpretation
1. I’m satisfied with promotion I get. 4.02 SATISFIED
2. I get promotion with the salary and other
3.76 SATISFIED
monetary award.
3. Promotion is given to those who do well in
3.78 SATISFIED
the job.
Based on the table shown above, having the grand mean of 3.85,
equivalent to employees being satisfied on their promotions they are experiencing.
39
Kyndt (2015), applied a study to analyze the reasons why some employees look
for another job and others stay in their current workplace. The study concluded
that, learning opportunities has a very crucial role when it comes in retention. It
has significant purpose where one can able to learn new things on the job that will
enable the employee to be creative and influence other co-employees. Thus,
employees who feel comfortable in the organization stay longer in their job.
Furthermore, Vikram Jeet and Sayeeduzzafar (2014) reported that HRM Practices
such as orientation, training, teambuilding, rewards, performance appraisal and
compensation have significance effect of employees’ job satisfaction. Thus,
Derming (2014) discusses that leaders of the organization has the ability to create
a high level of job satisfaction. A motivating environment is one that gave workers
a sense of pride on what they do. The aim of leadership should be to improve the
performance of man and machine, to improve quality.
Table 9
In Terms of the Relationship with Co-Workers
Weighted Verbal
INTERPERSONAL RELATIONS
Mean Interpretation
VERY
1. I like to help people I work 4.50
SATISFIED
2. My superiors show interest in the feelings VERY
4.50
of their subordinates SATISFIED
40
3. Communication seems good in this VERY

5.00
company SATISFIED
VERY
4. I respect my co-employees 4.50
SATISFIED
5. I enjoy dealing with my co-employees in
VERY
sharing ideas and in other work related 4.50
SATISFIED
matters
6. I enjoy team-building and other well-
VERY
planned and organized recreation 4.50
SATISFIED
programs/activities
7. I have a good working relation with my
3.50 SATISFIED
superiors
8. I have a feeling of belonging at my place
4.00 SATISFIED
of work
The table above defines that, of the 50 respondents, the grand mean which
is 3.85 express that the employees are satisfied with their interpersonal relations
during their work hours. According to Folkman (2013), there are factors in order to
increase employee job satisfaction in the workplace. Continuous communication is
included to have a higher level of job satisfaction. Having good communication
inside the workplace can make the stressful environment easy. There is also
collaboration. Cooperation within the team or within the company is a must
whereas each employee will feel comfortable towards each other. Furthermore,
sharing and dividing the tasks is a good strategy to have a successful business
41
and satisfied employee. Hence, good decision making in a short period of time is a
necessity in the organization.
In connection, Noe, et al (2013) asserted that job satisfaction has three
aspects. Values are one of the aspects of a job satisfaction. These are related to a
person’ consciously and unconsciously desires to obtain. People will be satisfied
with their jobs as long as they perceive their jobs meet their important values.
Having values help to avoid misunderstandings between the person they socialize
within the organization. Core values, behavior and attitude may represent the
company’s credibility. The second aspect of job satisfaction is ideas whereas
employees have different views on their job. In here, employees do not mind going
through difficult times when they believe there is a brighter future ahead because
there is an innovation in their mind. They look for an appropriate solution than to
think for a problem without finding solution. The perception is the third aspect of
job satisfaction. Job satisfaction is not always based on the purpose and full
measurement of the situation. Each person compares the job satisfaction to his or
her values, and people are likely to differ in what they perceive.
Table 10
In Terms of the Work Condition and Environment
Weighted Verbal
LEADERSHIP/SUPERVISION
Mean Interpretation
42
1. My superior operates in an ethetical

3.78 SATISFIED
fashion
2. I am encourage my superior to enhance
3.60 SATISFIED
my knowledge, skills and abilities
3. I like my superior for being competent in
3.60 SATISFIED
doing his or her job
4. I am motivated by my superior to work at
3.60 SATISFIED
best
5. My superior promotes satisfactory
cooperation and support to guide me in 3.64 SATISFIED
doing my work
6. I am working with standard supervision by
3.62 SATISFIED
my superior
According to what Table 8 depicts, the level of job satisfaction and morale of
the employees in terms of leadership/supervision shows a grand mean of 3.66
which pertains that they are satisfied.
Derming (2014) discusses that leaders of the organization has the ability to
create a high level of job satisfaction. A motivating environment is one that gave
workers a sense of pride on what they do. The aim of leadership should be to
improve the performance of man and machine, to improve quality. Furthermore,
based on Forbes Magazine (2016), managers should create incentivized goals,
incentives like watches, monthly home cleaning services and a trip to places might
not be in every business’ budget. Find or search out what your employees see as
43
an added value and start from there. Regularly acknowledge accomplishments,
people tend to have their hard work recognized. Saying praising words that can
help to boost employees’ performance is necessary. Giving positive recognition is
one way that has a massive impact on morale. Keep employees on the loop, this
resonates positively by ensuring everyone feels like part of the team and stays-in-
the-know.
However, Ngamb (2013) revealed that there is a relationship between
leadership and morale, and those leadership competencies such as
communication, fostering trust and team building set a clear direction for the
college impact on morale.
Table 11
In Terms of the Benefits and Compensation
Weighted Verbal
COMPENSATION (SALARY AND BENEFITS)
Mean Interpretation
1. I receive a satisfying employee benefits 3.90 SATISFIED
2. I am satisfied with the salary I receive
being which is fair for the amount of work 3.80 SATISFIED
that I do
3. I receive a salary increase from time to SOMEWHAT
3.40
time SATISFIED
44
4. I receive fringe benefits more than what I

3.50 SATISFIED
expect
The table above divulges that out of 50 respondents, the level of the
compensation, salary and benefits, are satisfied because of the value of grand
mean which is 3.65. Based on SHR Magazine, Indermun and Nigeria that having
an interaction, good communication and motivations like high compensations and
benefits can strengthen their determination to remain competitive and increase
their productivity. Likewise, Capalleras, Ontolan, Colquits and Bucchan tells that
increasing the benefits and incentives of an employees can boost their
performance and skills to execute all the activities of the company.
Likewise, according to Kyndt, et al. practices, orientation, learning opportunities
and trainings where one can able to learn new things on the job have a significant
effect in employee’s job satisfaction and performance. And also, SHR Magazine
(2016) enumerates the aspects of job satisfaction and factors directly related to
employee engagement; career development, compensations and benefits, the
environment or workplace, the relationship between management and
engagement behavior.
Things such as respectful treatment of all employees at all levels,
compensations and benefits, and job security are the most leading job satisfaction
contributors. Besides, on Forbes Magazine (2016), managers should create
incentivized goals, incentives like watches, monthly home cleaning services and a
45
trip to places might not be in every business’ budget. Find or search out what your
employees see as an added value and start from there. Regularly acknowledge
accomplishments, people tend to have their hard work recognized. Saying praising
words that can help to boost employees’ performance is necessary. Giving positive
recognition is one way that has a massive impact on morale. Keep employees on
the loop, this resonates positively by ensuring everyone feels like part of the team
and stays-in-the-know.
Table 12
In Terms of the Policy Regulation and Administration
COMPANY POLICY REGULATION AND Weighted Verbal

ADMINISTRATION Mean Interpretation
1. I am informed of company-wide events
3.98 SATISFIED
and programs
2. I am informed of changes occurinng in the
3.90 SATISFIED
company
3. I feel comments and feedback are taken
3.80 SATISFIED
into consideration
4. I am informed of developments and
3.80 SATISFIED
activities in my own department
5. I am enncourage to provide comments
3.70 SATISFIED
and feedback in the company
46
As what shown in the table above, the level of job satisfaction in terms of
the company policy regulation and administration out of 50 respondents, the
employees are considered satisfied with the grand mean of 3.82. Kyndt (2015),
applied a study to analyze the reasons why some employees look for another job
and others stay in their current workplace. The study concluded that, learning
opportunities has a very crucial role when it comes in retention. It has significant
purpose where one can able to learn new things on the job that will enable the
employee to be creative and influence other co-employees. Thus, employees who
feel comfortable in the organization stay longer in their job.
Pule et. al (2014) indicated that "most employees felt training and
development was fair and adequately offered by the university, particular in form of
scholarships that were given to the academic staffs. They also added that training
and development is pertinent in promoting employee efficiency and job
satisfaction, since the skills given help simplify work amongst employees’ hence
increased organizational productivity. Managers therefore ought to continuously
skill their workers if total job satisfaction and efficiency is to be realized within any
given organization"
Francisco (2015), tells that it is significant to understand the influence of
Job satisfaction of employees on their productivity at work, The findings of the
study indicates relationship of job satisfaction and performance at work. The way
managers or management treats their employees has an effect or impact on its
productivity, if they treat an employee well and fairly, Employees will help in to
47
boost the business or organization. If they treat an employee as nothing,
Employees will not engage themselves in the business.
Test of significant difference
Table 13
Significant Difference in the Level of Job Satisfaction
of the Respondents by Gender
Job Satisfaction Aspects F-value p-value Decision Remarks

Assigned duties and .493 .486 NON-
Accept Ho
responsibilities SIGNIFICANT
Recognition and .209 .649 NON-
Accept Ho
Appreciation SIGNIFICANT
.080 .779 NON-
Accept Ho
Promotions SIGNIFICANT
.174 .679 NON-
Accept Ho
Interpersonal Relations SIGNIFICANT
.001 .974 NON-
Accept Ho
Leadership/Supervision SIGNIFICANT
Compensation(Salary and .144 .706 NON-
Accept Ho
Benefits) SIGNIFICANT
48
Company Policy .012 .914

NON-
Regulation and Accept Ho
SIGNIFICANT
Administration
As shown in Table 12, of 50 respondents, there is not much significant
difference in the level of job satisfaction and gender. This indicates that gender, as
a chronological variable, is not a viable predictor of job satisfaction. Regarding
gender, it appears that there is no relationship between job satisfaction and
employee’s gender. (Ruiz et. al, 2013).
Table 14
of the Respondents by Age

Assigned duties and NON-
.135 .715 Accept Ho
Recognition and NON-
.753 .390 Accept Ho
NON-
Promotions 3.474 .068 Accept Ho
SIGNIFICANT
NON-
Interpersonal Relations .987 .325 Accept Ho
SIGNIFICANT
NON-
Leadership/Supervision 1.236 .272 Accept Ho
SIGNIFICANT
Compensation(Salary and NON-
3.649 .062 Accept Ho
49
Company Policy
NON-
Regulation and 1.820 .184 Accept Ho
SIGNIFICANT
Administration
Table 13 depicts that age does not affect job satisfaction of employees in
Puregold. “The relationship between age and work performance maybe an issue
of an increasing importance during the next decade. There is a widespread belief
that work performance declines with increasing of age. Results showed that age
was negatively correlates with job satisfaction.” (Usop, 2013) .
Table 15
of the Respondents by Civil Status

.260 .612 Accept Ho
Promotions 4.032 .050 Reject Ho SIGNIFICANT
NON-
Interpersonal Relations 1.239 .271 Accept Ho
SIGNIFICANT
NON-
SIGNIFICANT
50
Company Policy
NON-
SIGNIFICANT
Administration
As reviewed above, Table 14 shows that civil status is not significantly
affecting the job satisfaction of employees in Puregold. Furthermore, Dolan and
Gosselin (2017) did a research to investigate the impact of the “social
demographic indicators on life and work satisfaction” using the ANOVA analysis
and a contradictory result is discovered proving that “civil status does not explain
differences in job satisfaction”.
Table 16
of the Respondents by Length of Years in the Company

.068 .935 Accept Ho
.162 .851 Accept Ho
NON-
Promotions .245 .783 Accept Ho
SIGNIFICANT
NON-
Interpersonal Relations .097 .908 Accept Ho
SIGNIFICANT
NON-
Leadership/Supervision .039 .962 Accept Ho
SIGNIFICANT
51

.503 .608 Accept Ho
Company Policy
NON-
Regulation and .205 .815 Accept Ho
SIGNIFICANT
Administration
From Table 15, there is no significant correlation between job satisfaction
and the length of years in the company of employees in Puregold. Based on the
study of Kadtong(2013) on the relationship between communication satisfaction
and company commitment, it was resulted that the length of years that does not
appear to have the significance in the relationship with job satisfaction.
Table 17
of the Respondents by Monthly Income

.098 .907 Accept Ho
.486 .618 Accept Ho
Promotions 4.001 .025 Accept Ho SIGNIFICANT
NON-
Interpersonal Relations 1.874 .165 Accept Ho
SIGNIFICANT
NON-
SIGNIFICANT
52

Company Policy
NON-
SIGNIFICANT
Administration
The table shows that monthly income was not significantly correlated with
the job satisfaction of the employees in Puregold. According to Kabir (2011), there
are various factors which influence job satisfaction of an employee including salary
and compensation, promotion, working environment quality, leadership and work
tasks. Additionally, Rafiq (2012) asserted that rewards and incomes must be
provided to employee in order to achieve high performance and organizational
growth.
Chapter 5
Summary, Conclusions and Recommendations
Summary
This study aims to determine the level of morale and job satisfaction of
employees in Puregold. Specifically, it seeks answers the following: demographic
profile of the respondents including the years of their working experience and their
monthly income, the level of morale of the respondents in terms of the following
job content factors: assigned duties and responsibilities, recognition and
appreciation, and promotion, and the level of morale of the respondents in terms of
the following job context factors: interpersonal relations, leadership/supervision,
53
compensation (salary and benefits), and company policy regulation and
administration.
This research study used descriptive method to determine the level of
morale and job satisfaction of employees in Puregold, FTI. Non-random sampling
technique was utilized, including fifty (50) both regular and irregular employees as
the respondents in the study. The questionnaire was used to assess and establish
an idea regarding the level of morale and job satisfaction of employees in terms of
job content factors (assigned duties and responsibilities, recognition and
appreciation, and promotion) and job context factors (interpersonal relations,
leadership/supervision, compensation, salary and benefits, and company policy
regulation and administration). Analysis of variance (t-test) was used to determine
the significant difference of the respondents in Puregold (FTI) regarding the level
of morale and job satisfaction of employees.
Findings
1. As shown in table number 1, there are more employees aging 20-29 years
old working in Puregold, FTI.
2. In table number 2, it shows that male workers are dominant than female
workers working in Puregold, FTI.
3. The results indicated in table number 3 shows that most of the employees
working in Puregold, FTI are single.
54
4. Based on table number 4, there are many employees who work 5 years and
below in Puregold, FTI.
5. Table 5 reports the results of the monthly income of the employees, it
shows that most of the workers received 10000 and below and 10001-
15000.
6. The table number 6 shows the employees working in Puregold, FTI are
satisfied with their assigned duties and responsibilities.
7. The results from table number 7 shows that the employees who work in
Puregold, FTI are satisfied with the recognition and appreciation they
received.
8. In terms of promotions, the table number 8 shows that employees in
Puregold, FTI are satisfied.
9. Table number 9 present results for interpersonal relations, the employees
who work in Puregold, FTI were satisfied.
10. In table number 10, it is noticed that employees were satisfied to the
leadership or supervision they get in Puregold, FTI.
11. The employees in Puregold, FTI were satisfied when it comes to
compensation (salary and benefits) they acquired.
12. In relation to the company policy regulation and administration that shows in
table number 12, employees in Puregold, FTI were satisfied.
13. Table number 13 depicts that there is no significant difference in the level of
job satisfaction of the respondents by gender.
55
14. Based on table number 14, there is no significant difference in the level of
job satisfaction of the respondents by age.
15. The results indicated in table number 15 shows that there is no significant
difference in the level of job satisfaction of the respondents by civil status.
16. There is no significant difference in the level of job satisfaction of the
respondents by length of years in the company based on table number 16.
17. The table shown in table number 17, there is no significant difference in the
level of job satisfaction of the respondents by monthly income.
Conclusion
1. It shows that most of the employees start working in their early age as they
possess high level of energy to do assigned tasks. Also, to get experiences
and gain knowledge and vision on the job they are going to pursue in the
future.
2. There are more male employees than female in department stores, for the
work there requires more strength and energy to do tasks such as loading
and unloading of everyday supplies.
56
3. Being single or unmarried employee, implies that one can allot more time to
focus on individual work and other activities such as work related agenda
rather than social life.
4. Working for 5 years or below in a company, means that one may be new to
the job and needs more work experience as this can reflect to their job
satisfactory drastically.
5. Salary is one of the main factors that can increase job satisfaction of an
employee thus, bigger salary may mean higher job satisfactory level. In
contrary, jobs with less compensation could mean lower job satisfaction.
6. Employees work efficiently if they are empowered and motivated in
associating with their co-workers and focused on what tasks they are
assigned into.
7. It simply means that employees who receive recognition and appreciation
from their employers, boosts their productivity and triggers them to do better
in their job.
8. Most of the employees tend to stay on their current workplace if they are
satisfied on the promotion they are experiencing. It is significant that one
can able to learn new things on the job that will enable them to be creative
and influence other co-employees.
9. It is evident that having good communication inside the workplace can
make the stressful environment easy. Cooperation within the company is a
must whereas each employee will feel comfortable towards each other.
57
10. Keeping employees on the loop, means ensuring everyone feels like part of
the team and stays-in-the-know. There is a relationship between leadership
and morale, and those leadership competencies such as communication,
fostering trust and team building set a clear direction for the team and
employees to work productively.
11. High compensations and benefits strengthen employees’ determination to
remain competitive and increase productivity in the company.
12. The study shows that employees tend to stay and do better in the company
if they are aware of the company’s regulation and policies.
13. This indicates that gender is not a viable predictor of job satisfaction.
Gender appears that there is no relationship between job satisfaction and
employee’s gender.
14. It is found that age does not influence job satisfaction of an employee.
15. Civil status does not affect the satisfaction of an employee. Being married
or unmarried employee does not contribute to the satisfactory level of an
individual employee.
16. Length of years in the company does not appear to have the significance in
the relationship with job satisfaction.
17. Income that an employee receive monthly does not show significance on
the level of satisfaction of an employee.
58
Recommendation
In view of the discussion of findings of this study and subsequently
conclusion, it is imperative to make some suggestions for consideration:
Businesses such as department stores need more male workforce than
female, for the work requires strength and manpower especially when it comes to
loading and unloading of newly arrived supplies. In terms of age, employers
should look for young employees as they possess good characteristics such as
having high level of energy to do multiple tasks. Employers should increase
compensation such as monthly income of their employees as it boosts productivity
and strengthens their determination to do better in the company. Furthermore,
good communication should be observed as it plays an important role to develop
good relationship in the company. Consequently, being an effective leader one
must recognize and appreciate simple things that workers have done for it
motivates them to do better in their assigned tasks. Lastly, management should be
sensitive to employees and accept work related complaints.
59

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MCA MONTESSORI SCHOOL

THE LEVELS OF JOBS SATISFACTION AND MORALE OF ELEMENTARY

Samantha Aubrey Nogales

The Problem and Its Background

Organizations are facing different kinds of challenges because of the

changing nature of working environment. Achieving desired outcomes for every

company requires increasingly productivity from the employees. Thus, job

Job satisfaction depicts on how an employee works based on the things he

or she is receiving or experiencing on a certain workplace. According to Angeles V.

their jobs. However, happy employees decreased in number especially incorporate

world as employees stay longer in their job.

employees’ job satisfaction. The leading job satisfaction contributors include

respectful treatment of all employees at all levels, compensation or pay, benefits

maybe signal it one’s personnel are satisfied or not.

Hence, optimistic behavior of workers in workplace depends on how

2008, cited in International Journal of Social Economics, 2014).

It simply emphasizes that job satisfaction plays a vital role in an

organization or company. Job satisfaction boosts employees’ productivity that can

possibly help their career as so as the workplace itself.

The purpose of the study is to explore the relationship between job

satisfaction and job performance of the elementary teacher of MCAMS.

satisfaction of the said employees.

Personality book published in 1984. Abraham Maslow proposed that an individual

employees performance; An application on faculty of science and humanity.

This theory indicates, that a person or an individual has five fundamentals

need which are;

1. Physiological - It includes protection and security from physical and emotional

needs such as food, shelter, clothes and financial etc.

security, insurance and fair treatment.

3. Affiliation Needs - Include belongingness, acceptance and friendship.

seeks for recognition, rewards and achievements.

performance of elementary teachers of MCAMS because job satisfaction is the

levels are identified to satisfy and motivate an individual. Abraham Maslow's

Demographic profile of the Factors that influence the job

respondents in terms of: satisfaction of employees:

A. Length of service A. Respectful of all employees B.

B. Age Compensation or pay

C. Gender C. Benefits and job security

F. Amount of salary /month

In order to have knowledge

In this conceptual framework, it indicates the demographic profile of the

corresponding respondents which includes the length of service, age, gender,

face to face interview to prove if there is really a significance of impact of job

satisfaction on job performance of elementary teachers of MCAMS.

Statement of the Problem

elementary teachers of MCAMS. Specifically, it seeks answers to the following

1. What is the profile of the respondents in terms of:

1.3. civil status,

1.4. number of years in the company, and

1.5. monthly income?

2.1. assigned duties and responsibilities,

2.2. recognition and appreciation, and

respondents when they are grouped by profile?

4.3.compensation (salary and benefits), and

4.4.company policy regulation and administration?

Ho1: There are no significant effects of job satisfaction in work performance of

elementary teachers of MCAMS.

Scope and Limitation

This study is not concerned about the relationship of work performance

rating of respondents in terms of: diversity of learners, curriculum content and

pedagogy, planning, assessing and reporting, learning environment, community

supervision, pay, interpersonal relations, opportunities for promotion and growth,