BATAAN NATIONAL HIGH SCHOOL

Senior High

FACTORS AFFECTING THE JOB SATISFACTION OF RURAL

BANK OF LIMAY – BALANGA BRANCH EMPLOYEES

Researchers

DANICA P. DELGADO
ROSARIO J. DE LEON
PAULA LAE B. LEONES
MARIA ELIZA COLLEEN C. INDIANA

A Thesis Submitted In Partial Fulfillment

of the Requirements for Research Project

March 01 2018

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ACKNOWLEDGMENT

We would like to express our deepest appreciation and special thanks of gratitude

to (name of teacher), an English Teacher from (where) to do the proof read on the

research we have made as well as our Research Project teacher Ms. Aimee De Villa who

gave us the opportunity to do this research, FACTORS AFFECTING THE JOB

SATISFACTION OF RURAL BANK OF LIMAY-BALANGA BRANCH

EMPLOYEES which also helped us in doing this research. Without the guidance and

persistent help of our Research Project Teacher this dissertation would not have been

possible.

We would like to thank Rural Bank of Limay – Balanga branch for allowing us to

make a research about their employee’s benefits even it is confidential. In addition, a

thank you to all the employees of RB Limay that agreed to be our respondents. We, as the

researcher we would like to thank every one of us in the group of doing this research and

to all sacrifices and in finalizing this research.

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ABSTRACT

FACTORS AFFECTING THE JOB SATISFACTION OF RURAL

BANK OF LIMAY – BALANGA BRANCH EMPLOYEES
Researcher

DANICA P. DELGADO
ROSARIO J. DE LEON
PAULA LAE B. LEONES
MARIA ELIZA COLLEEN C. INDIANA
March 01 2018

AIMEE ROSE P. DE VILLA, LPT

Adviser

This study was conducted to investigate factors affecting employee’s job satisfaction

in rural bank of Limay- Balanga branch. Survey questionnaire were used for data

collection. Availability sampling was used to find participants for focus groups. Data

were analysed using Thematic Content Analysis (TCA). The results of this study gave an

insight on what are the major factors considered to achieve employee’s job satisfaction. It

also investigates the impacts of age, position and years of service on the attitudes toward

job satisfaction. The result shows that opportunities/benefits, working conditions and

relationship with co-workers and supervisor are the most important factors contributing

to job satisfaction. The overall job satisfaction of the employees in Rural Bank of Limay-

Balanga Branch is at the positive level.

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Rural bank play an important role not only in financing agriculture, but also micro

small and medium enterprises, which is a critical driver for the creation of high quality

jobs and underpinning the economic development of a country. This study attempts to

evaluate job satisfaction of employees in Rural Bank of Limay-Balanga Branch. It

focuses on the factors affect to job satisfaction and their impacts on the overall job

satisfaction of employees. It also investigates the impacts of age, position and years of

service on the attitudes toward job satisfaction. The result shows that

opportunities/benefits, working conditions and relationship with co-workers and

supervisor are the most important factors contributing to job satisfaction. The overall job

satisfaction of the employees in Rural Bank of Limay-Balanga Branch is at the positive

level. This research paper highlights some of these problems and presents a picture of

level of job satisfaction among employees of Rural Bank of Limay-Balanga Branch. It

also identifies unique issues of job satisfaction in the companies. Hence, this paper

presents a comprehensive diagnosis of job satisfaction indices of rural banks, the factors

causing the dissatisfaction & suggestions to improve them.

KEYWORDS: Job Satisfaction, Working conditions, Opportunities or benefits

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TABLE OF CONTENTS

CHAPTER I (THE PROBLEM AND ITS BACKGROUND

Introduction....................................................................................................................................9
Statement of the problem..............................................................................................................10
Significance of the study...............................................................................................................11
Scope and delimitation.................................................................................................................14

CHAPTER II (REVIEW OF RELATED LITERATURE).........................................................

Factors..........................................................................................................................................15
Field of work................................................................................................................................25

CHAPTER III (METHODOLOGY).............................................................................................

Research method…………………………………………………………………………32
Respondent of the Study…………………………………………………………………32
Sampling technique………………………………………………………………………33
Research instrument……………………………………………………………………...34
Validation of instrument…………………………………………………………………35
Data Gathering…………………………………………………………………………...36

CHAPTER IV (PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA)....37

CHAPTER V (CONCLUSION, IMPLICATION AND RECOMMENDATION).................45

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LIST OF TABLES

TABLE 1 AGE DISTRIBUTION

TABLE 2 DISTRIBUTION OF POSITION

TABLE 3 YEARS OF SERVICE

TABLE 4 I FEEL GLAD WITH MY PRESENT FRINGE BENEFITS

TABLE 5 I AM SATISFIED WITH THE SECURITY OF RURAL BANK OF

LIMAY-BALANGA BRANCH.

TABLE 6 I FEEL COMFORTABLE WITH THE REWARDS I GOT FOR

DOING A GOOD JOB IN THE BANK

TABLE 7 I AM COMFORTABLE WITH THE PROMOTION

OPPORTUNITY AVAILABLE TO ME AS THE ACCOUNTANT /

SUPERVISOR /MANAGER / TELLER /BOOKKEEPER /

SANITARY ENGINEER / GATEKEEPERS OR PROJECT

OFFICER

TABLE 8 THE MONTHLY SALARY IS SUFFICIENT TO MEET ALL

IMPORTANT EXPENSES

TABLE 9 I AM SATISFIED WITH THE BONUSES I RECEIVED FROM MY

EMPLOYER

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TABLE 10 I AM SATISFIED WITH CARE AND GOOD RELATIONSHIP

FROM SUPERVISOR

TABLE 11 I AM HAPPY WITH THE APPRECIATION I GOT FROM MY

CO-WORKER FOR THE CONTRIBUTION I MADE IN THE

BANK

TABLE 12 I AM HAPPY WITH COOPERATION I RECEIVED FROM THE

BANK (RB LIMAY) AND WORKMATES

TABLE 13 I ENJOY COLLEGIAL RELATIONSHIP WITH FELLOW CO-

WORKERS

TABLE 14 I FEEL FAIRY WITH THE DISTRIBUTION OF TASK

TABLE 15 I FEEL STRESS WHEN MANY PAPERS PUT IN MY TABLE

TABLE 16 SOLVING AND ANALYSING IS AN INTERESTING JOB TO ME.

(ACCOUNTANT)

TABLE 17 SERVING THE COMPANY AND CUSTOMER MAKES ME FEEL

TABLE 18 I FEEL COMFORTABLE WITH MY PRESENT LEVEL OF

RESPONSIBILITY IN MY JOB

TABLE 19 I ENJOY MUCH FREEDOM IN MY PLACE WORK

TABLE 20 I WOULD NOT LIKE TO BE TRANSFERRED TO ANOTHER

BRANCH/BANK

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LIST OF FIGURES

FIGURE PAGE

1 Research Locale Map…………………………… 00

2 Paradigm of the Research Process……………… 00

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CHAPTER 1

FACTORS AFFECTING THE JOB SATISFACTION OF RURAL BANK OF

LIMAY- BALANGA BRANCH EMPLOYEES

Introduction

Job is the work, task or duty that a person does regularly. Satisfaction is defined

as a happy or a pleased feeling. It said that the happier people are more likely to be the

more satisfied with their jobs. Job satisfaction depicts how satisfy an individual is with

his/her job. There are different factors that can influence individual’s satisfaction, these

are the level of pay and benefits, the quality of working and its condition, the social

relationship within co-workers, the fairness in job promotion and the job itself. Other

influences such as the management style and culture, employee involvement and working

as a team of the organization. Job design has an objective to develop and enhance job

satisfaction and performance methods including job rotation and job enlargement. Job

satisfaction among employees are frequently measured by organizations.

According to Wikipedia, Job satisfaction or employee satisfaction has been

defined in many different ways. Some believe it is simply how content an individual is

with his or her job, in other words, whether or not they like the job or individual aspects

or facets of jobs, such as nature of work or supervision. Others believe it is not as

simplistic as this definition suggests and instead that multidimensional psychological

responses to one’s job are involved. Researchers have also noted that job satisfaction

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measures vary in the extent to which they measure feelings about the job (affected job

satisfaction or cognitions about the job (cognitive job satisfaction).

Banks is a financial institution licensed to receive deposit and make loans. Rural

bank of Limay – Balanga Branch is originally located at National Road Orion Bataan.

They have different branches along Bataan. The one is located at Balanga Bataan near

Balanga market. As what we observed in all employees of Rural Bank of Limay –

Balanga Branch they are all closed to each other. They do their task productively and

efficiency. Employees of Rural Bank of Limay – Balanga Branch have the possibility of

being satisfied in their current job.

Statement of the Problem

This research aims to find out the Factors Affecting the Employees’ Job

Satisfaction in Rural Bank of Limay - Balanga Branch.

Specially, this study pursues the answer to the following questions:

1. What is the profile of the respondent based on:

a. Age

b. Gender

c. Interest

d. Position

e. Work habits/experience

f. Years of service

2. What are the factors that may affect the employee’s job satisfaction?

a. Working condition

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b. Opportunities for advancement

c. Workload or stress level

d. Respect from co-workers

e. Financial rewards

f. Relationship with supervisor

3. What is the effect of the employee job satisfaction in customer outcomes?

4. Does working environment influence job satisfaction among the employees of the

Rural Bank of Limay – Balanga Branch?

5. How does employees job satisfaction affected the following:

a. Promotion

b. Relationship with employees or co-workers

c. Job security

d. Relation with customer

e. Working condition

6. Does the choice and on-the-job training influence job satisfaction among

employees of the Rural Bank of Limay – Balanga Branch? How do say so?

a. Passion

b. Financial Assistance

c. Family Decision

d. Socio-cultural Factors

Significance of the Study

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This part of the study discusses the importance of knowing the factors that affect

the employees of Rural Bank of Limay – Balanga Branch from getting satisfied in their

chosen field or work.

Employment is important because it is an act where you engaging yourself on the

things you love and want. This study helps employees meet their satisfaction in terms of

their work. Employees go through the process and eventually get a job which essentially

makes them happy and satisfied. This study aimed at having an in depth investigation of

hidden factors that influence job satisfaction among employees Rural Bank of Limay –

Balanga Branch. The following will directly have benefit from the content of this

research.

Employee (public and private) – Employee satisfaction is of utmost importance for

employees to remain happy and also deliver their level best. Satisfied employees are the

ones who are extreme loyal towards their organization and stick to it even in the worst

scenario. Individuals hardly think of leaving their current jobs so it is essential to ensure

higher revenues for organization. Employee job satisfaction can be achieved through

several different methods. Managers can work closely with employees to develop better

work processes, employees can be given a more significant say in how their job is done

and managers can ensure that employees feel challenged at their job. Understanding the

positive impact of job satisfaction on employee productivity will help to justify the time

and expense involved with creating a satisfying workplace. Some benefits of the

employee to their job are health insurance, incentives, and perks. The companies or an

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organizations are required to provide health care to employees who work at least 30 hours

per week.

Company and Employer- the job satisfaction happened in the company, it will benefit

more because it can increase not only the sales that also the possibility that the company

will be famous. It will benefit the company knowing the different factors because they

can improve their system in terms of the satisfaction that the employees knows how to

handle the satisfaction of the employees it would be a win situation on both of them.

Customer – Satisfaction of customers start to satisfaction of employee first. Happier

employee make happier customers. It means that the customer will achieve their needs

and demand from a particular employee and it will serve as the main technique of having

loyal customers.

Scope and Delimitations

The main purpose of the study is to provide information regarding the work

satisfaction of the employee of Rural Bank of Limay – Balanga Branch and assess the

factors that affects them to be satisfied. The study considers personal profile such as their

age, gender, interest, work habits or experience, and year of service in the company. The

gathering of data may last for about 1 week and may vary depending on some

circumstances.

This study limits its coverage to those current fifteen (15) employees of Rural

Bank of Limy – Balanga Branch who is satisfied on their chosen field or work and only

covers the current workers of Rural Bank of Limay –Balanga branch.

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This study will not cover other institutions or bank in Balanga and also the other

branches of Rural Bank of Limay. The only respondents of this study are the empoyees of

Rural Bank of Limay – Balanga Branch. This study will not cover the function of every

financial institutions to others. It will not cover the customer of a particular bank or

financial institutions.

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CHAPTER 2

REVIEW OF RELATED LITERATURE

This chapter presents a selection of literature and studies that has a bearing on

present study. The researchers have gone through intensive readings of materials, both

printed and online, all of which has a great significance to the problem during the course

of thesis writing. Most of the literature gathered talks about the factors that affect the

nature of work, salary, advancement opportunities, management, work groups and work

conditions, which would be specialized in Rural Bank of Limay-Balanga Branch.

Job satisfaction or employee satisfaction has been defined in many different ways.

Some believe it is simply how content an individual is with his or her job, in other words,

whether or not they like the job or individual aspects or facets of jobs, such as nature of

work or supervision. Others believe it is not as simplistic as this definition suggests and

instead that multidimensional psychological responses to one's job are involved.

Researchers have also noted that job satisfaction measures vary in the extent to which

they measure feelings about the job (affective job satisfaction) or cognitions about the job

(cognitive job satisfaction). One of the most widely used definitions in organizational

research is that of Locke (1976), who defines job satisfaction as "a pleasurable or positive

emotional state resulting from the appraisal of one's job or job experiences". Others have

defined it as simply how content an individual is with his or her job; whether he or she

likes the job or not. According to Spectator (1997), it is assessed at both the global level

(whether or not the individual is satisfied with the job overall), or at the facet level

(whether or not the individual is satisfied with different aspects of the job).

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Job satisfaction represents a combination of positive or negative feelings that

workers have towards their work. Meanwhile, when a worker employed in a business

organization, brings with it the needs, desires and experiences which determinates

expectations that he has dismissed. Job satisfaction represents the extent to which

expectations are and match the real awards. Job satisfaction is closely linked to that

individual's behavior in the work place (Davis et al.,1985).

Job satisfaction is a worker’s sense of achievement and success on the job. It is

generally perceived to be directly linked to productivity as well as to personal well-being.

Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for

one’s efforts. Job satisfaction further implies enthusiasm and happiness with one’s work.

Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the

achievement of other goals that lead to a feeling of fulfillment (Kaliski 2007).

Job satisfaction can be defined also as the extent to which a worker is content

with the rewards he or she gets out of his more her job, particularly in terms of intrinsic

motivation (Statt 2004).

The term job satisfaction refers to the attitude and feelings people have about their

work. Positive and favorable attitudes towards the job indicate job satisfaction. Negative

and unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006).

Job satisfaction is the collection of feeling and beliefs that people have about their

current job. People’s levels of degrees of job satisfaction can range from extreme

satisfaction to extreme dissatisfaction. In addition to having attitudes about their jobs as

a whole. People also can have attitudes about various aspects of their jobs such as the

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kind of work they do, their coworkers, supervisors or subordinates and their pay (George

et al., 2008).

Job satisfaction is a complex and multifaceted concept which can mean different

things to different people. Job satisfaction is usually linked with motivation, but the

nature of this relationship is not clear. Satisfaction is not the same as motivation. Job

satisfaction is more of an attitude, an internal state. It could for example, be associated

with a personal feeling of achievement, either quantitative or qualitative (Mullins, 2005).

We consider that job satisfaction represents a feeling that appears as a result of the

perception that the job enables the material and psychological needs (Aziri, 2008).

Job satisfaction can be considered as one of the main factors when it comes to

efficiency and effectiveness of business organizations. In fact the new managerial

paradigm which insists that employees should be treated and considered primarily as

human beans that have their own wants, needs, personal desires is a very good.

Hoppock defined job satisfaction as any combination of psychological,

physiological and environmental circumstances that cause a person truthfully to say I am

satisfied with my job (Hoppock, 1935). According to this approach although job

satisfaction is under the influence of many external factors, it remains something internal

that has to do with the way how the employee feels. That is job satisfaction presents a set

of factors that cause a feeling of satisfaction. Vroom in his definition on job satisfaction

focuses on the role of the employee in the workplace. Thus he defines job satisfaction as

affective orientations on the part of individuals toward work roles which they are

presently occupying (Vroom, 1964). One of the most often cited definitions on job

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satisfaction is throne given by Spector according to whom job satisfaction has to do with

the way how people feel about their job and its various aspects. It has to do with the

extent to which people like more dislike their job. That’s why job satisfaction and job

dissatisfaction can appear in any given work situation.

A number of innovative studies have explained the power of a person's nature on

job pleasure. In this area for first study confirmed that a person results in job satisfaction

has strength over time. He or she can change their job or companies any time (Staw &

Ross, 1985). According to same study, childhood nature was realized to be statistically

linked to adult job satisfaction up to forty years later (Staw, Bell, & Clausen, 1986). The

issue even indicates that the identical double reared part in the job satisfaction is

statistically similar (Arvey, Bouchard, Segal, & Abraham, 1989). It has critics about this

writing (Davis-Black & pfeffer, 1989), a gathering body of data shows that variations in

job satisfaction. The workers can be traced it. In this part they can differ in their nature

(House, Shane, & Herold, 1996). These various research results show that there is in fact

a link between disposition or personality and job satisfaction. Although organization

cannot directly force employee personality, selection methods match employees and jobs

to ensure people that are selected and placed into appropriate job which will assist

improve their job satisfaction in workplace.

The importance of job satisfaction specially emerges to surface if had in mind the

many negative consequences of job dissatisfaction such a lack of loyalty, increased

absenteeism, increase number of accidents etc. Spector (1997) lists three important

features of job satisfaction. First, organizations should be guided by human values. Such

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organizations will be oriented towards treating workers fairly and with respect. In such

cases the assessment of job satisfaction may serve as a good indicator of employee

effectiveness. High levels of job satisfaction may be sign of a good emotional and mental

state of employees. Second, the behavior of workers depending on their level of job

satisfaction will affect the functioning and activities of the organization's business. From

this it can be concluded that job satisfaction will result in positive behavior and vice

versa, dissatisfaction from the work will result in negative behavior of employees. Third,

job satisfaction may serve as indicators of organizational activities. Through job

satisfaction evaluation different levels of satisfaction in different organizational units can

be defined, but in turn can serve as a good indication regarding in which organizational

unit changes that would boost performance should be made.

Job satisfaction is one of the important factors that had been the attention capture

of an organization. Globalization is the reason of rising competition, so the manager

focused on the great essential on the construct of job satisfaction. This may be due to

some research of many studies about job satisfaction and this satisfaction is a significant

determinant of organizational commitment. A satisfied employees will exert extra effort

and will become more productive and effectiveness to their organizations. Job

satisfaction is the reason of having better performance and the employees will become

more close to the company or organizations. Having concept of framework is also to have

conceptual clarity.

Job satisfaction is all about to an individual’s complex attitude towards his/her

job. It is a pleasurable emotional state resulting from the appraisal of one’s job as

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achieving as facilitating the achievement of one’s job value. According to Vroom (1964)

the term ‘job’ refers to worker’s immediate work task and work role in a particular work

organization. The behavioral perspective of an individual is the satisfaction coming from

their work. Individual must be goal oriented. Every human has great motivation and most

of actions are attempts to maximize satisfaction by fulfilling their goal with their

motivations, some of which are identified by Maslow (Maslow, 1943). According the

meaning of satisfaction in common usage, satisfaction occurs when one gets what he

needs, desires, wants, expects, deserves, or deems to be his entitlement. The concept of

job satisfaction can lead to better understanding on particular issues in job satisfaction.

According Hoppock job satisfaction has three dimensions. The sources of job satisfaction

are wages, work, promotion chances, supervision, work group, and working conditions.

Job satisfaction is the positive feelings or attitudes of every individual towards

their professions. High satisfaction is when somebody says that he really likes his job,

feels good in doing it. Ii is also the important technique to motivate the employees to

work more productively. Job satisfaction is one of the most popular and widely

researched topics in the field of organizational psychology (Spector, 1997). Locke (1976)

defines job satisfaction as a pleasurable or positive emotional state resulting from the

appraisal of one’s job or job experiences.

Employee satisfaction is a factor for the success of organizations. It is also been

recognized to have a major impact on many economic growth. Marcson (1960) presented

an argument and findings that suggesting of the ways to increase productivity in a

company.

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Banking sector essentially provides job to large number of individuals and thus it can

measure the job satisfaction level of employees. Job satisfaction is the contentment of an

individual from their working field. The acceptance of goals, willingness to work hard

and intention to stay with the organization is known as job satisfaction. Motivation is not

the same with job satisfaction. It is only way to inspire an employee to work efficiency

and productively. Human is the most important assets of an organizations. Nowadays,

success of an organization depends on the manpower of the company. Banks are no

exception to this. Employees of Bank are the assets for the company achieve their main

goals. If they are highly satisfied with their job they will work productively.

Ellickson and Logsdon (2002) support this view by defining job satisfaction as the

extent to which employees like their work. According to Schermerhorn (1993) defines

job satisfaction as an affective or emotional response towards various aspects of an

employee’s work. C.R.Reilly(1991) defines job satisfaction as the feeling that a worker

has about his job or a general attitude towards work or a job and it is influenced by the

perception of one’s job. J.P. Wanous and E.E. Lawler (1972) refers job satisfaction is the

sum of job facet satisfaction across all facets of a job. Abraham Maslow(1954) suggested

that human needa from a five-level hierarchy ranging from physiological needs, safety,

belongingess and love, esteem to self-actualization. Based on Maslow’s theory, job

satisfaction has been approached by some researchers from the perspective of need

fulfillment (Kuhlen, 1963; Worf, 1970; Conrad et al., 1985)

Job satisfaction and dissatisfaction not only depends on the nature of the job, it

also depend on the expectation what’s the job supply to an employee (Hussami, 2008).

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Lower convenience costs, higher organizational and social and intrinsic reward will

increase job satisfaction (Mulinge and Mullier, 1998; Willem et al., 2007). Job

satisfaction is complex phenomenon with multi facets (Fisher and Locke, 1992; Xie and

Johns, 2000); it is influenced by the factors like salary, working environment, autonomy,

communication, and organizational commitment (Lane, Esser, Holte and Anne, 2010;

Vidal, Valle and Aragón, 2007; Fisher and Locke, 1992; Xie and Johns, 2000).

Different people interpret compensation differently. In this paper compensation,

reward, recognition, and wages are terms used in different situations (Zobal, 1998). The

compensation is defined by American Association is “cash and non-cash remuneration

provided by the employer for services rendered” (ACA, p. 9). Salary was found to be the

prime factor for the motivation and job satisfaction of salaried employees of the

automobile industry from the results of the survey by Kathawala, Moore and Elmuti

(1990). The survey tried to assess the various job characteristics and the way the

employees ranked them as motivators and satisfiers. The results showed that

compensation was ranked as the number one job element for job satisfaction and increase

in salary for performance was ranked as the number one job element for motivation.

Compensation is very valuable tool for retention and turnover. It is also a motivator for

an employee in commitment with the organization which in result enhances attraction and

retention (Zobal, 1998; Moncarz et al., 2009; Chiu et al., 2002). It also works as

communicator when it is given to employee against his services which shows how much

an employee is valuable for its organization (Zobal, 1998).

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According to the study conducted by Friedlander and Margulies (1969), it was

discovered that management & friendly staff relationships contribute to the level of job

satisfaction. However, this result contradicts with view of Herzberg (1966) who

supported the view that supervision is irrelevant to the level of job satisfaction.

According to Frame (2004) work conditions are defined as an employee’s work place,

work instruments, the work itself, organization policy, and organizational rules. Arnold

and Feldman (1996), promoted factors such as temperature, lighting, ventilation, hygiene,

noise, working hours, and resources as part of working conditions.

The worker would rather desire working conditions that will result in greater

physical comfort and convenience. The absence of such working conditions, amongst

other things, can impact poorly on the worker’s mental and physical well-being (Baron

and Greenberg, 2003). Robbins (2001) advocates that working conditions will influence

job satisfaction, as employees are concerned with a comfortable physical work

environment. In turn this will render a more positive level of job satisfaction. Arnold and

Feldman (1996) shows that factors such as temperature, lighting, ventilation, hygiene,

noise, working hours, and resources are all part of working conditions. Employees may

feel that poor working conditions will only provoke negative performance, since their

jobs are mentally and physically demanding.

According to James Brown (2007), he defines fairness as equal treatment,

receiving the same services and benefits as other people. Fairness means different things

to different people, and our view of whether or not something is fair often depends on the

circumstances (Klesh, J. 1979). Competent employees are essential to the success of any

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organization. An important factor driving satisfaction in the service environment is

service quality. One school of thought refers to service quality as a global assessment

about a service category or a particular organization (PZB, 1988). Recently, it has been

argued that satisfaction is generally viewed as a broader concept and service quality is a

component of satisfaction (Zeithaml & Bitner, 2003). This is because satisfaction derives

from various sources, such as service encounter satisfaction and overall satisfaction. In

other words, a little satisfaction from each service encounter leads to overall satisfaction

with the service. Various studies discussed shows that job satisfaction has been studied

with relevance to co-worker behavior supervisor behavior, pay and promotion,

organizational factors and other work related factors. In some studies the employees were

highly satisfied or otherwise. The aim of this study is to determine the factors affecting

employee job satisfaction.

Maximum time of Man’s life spend at work place so a man satisfy his life if he

satisfy from his job. Five components affect the job satisfaction; work, pay promotion,

salary and recognition (Khalid Salman &Irshad Muhammad, 2011) Lethal C.(2007)

indicate no direct relationship between job satisfaction and level of education .

Women employees more satisfaction with their job and recognized (teaching) as

their ideal profession. Married employees were found to be more satisfied than their

unmarried colleagues. That the employees with higher rank reported less satisfaction and

more dissatisfaction than those who were in the lower rank.Sargent and Hannum (2005)

On the other Shah and Jalees (2004) say that job satisfaction increase as employees

progrees in rank.

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Alam (2013) conducted a research on the Job satisfaction of female workers in

different garment factories in Dhaka city and concluded the level of satisfaction is

positively correlated with level of wages they get. Zeal, Anwar and Nazrul (2012) in

their study on comparative Job satisfaction of senior male and female executives in

Bangladesh, showed that there are insignificant difference between male and female

executives regarding satisfaction in different facets of job. The direction of all these

studies on job satisfaction tends to be consistent to the self-reporting state of individual is

very much related to the job itself and one’s experience.

A research conducted in Chuka University in Kenya on employees’ satisfaction

and work environment by Peak Network Consultants Ltd, (2011) among 50 employees

which constituted of senior management, supervisory staff, teaching staff and non –

teaching staff. It revealed clearly that these employees were dissatisfied with

communication, it was therefore important for management to ensure smooth flow of

both up – down and down – up flow of information. Regarding work environment,

employees showed great dissatisfaction on different aspects including: physical working

conditions and materials provided to them to perform their work. For employees to be

productive, the management needs to avail the right equipment, facilities and materials

for employees to feel releaved. The organization should develop clear guidelines on

determining and selecting prospective employees for various training and development

opportunities. Boggie,(2005) maintains that in order to provide good service, the quality

of employees is critical to ensure success. It is for this reason that the area of job

satisfaction be explored in order to gain a better insight thereof. This will provide

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executive managers with important information to enable them to stimulate greater job

satisfaction amongst employees (Boggie, 2005). Based on the above arguments, the

researcher will carry out a research on job satisfaction among teachers in public

secondary schools in Teso North Sub County.

Employee work performance usually involves motivations and job satisfaction

that strengthen or weaken those task performances (Ngalyuka ,1985). There are different

approaches to motivation, various types of motivations, as well as the factors that

influence job satisfaction, which refers to attitudes of a single employee. These jobs

related attitudes predispose an employee to behave in certain ways (Newstrom,& Davis,

2002). Defining motivation at work and establishing how managers can best develop it in

their employees has long been a major and central topic of research for the specialists in

the fields of human resource management, organizational behaviour and occupational

psychology. It is a field of study characterized by the presence of large numbers of

theories, vigorous debates and several distinct traditions. There is no single generally

accepted answer to the question of what motivates us to work or what makes a certain job

satisfying for a given individual (Redman,& Wilkinson, 2002).

Why Should an Employer Care?

It is important that employers care about the happiness of their employees. Recent

statistics show that throughout their careers, American workers hold an average of eight

jobs (Rudman, 2003). The rate of turnover because employees are unhappy is alarming.

Even is an economic downturn, employers must spend an enormous amount of money

recruiting new employees, going through the hiring process, and finally training new

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employees. Dissatisfaction has many negative side effects for the company, while

satisfaction results in a much better retention rate.

The effects of dissatisfaction that results in an employee’s withdrawal from job

and company can range from mild to severe. Tardiness, in showing up for work and

coming back from breaks, shows a lack of interest by the employee for his or her

responsibilities. This may escalate to the employee not showing up to work entirely.

Some less obvious signs of withdrawal from the job include: taking care of personal

matters while at work, playing games, engaging in non-work related talk, spending time

on social networks, and diminishing job performance. These withdrawal behaviors, when

evidence of dissatisfaction, may end with an employee leaving the workplace; “the

heuristic model posits that thinking of quitting is the most probable outcome of job

dissatisfaction” ( Koslowsky & Krausz, 2002). Therefore, withdrawal will lead either to

the employee voluntarily leaving the organization or being terminated for unprofessional

behavior.

Employers should prepare for the interview by doing a job assessment to see what

skills are necessary for the position, then testing applicants to see if they have the ability

to be trained to the position and have the skills and knowledge that correspond with the

job description (Kaye & Jordan-Evans, 1999). It is critical that during this phase, the

employer give an accurate description of the job to candidates so they can prepare for the

challenges ahead.

Managers must learn to communicate better with lower level employees.

Connection to the company gives staff a better feeling of belonging and worth.

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Supervisors should set an example by promoting friendly relationships with the staff so

the work environment is healthier (Kaye & Jordan-Evans, 1999). They need to learn to

listen to the employees when they have a concern or a question about the work that they

are doing or the direction that the company is taking. It is imperative that managers show

respect for all employees, their opinions, and their work.

Performance reviews are a good managerial tool because they give administrators

an idea of those employees that are contributing to the organization’s success and those

who need to work harder (Branham, 2005). It also offers employees the ability to gauge

their performance. Often, employees will think that they are performing better or worse

than their managers perceive their work to be. The performance review presents the

perfect time to bring together these different perspectives, to correct negative behavior,

and to reward productivity.

Pay is a huge motivator for many employees. Making the connection between

money and performance motivates employees to be more productive and to go the extra

mile (Timpe, 1986). Caring about employees on a personal level is important as well. Let

them know that the work that they do, the lives that they lead, also are of benefit to the

company.

Recognition of an employee’s hard work is essential to his or her satisfaction in

the workplace (Kaye & Jordan-Evans, 1999). Letting employees in on the decision

making processes gives those employees a feeling that their opinions are respected and

that they hold a place of importance within the company.

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Providing employees with the opportunity for growth is also a major contributor

to satisfaction. Because performing the same job becomes uninteresting, it is important to

challenge employees with work that they can accomplish but stretches their abilities

(Timpe, 1986). It is a good opportunity to see the abilities of lower level employees.

Giving employees new projects or goals allows them to become creative and skilled in

new areas. This broadens their knowledge while they become a more valuable asset to the

company. Lateral movement does not change the status of the employee, but helps them

learn more about different aspects of the company. Doing another job entirely gives the

employee a change of pace and direction. The employee may find that they enjoy a

different branch of the workforce better than the one previously held.

According to Frank & Vecera, (2008), Job satisfaction is defined as the effective

orientation that an employee has towards his or her work (Saari,&Judge.2004).It

describes the feelings or preference of individuals regarding work. Job satisfaction is a

very important component to employees in any organization Many researchers and

administrators have noticed the importance of job satisfaction on a variety of

organizational variables (Kreisman, 2002). Dissatisfied employees are likely to leave

their jobs, thus understanding of employee job satisfaction and its contributing variable

are important for any organization to exist and prosper (Majidi,2010). Similarly Oplatka

& Mimon, (2008) noted that the principal reason as to why job satisfaction is to

extensively researched is that it relates to significant association with life satisfaction

(Buitendach & Dewitte, 2005), organizational commitment (Cullinah, 2005) and job

performance (Buitendanch & Dewitte, 2005).

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A number of motivational theories explain how rewards affect the behaviour of

individuals and teams. There are in existence two types of theories: the ‘content’ and the

‘process’ approaches. The content approach is associated with authorities such as

Abraham Maslow, Fredrick Herzberg and David McClelland and is needs based. They

assume that all humans have definable needs (e.g. money, social life, self-esteem, power,

etc.) and that motivation in the workplace follows when these needs are satisfied. In their

view, job satisfaction is usually the result of meeting these basic needs. The alternative

tradition (the ‘process’ approach) starts from a rather different set of assumptions. Here,

motives are neither predefined nor universal, but can be created in the workplace. Hence

our actions are less determined by our needs, and more by our responses to the

opportunities provided for us at work. The most influential theories here are those, which

relate to goals, expectancy and equity.

Important aspects of job satisfaction include pay, one’s supervisor, the nature of

tasks performed, an employee’s co-workers or team, and the immediate working

conditions. For many people money is the main reason for working, but there are many

other factors, which people take into account when deciding to take or remain in a job.

Various writers on motivation (Maslow, 1954; Macgregor, 1960) have identified non-

financial influences on people’s propensity to work and to improve their performance.

Some of such rewards include achievement, influences, personal growth, recognition, and

responsibility that the employer gives the employee. This is supported by Herzberg,

Bennett, (1997) whose two-factor theory concludes that pay is hygiene rather than a

motivating factor.

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CONCLUSIONS

From the related literature that we have gathered, it seems that there are so many

factors that can affect job satisfaction of an employee. However, though the factors is

depends to what kind of employee our respondents are.

CONCEPTUAL FRAMEWORK

This framework presents the graphical presentation of the factors affecting the job

satisfaction of Rural Bank of Limay – Balanga Branch Employees:

INPUT PROCESS OUTPUT

RESPONDENT
S PROFILE
 Help the employer to
make his/her employee
 AGE  COLLECTION OF
DATA THROUGH works hard,
 POSITION
QUESTION-NAIRE productively and
 I NTEREST
efficiency.
 YEARS OF SERVICE
 To minimize the
FACTORS insufficient manpower

 To inspire a particular
 OPPORTUNITIES OF
employee.
ADVANCEMENT/

BENEFITS

 FINANCIAL REWARDS

 RELATIONSHIP WITH

SUPERVISOR

 RELATIONSHIP WITH CO-

WORKERS

 WORKLOAD/STRESS LEVEL

 WORKING CONDITIONS

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CHAPTER III

RESEARCH METHODOLOGY

This chapter presents the methods to be used in the study. It also describes the subject of

the study, the instrument used the procedure of data gathering and the statistical treatment

of the data.

Research Method

This study utilized the descriptive-correlational design. The method determines or

describe the factors that affects the Job Satisfaction of Rural Bank of Limay – Balanga

branch employees.

The research method we use is descriptive method wherein it describes a situation but

they do not make accurate predictions, and they do not determine cause and effect. There

are three types of descriptive method: observational method, case-study method and

survey methods. We use this method through the use of survey method wherein we give

questionnaire to the respondents/ the employee of Rural Bank of Limay-Balanga Branch.

In survey method research, respondents answer questions administered through

interview or questionnaires. After the respondents answer the questions, the researchers

describe the responses given. In order for the survey to be reliable and valid it is

important that the questions are conducted properly. Questions are written so they are

clear and easy to comprehend.

Respondent of the Study

Employees of the Rural Bank of Limay were the population of this study. This

study conducted on the employees of Rural Bank of Limay- Balanga Branch. The target

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population of this study consisted of fifteen (15) current employees from the said

financial institutions. Every employees had the chance to be selected on the survey

through availability selection. The selected respondents are given the questionnaire which

is likert scale type questionnaire for them to answer by checking theirs answer on the

given choices.

Sampling Technique The study utilized purposive sampling. Respondents are selected through

conscious selection by the researcher of certain people to include in a study. Purposive sampling

approach will be used in this study to gather the needed respondents from the said financial

institution above.

Research Instrument

The primary instrument used for gathering the needed data for this study was a set

of questionnaire with two parts. Scale A and Scale B.

Scale A: This part deals with the degree of opinion of the participants on the

factor encountered in relation to Job Satisfaction of an employee in Rural Bank of Limay-

Balanga branch. The mode of a responses shall evaluated with the use of the following

rating scale and choices according to the questions. The researcher made the

questionnaire such a likert scale for the researcher easily to identify the factors affect the

Job Satisfaction of the Rural Bank of Limay – Balanga Branch employees. The

researcher separated all the questions under to a particular factors such as the

opportunities of advancement/benefits, financial rewards, relationships with Supervisor

and with co-workers and working conditions. Researchers made some questions that has

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connection to the factors to determine what factors affect an employees. All questions can

answer with strongly agree, agree, neutral, disagree and strongly disagree.

Validation of Instruments

In the validation process of this study, sample copy of the research questions/

questionnaires were given to research project teacher for proofing and checking. These

expert went through the research questions or questionnaire carefully to ascertain the

appropriate and efficiency of the instrument. The observations, compliments and

suggestions by the expert were modified, and corrections were made.

Instead of using the yes, no and maybe for the likert Scale choices in the

questionnaire. The research project teacher suggested to use the original choices such as

Strongly Agree, Agree, neutral, disagree and strongly disagree for the researcher

determines what factors really affect the Job Satisfaction of the Employee in Rural Bank

of Limay- Balanga branch. The researchers came up with the first option of our

questionnaire using the original likert Scale choices and used it as the final and valid

questions for the questionnaire of the study.

Data Gathering Procedures

Data Gathering/ collection for this study involve two phase.

It’s enumerated:

PHASE 1- Distribution and administration survey questionnaire were given to the

employee of Rural Bankk of Limay – Balanga branch.

PHASE 2- Collection of survey questionnaire: the researchers collected the

survey questionnaire from the respondents.

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CHAPTER IV: PRESENTATION, INTERPRETATION AND ANALYSIS OF

DATA

Profile of the Respondents

TABLE 1: AGE DISTRIBUTION

AGE FREQUENCY PERCENTAGE
24 2 13%
26 1 7%
28 1 7%
29 2 13%
30 2 13%
32 1 7%
34 1 7%
38 2 13%
39 1 7%
40 1 7% Respondents
45 1 7%
under the age of TOTAL 15 100% 26, 28, 32,

34,39,40 and 45 comprise 7%, while those who are under 24, 29, 30, and 38 years old

made up 13% of the total.

Theme 1: In the age distribution, majority of the gay respondents belonged in the

age of 24, 29, 30 and 38 years old.

TABLE 2: DISTRIBUTION OF POSITION

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POSITION FREQUENCY PERCENTAGE

Guard 1 7%
Manager 1 7%
Teller 1 7%
Supervisor 1 7%
Project Officer 6 40%
Assistant Project Officer 1 7%
Utility/Messenger 1 7%
Accountant 1 7%
Cashier 1 7%
T hBookkeeper
e p o 1 s i 7%t i o n
TOTAL 15 100%
guard, Accountant, Manager, Teller, Supervisor, Assistant Officer, Utility/Messenger,

Cashier and Bookkeeper comprise 7%.

Theme 2: In the Distribution of Position, majority of the respondents are belonged in the

position of being a Project Officer.

TABLE 3: YEARS OF SERVICE

YEARS OF SERVICE FREQUENCY PERCENTAGE
6 MONTHS 1 7%
8 MONTHS 1 7%
9 MONTHS 1 7%
11 MONTHS 1 7%
1 YEAR 6 40%
1 YEAR AND 2 MONTHS 1 7%
1 YEAR AND 6 MONTHS 3 20%
2 YEARS 1 7%
TOTAL 15 100%

Respondents who work only in 6 months, 8 months, 9 months, 11 months, 1

year and 2 months and 2 years comprise 7% while 1 year and 6 months made up of 20%

and I year comprise 40%.

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Theme 3: years of Service, it shows that the majority of the respondent years of service

belonged in 1 year.

RESEARCH QUESTION #1. OPPORTUNITIES OF ADVANCEMENT /

BENEFITS
Q1.
TABLE 4: I FEEL GLAD
Statistics Frequency Percentage
WITH MY Strongly Agree 0 0% PRESENT
Agree 3 20%
FRINGE Neutral 12 80% BENEFITS.
Disagree 0 0%
Strongly Disagree 0 0%

Respondents who agreed that they felt glad with their benefits comprise 20% while

some respondents answered neutral comprise 80%.

Theme 4: Majority of the respondents answered neutral about if they felt glad with
Q2.
their fringe benefits. They
Statistics Frequency Percentage
are in between Strongly Agree 0 0% of being glad.
Agree 13 87%
TABLE 5: I Neutral 2 13% AM
Disagree 0 0%
SATISFIED Strongly Disagree 0 0% WITH THE

SECURITY OF RURAL BANK OF LIMAY-BALANGA BRANCH.

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Respondents who agreed that they are satisfied with the security of the Financial

Institution that they are currently working comprise 87% while some respondents who

answered neutral Q3. comprise 13%.

Statistics Frequency Percentage
Theme 5: Strongly Agree 0 0% Majority of the
Agree 5 33%
respondents Neutral 8 53% answered agree
Disagree 2 13%
about their Strongly satisfaction with
Disagree 0 0%
the security of Rural Bank of

Limay- Balanga branch.

TABLE 6: I FEEL COMFORTABLE WITH THE REWARDS I GOT FOR

DOING A GOOD JOB IN THE BANK.

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Respondents who agreed that they felt comfortable with the rewards they got for

doing a good Q1. job in the bank

Statistics Frequency Percentage
comprise 33% Strongly Agree 0 0% while some
Agree 2 13%
respondents Neutral 10 67% answered
Disagree 3 20%
neutral comprise 53%
Strongly
Disagree 0 0%
and other respondents

answered disagree comprise 13%.

Theme 6: Majority of the respondents answered neutral if they are comfortable with the

rewards they got for doing a good job in the bank.

TABLE 7: I AM COMFORTABLE WITH THE PROMOTION OPPORTUNITY

AVAILABLE TO ME AS THE ACCOUNTANT / SUPERVISOR /MANAGER /

TELLER /BOOKKEEPER / SANITARY ENGINEER / GATEKEEPERS OR

PROJECT OFFICER.

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Respondents who agreed that they are comfortable with the promotion

opportunity available with their position comprise 40% while some respondents answered

neutral comprise 47% and other respondent disagreed and it’s comprise 13%.

Theme 7: Majority of the respondents answered neutral. Some of them are not more or

less comfortable with the promotion opportunity available to a particular position.

RESEARCH QUESTION #2: FINANCIAL REWARDS

TABLE 8: THE MONTHLY SALARY IS SUFFICIENT TO MEET ALL

IMPORTANT EXPENSES.

Respondents who
Q4.
agreed that their Statistics Frequency Percentage month salary is
Strongly Agree 0 0%
sufficient to meet Agree 6 40% all important
Neutral 7 47%
expenses comprise 13%
Disagree 2 13%
Strongly
while some respondents
Disagree 0 0%
answered neutral comprise 67% and other answered disagree comprise 20%.

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Theme 8: Majority of the respondents answered neutral about if their monthly salary is

sufficient to meet all important expenses.

TABLE 9: I AM SATISFIED WITH THE BONUSES I RECEIVED FROM

MY EMPLOYER

Q1.
Statistics Frequency Percentage
Strongly Agree 4 27%
Agree 10 67%
Respondents
Neutral 1 7%
Disagree 0 0%
who agreed that they are
Strongly
satisfied with Disagree 0 0% the bonuses that

they received from their employer comprise 7% while those respondents answered

neutral comprise 80% and other answered disagree comprise 13%.

Theme 9: Majority of the respondents agree that they are satisfied with the bonuses their

received from their employer.

RESEARCH QUESTION #3: RELATIONSHIP WITH SUPERVISOR

TABLE 10: I AM SATISFIED WITH CARE AND GOOD RELATIONSHIP

FROM SUPERVISOR.

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Q2.
Statistics Frequency Percentage
Strongly Agree 0 0%
Agree 1 7%
Neutral 12 80%
Disagree 2 13%
Strongly
Disagree 0 0% Respondents who

strongly agreed that they are satisfied with care and good relationship from supervisor

comprise 27% while some respondents agreed comprise 67% and other respondents

answered neutral and it is comprise 7%.

Theme 10: Majority of the respondents answered neutral about their satisfaction with

care and good relationship from supervisor.

RESEARCH QUESTION #4: RELATIONSHIP WITH CO-WORKERS

TABLE 11: I AM HAPPY WITH THE APPRECIATION I GOT FROM MY

CO-WORKER FOR THE CONTRIBUTION I MADE IN THE BANK.

Q1.
Statistics Frequency Percentage
Strongly Agree 3 20%
Agree 10 67%
Neutral 2 13%
Disagree 0 0%
Strongly
Disagree 0 0%

Respondents who strongly agreed that they are happy with the appreciation that they got

from their co- worker for the contribution he/she made in the bank comprise 20% while

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some respondents answered agree comprise 67% and other respondents answered neutral

made up of 13%.

Theme 11: Majority of the respondents agree that they are happy with the appreciation

that they got from their co- worker for the contribution he/she made in the bank.

TABLE 12: I AM HAPPY WITH COOPERATION I RECEIVED FROM THE

BANK (RB LIMAY) AND WORKMATES.

Q2.
Statistics Frequency Percentage
Strongly Agree 5 33%
Agree 8 53%
Neutral 2 13%
Disagree 0 0%
Strongly Disagree 0 0%

Respondents who strongly agreed that they felt happy with cooperation they

received from the bank (RB Limay) and workmates comprise 33% while some

respondents that agreed is made up of 53% and other respondents 13% answered neutral.

Theme 12: Majority of the respondents agree that they felt happy with the cooperation

they received from the bank RB Limay and workmates.

TABLE 13: I ENJOY COLLEGIAL RELATIONSHIP WITH FELLOW

CO-WORKERS.

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Q3.
Statistics Frequency Percentage
Strongly Agree 5 33%
Agree 8 53%
Neutral 2 13%
Disagree 0 0%
Strongly
Disagree 0 0%

Respondents who strongly agreed that they enjoy their collegial relationship with

fellow co-workers made up of 33% while some respondents answered agree comprise

53% and other respondents answered neutral and it is only 13%.

Theme 13: Majority of the respondents agree that they enjoy their collegial relationship

with fellow co-workers.

RESEARCH QUESTION #5: WORKLOAD / STRESS LEVEL

TABLE 14: I FEEL FAIRY WITH THE DISTRIBUTION OF TASK.

Q1.
Statistics Frequency Percentage
Strongly Agree 2 13%
Agree 4 27%
Neutral 6 40%
Disagree 3 20%
Strongly
Disagree 0 0%

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Respondents who answered strongly agree comprise 13%, those who answered

agree made up of 27%, others answered neutral is 40% and some respondents answered

disagree 20%.

Theme 14: Majority of the respondents answered neutral if they felt fairy with the

distribution of task.

TABLE 15: I FEEL STRESS WHEN MANY PAPERS PUT IN MY TABLE.

Q2.
Statistics Frequency Percentage
Strongly Agree 4 27%
Agree 2 13%
Neutral 6 40%
Disagree 3 20%
Strongly Disagree 0 0%

Respondents who answered strongly agree is made up of 27%, agree comprise

13%, neutral is 40% and disagree results in 20%.

Theme 15: Majority of the respondents answered neutral if they felt stress when many

papers put in his/her table.

RESEARCH QUESTION #6: WORKING CONDITIONS

TABLE 16: SOLVING AND ANALYSING IS AN INTERESTING JOB TO

ME. (ACCOUNTANT)

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Q1.
Statistics Frequency Percentage
Strongly Agree 3 20%
Agree 9 60%
Neutral 3 20%
Disagree 0 0%
Strongly
Disagree 0 0%

Respondents who answered strongly agree comprise 20%, agree comprise

60%, and neutral made up of 20%.

Theme 16: Majority of the respondents agree that they are interested in solving and

analyzing.

TABLE 17: SERVING THE COMPANY AND CUSTOMER MAKES ME

FEEL GLAD.

Q2.
Statistics Frequency Percentage
Strongly Agree 7 47%
Agree 6 40%
Neutral 2 13%
Disagree 0 0%
Strongly
Disagree 0 0%

Respondents who answered strongly agree comprise 47%, agree is 40% and 13%
answered neutral.
Theme 17: Majority of the respondents strongly agree that serving the company and
customer makes them feels glad.

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TABLE 18: I FEEL COMFORTABLE WITH MY PRESENT LEVEL OF

RESPONSIBILITY IN MY JOB.

Q3.
Statistics Frequency Percentage
Strongly Agree 1 7%
Agree 9 60%
Neutral 5 33%
Disagree 0 0%
Strongly
Disagree 0 0%

7% of the respondents answered strongly agree while some answered agree and

it’s comprise 60% and 33% answered disagree.

Theme 18: majority of the respondents agree that they feel comfortable in doing their

present responsibility in the bank.

TABLE 19: I ENJOY MUCH FREEDOM IN MY PLACE WORK.

Q4.
Statistics Frequency Percentage
Strongly Agree 0 0%
Agree 10 67%
Neutral 3 20%
Disagree 2 13%
Strongly
Disagree 0 0%

Respondents who answered agree comprise 67% while 20% answered neutral and

others answered disagree made up of 13%.

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Theme 19: Majority of the respondents agree that they enjoy much freedom in their work

place.

TABLE 20: I WOULD NOT LIKE TO BE TRANSFERRED TO ANOTHER

BRANCH/BANK.

Q5.
Statistics Frequency Percentage
Strongly Agree 2 13%
Agree 4 27%
Neutral 8 53%
Disagree 1 7%
Strongly
Disagree 0 0%

Respondents who answered strongly agree is made up of 13% while those who

answered agree comprise 27% and other 53% answered neutral. 7% of the respondents

answered Disagree.

Theme 20: Majority of the respondents answered neutral if they would not like to be

transferred to another branch/bank.

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CHAPTER V: SUMMARY, CONCLUSION, AND RECOMMENDATION

This chapter presents the summary of the findings based on the gathered data

relative to the problems cited in Chapter 1 of the study. This also includes the conclusions

drawn which were derived from the findings and the recommendations for the usefulness

of this study to its future researchers.

Summary of the Findings

In opportunity of advancement/benefits category, question number 1, 20% of

employees from rural bank of limay are Agree and 80% are neutral, question number

2,87% agree and 13% are neutral question number3, 33% are agree, 53% are neutral and

13 % are disagree and in question number 4, 40% are agree,47% are neutral and 13% are

disagree.

In relationship with co-workers category, question number 1, 20% are strongly

agree, 76% are agree and 13% are neutral, question number 2 and 3 are rated, 33%

strongly agree, 53% agree and 13% are neutral.

In workload/stress level category, employees of rural bank of limay rated the

question number 1n 13% are strongly agree, 27% are agree, 40% are neutral and 20% are

disagree while in question number 2, they rated it 27% are strongly agree, 13% are agree,

40% are neutral and 20% are disagree.

Recommendation

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Opportunities for future study have emerged as a result of this study. For the

future researcher about Factors Affecting Employee’s Job Satisfaction the following

suggestions should be considered:

1) It is suggested that for future research a proportionate stratified random sample be used

to compare several public/private sector institutions using a larger sample.

2) The research is needed to further investigate the potential relationships and affects

these variables and other extraneous variables, such as role ambiguity, job level,

contingent rewards and co-work have on job satisfaction.

Based on this study, and analysis of factors affecting employee’s job satisfaction, this

paper makes the following recommendations to the policy makers and managers of the

Rural Bank of Limay-Balanga Branch:

1) Create favorable work conditions for the company. Guide the employee to

communicate effectively, build a good interpersonal environment within the company, in

order to create good work conditions.

2) To reduce the workload of employees the company should provide a modern

equipment/machinery to speed up their works.

3) To enhance fairness in Rural Bank of Limay-Balanga Branch, create a scientific

performance appraisal system in the company. Utilize the other developed countries’

scientific performance systems, and use these systems to evaluate employee work

performance and evaluate employee service quality.

4) Acknowledge the employees by giving rewards and recognition for their hard work.

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Administration Quarterly, 17(1), 68-84.

Singh. G. Janak and NamitaDewans (2003): "Job satisfaction among bank emloyees."
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Job Satisfaction”. Journal of Psychology, Vol. 132.

APPENDIX

Name: Position:
Age: Years of service:

Put a check if you strongly agree, agree, neutral, disagree and strongly disagree in each
statement below.
Opportunities of Advancement / Benefits

1. I feel glad with my present

fringe benefits. Strongly Agree Neutral Disagree Strongly
2. I am satisfied with the Agree Disagree
security of Rural Bank of
Limay-Balanga Branch.
3. I feel comfortable with the
rewards I got for doing a
good job in the bank.
4. I am comfortable with the
promotion
Opportunity available to me
as the accountant /
supervisor /manager /
teller /bookkeeper / sanitary engineer / gatekeepers or project officer.

Financial Rewards

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 BATAAN NATIONAL HIGH SCHOOL
Senior High

1. The monthly salary is sufficient

to meet all important expenses.
2. I am satisfied with the bonuses I
received from my employer.

Relationship with Supervisor

1. I am satisfied with care and
good relationship from
supervisor.

Relationship with co-workers

1. I am happy with the
appreciation I got from my co-
worker for the contribution I
made in the bank.
2. I am happy with cooperation I
received from the bank (RB
Limay) and workmates.
3. I enjoy collegial relationship
with fellow co-workers.

Workload / Stress Level

1. I feel fairy with the distribution
of task.
2. I feel stress when many papers
put in my table.

Working Conditions
1. Solving and analysing is an interesting job to me. (Accountant)
2. Serving the company and
customer makes me feel
glad.
3. I feel comfortable with
my present level of
responsibility in my job.

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 BATAAN NATIONAL HIGH SCHOOL
Senior High

4. I enjoy much freedom in my place work.

5. I would not like to be transferred to another branch/bank.

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