Chapter 1

1
Statement of the Problem

The study aimed to assess the motivational factors affecting the

employees’ performance in Choobi-Choobi Restaurant in SM Seaside Branch,

Cebu City.

Specifically, the study sought to answer the following question;

1. What were the existing motivational factors provided by the

management towards their employees with regards to:

1.1 Financial Motivation, and

2.2 Non-financial Motivation?

2. What was the effectiveness of the existing motivational factors

of Choobi-Choobi restaurant affecting employee performances?

3. Based on the findings what recommendation can be propose?

Significance of the study

Vital results of the study could be highly significant and beneficial

specifically to the following:

The management will profit from the result of the study in ways that they

will become aware of the motivation factors that will make their employees

become interested in their jobs. In this way, they can implement and consider

more effective factors that can make their employees more motivated. This

undertaking could actually become a gateway for the administration to take

immediate actions to address whatever need or conclusion may arise. Thus,

2
the results will help the department in designing more programs and

interventions to enhance and intensify their compensation and benefits

system in order to motivate and strengthen their workforce.

The findings of this research will be very much useful to the employees in

a way that it will provide them with the adequate knowledge of their

motivational level/status in their eagerness to work as well as the factors that

makes the work harder

This study hoped to establish an understanding to everyone, specifically

the general public or customers, that motivation are very important concept to

every human being, especially to the employees. It helps to energized, direct,

and sustain positive working behaviors. It involves working towards goals and

a desire to perform well in whatever you will do.

Researchers will benefit from the findings of the study in a way that it will

provide them the knowledge and understanding about the importance of

motivation factors if they will soon be working in their respective fields.

Furthermore, the students can benefit on the recommendations that will be

proposed which aimed to hone them to become motivated employees in the

future and prepare them more as they proceed to the next chapter of their

lives.

Lastly, it will be significant for the future researchers in a way that it can

serve as their reference in conducting new researches in relation to the topic.

3
Definition of Terms

In this part, the following terms were defined operationally for the better

understanding of this study.

.Motivational Factor

It is the general desire or willingness of someone to do something. It is

also the need, desire, want or drive within the individual and the process of

stimulating people to actions to accomplish the goals.

Employee Performance

It is the performance criteria of an employee will be evaluated against.

Performance goals for individual employees should ideally align with

organizational goals.

Choobi-Choobi Restaurant

It is a family oriented casual dining restaurant. Despite it’s sounding

name, Choobi Choobi’s menu courses are mostly Filipino Comfort Food.

Choobi-Choobi is derived from a foreign work which means “to enjoy” that’s

how our tag line “Lingaw Lingaw Kaon!” originated.

Financial Motivation

It relates to the way in which an organization uses compensation

structure to motivate workers to high performance. Companies use a variety

of pay structures depending on the type of work environment and the nature

of the work being performed.

4
Non-financial motivation

It is the integration of a system of reward and recognitions, which

doesn’t involve giving money directly to the employee and should not be

designed in isolation but in line with the organization’s other policies and

objectives.

Chapter 2
5
 One of the 2 traditional theories that the researchers dig in was the

Carrot and Stick Theory by Jeremy Betham. It was a traditional motivational

theory, attributed to philosopher Jeremy Bentham, dates back to around 1800

6
during the Industrial Revolution. It breaks down motivation into two primary

components: incentives and fear. Some workers were motivated by the desire

to attain additional compensation, a yearning to achieve status and power by

"moving up the ladder," or the need for praise. But some workers act out of

fear: the fear of losing a job, being reprimanded by a supervisor or not being

able to adequately perform an assignment. (Jeremy Betham, 1800)

The second traditional theory that the researchers look up to was the

Incentive theory which began to emerged during the 1940s and 1950s,

building on the earlier drive theories established by psychologists such as

Clark Hull. How exactly does this theory account for human behaviors?

Rather than focus on more intrinsic forces behind motivation, the incentive

theory proposes that people are pulled toward behaviors that lead to rewards

and pushed away from actions that might lead to negative consequences.

Two people may act in different ways in the same situation based entirely on

the types of incentives that are available to them at that time. You can

probably think of many different situations where your behavior was directly

influenced by the promise of a reward or punishment. Perhaps you studied for

an exam in order to get a good grade, ran a marathon in order to receive

recognition, or took a new position at work in order to get a raise. All of these

actions were influenced by an incentive to gain something in return for your

efforts. (Clark Hull, 1946)

7
 The researchers further examine modern motivation theory to better

understand the motivations of employees. And the first modern theory that

was being delved with was the Theory of X and Theory Y by Douglas

McGregor (1960) stated that Theory X and Y models categorize employees

as belonging to one of two groups based on two sets of assumptions. Theory

X assumptions take a negative perspective of people: People can have “an

inherent dislike for work and avoid it if possible; because of this, they must be

coerced, controlled, directed and threatened with punishment to make them

work. They preferred to be directed, avoid responsibility, have little ambition,

and want security” (Saif et al. 2012, p.138). Theory X stated that management

was responsible for organizing the elements of productive enterprise money,

materials, and equipment's people in the interest of economic needs. With

respect of people, this is a process of directing their efforts, motivating them,

controlling their action, modifying their behavior to fit the needs of the

organization. Without the active intervention by management, people would

be passive even resistant – to organizational needs.

They must therefore be persuaded, rewarded, punished, and controlled.

Their activities must be directed. This is management’s task. We often sum it

up by saying that management consists of getting things done through

people. The average man is by nature lazy and he works as little as possible.

He lacks ambition and dislikes responsibility. He is inherently self-centered,

indifferent to organizational needs. He is by nature resistant to change and he

8
is not very bright. So this theory assumes that authority should be clear and

flow directly fronts the superiors to subordinates without any reservation. It

implies that management should be hard and strong.

Theory Y manager believes that, given the right conditions, most people

will want to do well at work and that there was a pool of unused creativity in

the workforce. They believed that the satisfaction of doing a good job is a

strong motivation in itself. Theory Y manager will try to remove the barriers

that prevent workers from fully actualizing themselves. Many people interpret

Theory Y as a positive set of assumptions about workers. A close reading of

The Human Side of Enterprise reveals that McGregor simply argues for

managers to be open to a more positive view of workers and the possibilities

that create enthusiasm. (Douglas McGregor, 1960)

Second theory that was inquired was the Herzberg’s Two-factor theory,

also known as Motivator-Hygiene, emanated from a study conducted among

accounts and engineers to determine what makes an individual feel good or

bad about their job (Saif et al., 2012). Regarding ‘satisfiers’, Herzberg noted

that there were five features of work that bring about satisfaction, namely

achievement, recognition, the job itself, responsibility and advancement. At

the other end of the spectrum, Herzberg identified institutional politics, the

management approach, supervision, pay, relationships at work and working

conditions as factors that may demoralize employees. Golshan, Kaswuri,

9
Agashahi and Ismail (2011:12) assert that organizations are increasingly

applying Herzberg’s theory to create opportunities for “personal growth,

enrichment and recognition” among their employees. Employees should be

promoted after completing certain stages of their career and should receive

recognition for special achievements – for example, when they produce

exceptional results in their subject areas; on a more basic level, they should

also be given responsibility to determine how to handle tasks that relate to

their jobs. The Two-factor theory has however drawn its share of criticism.

Golshan et al. (2011) point out that it fails to distinguish between physical and

psychological aspects and to precisely explain what motivators are and how

they differ from hygiene factors; it also fails to express the degrees of

satisfaction and dissatisfaction as a measure instead of using numbers.

Another criticism leveled against it is that it makes assumptions that every

individual will react in the same way in the similar situation. (Frederick Irving

Herzberg, 1964)

Lastly, one most famous theory of motivation was Abraham Maslow's

Hierarchy of Needs (1943) which was a motivational theory in psychology

comprising a five-tier model of human needs, often depicted as hierarchical

levels within a pyramid. Needs lower down in the hierarchy must be satisfied

before individuals can attend to needs higher up. From the bottom of the

hierarchy upwards, the needs are: physiological, safety, love and belonging,

esteem and self-actualization. This theory explained that human needs can be
10
classified into: (a) basic physiological needs or primary needs and (b) social

and psychological needs or secondary needs. Abraham Maslow states that

individuals have these and they are motivated to satisfy these unsatisfied

needs. If they are satisfied, they do not motivate individual behavior. Needs

are arranged according to a hierarchy of importance from the basic

physiological to the complex self-actualization needs.

The need at any level of the hierarchy will emerge only when the lower

level needs is fully satisfied. Maslow states that individual needs arranged in a

hierarchy from the lower – level physiological needs to the higher needs for

self-actualization. Basic physiological needs are the primary needs of an

individual. The survival of an individual depends upon the satisfaction of these

needs, namely, food clothing, shelter, sex, air, water and other necessaries of

life. The organization helps an individual to satisfy their basic needs by

providing reasonably good salaries, benefits and working conditions. Once

these needs are satisfied, the individual will get an idea – about the higher

level needs. Safety and security needs are considered immediately after

satisfying the psychological needs of individuals.

The above hierarchy of needs stated by Maslow proves the fact that the

second and subsequent needs do not dominate until the first and the previous

needs are reasonably satisfied. Wants are continuous in nature and there

cannot be an end satisfaction. The specialty of Maslow’s theory is that the

11
needs arise in a certain situation. Maslow (1943, 1954) stated that human

motivation is based on people seeking fulfillment and change through

personal growth. Self-actualized people are those who were fulfilled and doing

all they were capable of. Maslow (1962) believed self-actualization could be

measured through the concept of peak experiences. This occurs when a

person experiences the world totally for what it is, and there are feelings of

euphoria, joy, and wonder. It is important to note that self-actualization is a

continual process of becoming rather than a perfect state one reaches of a

'happy ever after' (Maslow, 1988).

Nevertheless, several theories view motivated behavior as attempts to

satisfy needs. Based on this approach, managers would benefit from

understanding what people need so that the actions of employees can be

understood and managed. Other theories explain motivated behavior using

the cognitive processes of employees. Employees respond to unfairness in

their environment, they learn from the consequences of their actions and

repeat the behaviors that lead to positive results, and they are motivated to

exert effort if they see their actions will lead to outcomes that would get them

desired rewards. None of these theories are complete on their own, but each

theory provides us with a framework we can use to analyze, interpret, and

manage employee behaviors in the workplace. Employee motivation is very

essential and can greatly affect the company's success.

12
Literature Review

When one thinks about it, the success of any fact of the business can

almost be traced to motivated employees. This was especially true and

important in today's turbulent and often chaotic environment where

commercial success depends on employees using their full talents. The ability

to attract, retain and develop talented employees is a key feature of a

successful business. People are an organization's most valuable asset and

this is especially true in relatively high-tech labor such as hotel industry, but

again, people also represent the most difficult resource for organizations to

manage. Unlike physical assets, people have their own individual needs

which must be met and habits which must be managed if they are to

contribute to organizational growth and development. They are individuals

who bring their own perspectives, values and attributes to organizational life,

and when managed effectively can bring considerable benefits to

organizations (Mullins, 1999).

On an article published by the psychology today, it was discussed that

each employee has a different set of factors that motivates him to do his best

work. Business owners need to understand what the motivations of workers

are in order to effectively manage and grow a business that has the full

support of its employees. Money is often the first factor to come to mind, but

successful entrepreneurs will see that as just one part of a larger picture of

13
incentives that drives employees to excel at their jobs. It was mentioned that

there are several motivational factors, these are the ff; (1) financial Reward,

(2) Personal Satisfaction, (3) Flexibility, (4) Impact, and (5) Recognition. For

financial Reward, it is said that many people work to provide housing, food,

clothing and entertainment for themselves and their families. Works allows

people to live. Some workers will dedicate greater time and effort for the

opportunity to increase their pay through raises, bonuses or promotions.

Others may be happy to accept a less competitive pay package in exchange

for doing work that they enjoy. Benefits like health care and retirement

packages can also fit in this category. The cost of having these benefits

outside of a work context can be prohibitive. Maintaining these benefits

motivates many employees to stay with a business and do well in the

organization.

On Personal Satisfaction, one of the first pieces of job advice most

people hear is to do something that you love. Workers that enjoy their jobs

look forward to going to work, stay engaged during the day and show

dedication to the business. Set concrete goals for workers to strive for and

offer rewards for reaching them. This could be in the form of a good parking

place for the month, a certificate, a bonus, a gift card for a dinner or a

promotion. Some businesses conduct meetings where employees are

recognized for good work in front of their peers. This can help motivate all the

workers in the business to strive for success.(Amanda C. Kooser, 2010)

14
 A woman often works more towards her emotions. Often, a “You are

doing a great job” can mean a lot to keep her motivated. Simple gestures, like

a gift basket can make a huge difference in making her feel appreciated.

Remembering her birthday or recognizing her achievements are great

motivators. Though men like to her they are doing a great job, a man often

lets his work speak for itself. He doesn’t need the same reinforcement as

women. Men like to be the best, and competitions can often play at their male

ego and motivate them to work harder. He wants a title, or parking place, to

show it. sMotivation skills of women vs men can be used to your advantage.

Men and women are motivated be better than each other, so friendly

competition can get them involved and working their best. (LaCroix, 2002)

The study of motivation is concerned basically with why people behave in

a certain way. In general it can be described as the direction and persistence

of action. It is concerned with why people choose a particular course of action

in preference to others, and why they continue with chosen action, often over

a long period, and in the face of difficulties and problems (Mullins, 2005).

Motivation can therefore be said to be at the heart of how innovative and

productive things get done within an organization (Bloisi et al., 2003).

It has been established that motivation is concerned with the factors that

influence people to behave in certain ways. (Arnold et al., 1991) established

three components of motivation namely: (1.) Direction: what the person is

15
trying to do, (2). Effort: how hard a person is trying, and (3.) Persistence: how

long a person keeps on trying (Armstrong, 2006)

On a study entitled The effects of employees' motivation on

organizational performance (Osabiya, 2015), it was thoroughly explained how

the they have to foresee what will happen in the future and take advance

action to prevent the occurrence of the problem as prevention is always better

than cure. If the management is actively engaged in managing the

organization, then they will be able to foresee the problems. They should be

able to nip the problems in the bud, so that the problem will not recur. This is

proactive management. It is being studied the relationship of the employees'

motivation affecting his performance towards his job. In light of the findings of

the study, a hired staff should be given a job he has been trained for and is

best suited for so that he can enjoy doing what he knows best. Subordinates

are also well motivated when granted responsibility and some form of

authority. Hard working, talented and ambitious staff members should be

given room to develop their full potential. The findings also revealed that there

is obvious difference between properly motivated workers and those who are

not. This means that workers who are motivated have a sense of belonging,

recognition and achievement. If employees are encouraged by motivation,

they can strive to make sure that they identify with the organization. Since

they are highly motivated, they will perform their functions with all sense of

responsibility, humility and efficiency. All motivated workers are pampered in

16
their effort to perform creditably well in their functions. The needs and wants

of the employees should be looked into. The employees should be exposed to

seminars and workshops as they play significant role in reviewing the past

with criticisms and providing solutions and remedies to current problems and

issues in the best interest of the employees and the organization itself. The

use of periodic performance reviews, basing recognition upon systematic

evaluation would also help motivate workers. (Deming, 1950)

Every organization is concerned with what should be done to achieve

sustained high level8s of performance through its workforce. This means

giving close attention to how individuals can best be motivated through means

such as incentives, rewards, leadership etc. and the organization context

within which they carry out the work (Armstrong, 2006).

In a complex and dynamic environment, leader of the organization used

to create the environment in which employee feel trusted and are empowered

to take decisions in the organization which leads to enhance motivation level

of employee and ultimately organizational performance are enhanced. Stated

that performance was a role of individual motivation; organizational strategy,

and structure and resistance to change, was an empirical role relating

motivation in the organization.(Smith and Rupp 2003)

Concluded that advancement of human resources through rewards,

monetary incentives, and organizational behavior modification has generated

17
 a large volume of debate in the human resource and sales performance field.

(Luthans and Stajkovic 1999)

Recognized that employees have both a mind and a spirit and seek to

find meaning and purpose in their work, and an aspiration to be part of a

community, hence making their jobs worthwhile and motivating them to do at

a high level with a view to personal and social development. (Ashmos and

Duchon 2000)

Financial
Motivators Non-Financial
Motivators

18
MOTIVATIONAL FACTORS
AFFECTING EMPLOYEE
PERFORMANCE

Figure 1
Theoretical Framework

Chapter 3

19
 indicators that the management offers towards their employees.

Afterwards, the actual data gathering was conducted. The analysis of the

results gathered followed and was based on the analysis of the final results, a

proposed program, conclusion and recommendation were created.

Research Environment

20
 The study was conducted within the perimeters of Choobi-choobi

restaurant in the SM Seaside Branch. The research instruments were

specifically distributed to the staffs in the kitchen, dining, and other service

crews inside the establishment.

Choobi Choobi is a family oriented casual dining restaurant. Despite it’s

Korean sounding name, Choobi Choobi’s menu courses are mostly Filipino

Comfort Food. Choobi Choobi is derived from a foreign word which means “to

enjoy” that’s how our tag line “Lingaw lingaw Kaon!” originated.

Choobi-choobi has its first branch in Parkmall Cebu which opened July,

2013 and have grown to 16 branches located in key cities such as Bacolod,

Iloilo, Cagayan de Oro, Davao and Metro Manila. Choobi-choobi was one of

the restaurant that is fortunate to start its service upon the opening of the SM

Seaside on November 27, 2015.

Research Respondents

The research participants of the study were consisted of the staffs and

the crews of the Choobi-choobi restaurant specifically in kitchen, dining,

counter, and its staffs in the office except supervisors, managers, and higher

administrators.

21
 Table 1. Research Respondents

RESPONDENTS TOTAL PERCENTAGE

Front of the 16 62%

house (staffs)

Back of the 10 38%

house (staffs)

TOTAL 26 100%

Research Instrument

The main instrument that was used in data gathering was a researcher-

made questionnaire. It was a questionnaire which aimed to measure the

employees motivations through assessing the most effective factor that

motivates them to do well in their job. It has 2 factor namely Financial and

Non-Financial factors. Every factor is consisting of 5 indicators each to further

determine the effective factor that really affects every employee.

Treatment of Data

The results were gathered, tabulated, measured, and tallied. Individual

responses were scored using the formula.

To come up with complete percentage, the researchers divided the frequency

of each factor by the total number of respondents

22
 f
P= x 100
n

Where:

Percentage (%) = rate for an amount in each hundred

P = percentage

f = number of respondents under each scale

n = Total of respondents

100 = constant number of multiplier

To determine the most effective factor of motivation of the employees in

Choobi-Choobi Restaurant at SM Seaside Branch, the researchers used the
following formula:
n
fixi
Weighted Mean = ∑
i=1 n
Where:

∑ = Summation

fi = frequency responses

xi = values of each scale

N = Total number of respondents

Chapter 4

23
Range Scale

3.26 – 4.00 Very Satisfactory

2.51 – 3.25 Satisfactory

1.76 – 2.50 Less Satisfactory

1.00 – 1.75 Not Satisfactory

24
 The table showed the mean average of the financial indicators. It

highlights that the most effective financial motivational factor according to the

employees is the individual sales commission for hitting the quota which

scored 2.46. Even if they were less satisfied with this, employees were still

motivated if they will receive extra cash if they will hit a certain amount of

sales which will also benefit the company. The second effective factor that

scored 2.23 was the longevity bonus to encourage the employees to stay until

specified day. Though the employees were less satisfied, it still means that

with this benefit, most employees were driven in this indicator because there

are a lot of company who offers better salary than what they received.

Meanwhile, 2.15 of the employees were less satisfied on the higher rate pay

given by the company if they will work beyond their duty hours. Possible

reason for this was the management won’t constantly offer their employees to

work overtime. Whereas, 1.46 were not satisfied on the monthly attendance

bonus offered by the company with the reason that the management is not

that consistent in giving bonuses to those who keep in touch on their working

schedules. This is a concern that the company should pay attention because

they should give relevance for those people who will adhere on their

schedules every day.

With this result, it was represented that most of the employees were

inclined to perform well if they received commissions for hitting the quota.

Employees were determined to pursue more in their job in order for them get

25
an extra income out of their basic salary. This benefit will enable the

employees to gain more money than the actual amount they will receive.

Table 2.2 Non-Financial Indicator

Non-Financial Indicators µ INT

1.81 LS
Free transportation
2.89 S
Recognition from employer performing well
2.15 LS
Employee Development (Team Building)
Subsidized meal allowance (free meal) 2.96 S
Free skill training development to enhance work 2.73 S
performance

Range Scale

3.26 – 4.00 Very Satisfactory

2.51 – 3.25 Satisfactory

1.76 – 2.50 Less Satisfactory

1.00 – 1.75 Not satisfactory

The table showed the mean average of the non-financial indicators.

The table affirmed that the most effective non-financial factor of the

employees was the meal allowance privilege or free meal which scored 2.96.

This implicates that employees are satisfied and were more likely propel to do

well in their job with their stomach happy which will also benefit them from not

spending on their meals. On the other hand, 2.89% were satisfied and were

more likely persuade to work well if they will be recognized from employer for

26
their good performance. This is a great way of boosting morale of a person.

Employees will be much determined to do better if their supervisor or

manager will notice their way of work. Nonetheless, 2.73% of the employees

were inspired to work hard because of the free skill training development to

enhance work performance. This means that employees were prompt to do

better if they received a training that will enhance their skills and aptitude.

Thus, 2.15 were less satisfied on the management’s team building. However,

employees were still predetermined to perform better with the help of this

benefit because it will develop close knit relationship, unity, understanding,

and teamwork within their colleagues. Lastly, only 1.81 was less satisfied in

their desire to work because of free transportation. The company should

consider the welfare of their employees as they travel to work every.

After all the finding, the result attest that most of the employees were

predetermine to strive harder to be at their best at work because of the meal

allowance or free meal benefit that the employees have from the

management. It is important for the company to ensure and sustain the daily

needs of their employees. Aside from that, employees find this as a very

effective factor because it can support their physiological need like providing

them foods that can energize them all through-out the day and they can also

save money without spending it from buying a meal.

27
Chapter 5

28
 learned by the employees. There were 26 employees of Choobi-

Choobi restaurant at SM Seaside branch which serves as respondents of the

study. A research-made questionnaire was administered to each of the

participants for the gathering of data. After the data were gathered, the

researchers computed and tabulated the results of the questionnaire.

Findings

29
 Based on the study of the research conducted, the following findings

were as follows;

1. Most of the employees were less satisfied on the financial

indicators offered by the company. On the other hand,

employees were more likely satisfied on the non financial

indicators.

2. On the financial indicator, sales commission was the highest

which means Choobi-Choobi employees might get more

motivated to work harder with an exchange of having an extra

income out of their basic pay.

3. While on the non financial factor, free meal and recognition from

employer makes every employee to get more determined to

strive better and perform well on their job.

4. From the result shown, the highest among all indicators was the

free meal benefit which is followed by the recognition from the

employer and the skill training. This implicates to the Hierarchy

of Needs by Maslow,A. which explained that motivation will

always start from the physiological needs of every human being

and the importance of recognition or appreciation on a person

would really boost their productivity.

30
 5. In order to make improvements of the said findings, researchers

developed a program to formally address the possible problems

to enhance the motivation of the Choobi-Choobi employees.

Conclusion

Based from the findings of the study, the researchers conclude that

motivation would really play a vital role in every employee’s job performance.

There are many factors that affect employees’ motivation. And based on the

results gathered, it was found out that most of the employees were more likely

satisfied from the non motivational indicators. Hence, non motivation factors

are the most effective factor that affects employees’ performance.

Recommendation

Based on the result of the study, the following recommendations are

forwarded;

Primary Recommendation

The management should understand that motivation has an

effect to their employees’ performance and with that, it would have been best

to give importance and develop some strategies to make an effective

31
motivational factor to strengthen their work force that can also be an

advantage to the organizations’ success.

Secondary Recommendation

 Provide teambuilding to all Choobi-Choobi employees for

them to become more motivated by developing

cooperation, unity, compatibility, and rapport with each

other.

 Provide monthly attendance bonus to encourage

employees to be attentive and to adhere to their

schedules.

 Provide monthly huddle to all staffs for the management

to know their employees concerns.

CHAPTER 6

32
 employees know and understand the different factors that

motivate them and the ways for them to get more motivated in their line

of work.

Program Objective:

At the end of the seminar, the employees will be able to:

33
  Know the importance of motivation.

 Identify and understand the motivators

 Enhance their motivation to perform well

 Encourage them to do good in their work

Program Description:

This program is a whole day seminar which aims to provide

learnings and encouragements to the employees to achieved more and

perform at their best in doing their job. This intends to develop and

enhance the motivational level of the employees. The timeframe of the

program will be from 8:00 A.M to 5:00 P.M with 28 participants and is

scheduled on November 10, 2018 at the Choobi-Choobi establishment

in SM Seaside.

Program Content

Day 1 – (Seminar Schedule)

November 10, 2018

8:00 – 9:00 am Registration for the participants

9:00 – 9:05 am Invocation

9:05 – 9:30 am Opening Ceremony

9:30 – 10:00 am Welcome Address

34
 10:00 –10:15 am Energizer

10:15 – 10:45 am 1st Activity

10:45 – 11:00 am Snacks

11:00 – 11:30 am Discussion of the main point of activi ty

11:30 – 12:00 pm Processing of the 1st Activity

12:00 – 1:00 pm Lunch Break

1:00 – 1:10 pm Energizer

1:10 – 2:10 pm 2nd Activity

2:10 – 2:20 pm Discussion of the main point of activity

2:20 – 2:45 pm Processing of the 1st Activity
2:45 – 3:00 pm Snacks

3:00 – 3:05 pm Introduction of the Speaker

3:05 – 4:20 pm Discussion of the Topic

4:20 – 4:35 pm Giving of Certificate to the Speaker

4:35 – 4:45 pm Wrap Up

4:45 – 4:55 pm Evaluation

4:55 – 5:00 pm Closing Remarks

BUDGETARY OUTPLAY

Speaker 3000/hr x 1hr Php 3,000.00

Venue 100/hr x 8hrs Php 800.00

Screen Projectors 100/hr x 8hrs Php 800.00

Papers 5 pesos x 26pcs Php 130.00

35
 Pen and Markers 20 pesos x 26pcs Php 520.00

Snacks 100/pax x 26pcs Php 2,600.00

Lunch 100/pax x 26pcs Php 2,600.00

TOTAL Php 10, 450.00

BIBLIOGRAPHY

A. Publish boks

Armstrong, M. (2006). Human Resource Management Practice. London:

Kogan Page,

Bloisi, W., Cook, CW., Hunsaker, PL. (2003).Management and Organizational

Behaviour, Stockpost, UK: McGraw-Hill,

36
Mullins, LJ. (2005). Management and Organizational Behavior. Harlow,
England: Prentice Hall

B. Internet Source

http://vcm.qums.ac.ir/Portal/file/?64789/0749459891HumanResource.pdf

https://www.abebooks.co.uk/book-search/title/management-and-
organizational-behaviour/author/bloisi/

http://www.mim.ac.mw/ebook/books/Management%20&%20Organizational
%20Behaviour,%207th%20edition.pdf

https://www.researchgate.net/publication/308079419_Motivation_in_organizat
io

al_behavior_History_advances_and_prospects

http://www.indiagk.net/2013/08/carrot-and-stick-theory-by-jeremy.html

https://www.verywellmind.com/drive-reduction-theory-2795381

Appendix A

TRANSMITTAL LETTER

September 13, 2018

Mr. Bienvenido Cañete

Operation Manager
Choobi-Choobi Restaurant

37
Dear Mr.

Good Day!
The undersigned are the students of Cebu Institute of Technology –
University and is currently in 3rd level taking up Bachelors of Science in Hotel
and Restaurant Management.

In this connection, the undersigned students would like to ask

permission from your office to conduct our study entitled “Motivational Factors
Affecting Employee Performance”. This study aims to assess how a
motivational factor affects your employees’ performance.

With your permission, the researchers would like to administer the

questionnaire to the staffs of Choobi-Choobi Restaurant as respondents in
this study. We assure that all data and information gathered will be treated
with utmost confidentiality.

Respectfully yours,

Researchers

Noted By:

Dr. Ronald B. Payao

Professor, HRM314

Approved by:
Mr, Bienvenido Cañete
Operation Manager
Appendix B

RESEARCH INSTRUMENT

MOTIVATIONAL FACTORS AFFECTING EMPLOYEE PERFORMANCE

IN CHOOBI CHOOBI RESTAURANT

SM SEASIDE BRANCH

38
Name(Optional): ______________________Sex: __ Position: _________ Date: _________
Instruction:
Dear respondents,
We are the third year Hotel and restaurant Management student from CIT-University. We
would like to ask your help by answering the questionaire instrument of our research study. Indicate
your best answer by putting a (✔) mark. Your answer will be tabulated and summarized to formulate
recommendation . Rest assured, that your answers will be treated confidential and will be used for
academic purpose only.
4 - Very satisfied (VS) – if the satisfactory of the employee is very satisfied.

3 – Satisfied (S) – if the satisfactory of the employee is satisfied.

2 – Less satisfied (LS) – if the satisfactory of the employee is less satisfied.

1 – Not satisfied (S) – if the satisfactory of the employee is not Satisfied.

l. FINANCIAL MOTIVATIONS

NO Indicators 4 3 2 1
Very Satisfied Satisfied Less Satisfied Not Satisfied

1 Salary

2 Quota Pay

3 Pay raises

4 Incentive bonuses towards good

performance

5 Tuition Reimbursement

39
ll. NON-FINANCIAL MOTIVATIONS

NO Indicators 4 3 2 1
VerySatisfie Satisfied Less Satisfied Not Satisfied
d

1 Personal Passion

2 Promoting employee towards good

performance

3 Recognition from Employer

4 Employee Development (Team Building)

5 Subsidized meal allowance

Appendix C

Map of the vicinity of the Choobi-Choobi, SM Seaside Branch

40
 Appendix D

STATEMENT OF LIQUIDATION AND EXPENSES

Printing ---------------------------------- Php 300.00

Transportation Expenses ----------------------------------- Php 250.00

Token and Honorarium ----------------------------------- Php 1,500.00

Miscellaneous ---------------------------------- Php 1,000.00

Grand Total --------------------------------- Php 3,050.00

Certified True and Correct

Abion, Grefen Jay G. Abores, Edward Earl Marikit, Kristel Trixy D.

Researcher Researcher Researcher

Bacalso, Kristin James Branzuela, James Carl Ferraren, Venieza J,

41
Researcher Researcher Researcher

Juezan, John Anthony L.

Researcher

Curriculum Vitae

42
ABION, GREFEN JAY G. BSHRM – III

14-A F. Pacaña Punta Princesa St., Cebu City

C:091829968 | greyfen.sk8@yahoo.com

PROFILE

Age: 25
Birthdate: June 03, 1993
Height: 5’6
Weight: 65
Nationality: Filipino
Marital Status: Single
Mother: Grace G. Pacaña
Occupation: Housewife
Father: Federico Abion Jr.
Occupation: Deceased

EDUCATION

Elementary : Lyceum of Cebu

SY 2001 – 2006

Kalunasan Opra, Cebu City

Secondary : Salazar Colleges of Science Institute of Technology (SC-SIT)

SY 2006 – 2010

N. Bacalso Avenue, Cebu City

Tertiary : Bachelor of Science in Hotel and Restaurant Management

Cebu Institute of Technology – University (CIT-U)

N. Bacalso Avenue, Cebu City

SY 2010- Present
43
ABORES, EARL EDWARD BSHRM – III

Bulacao Talisay City, Cebu

C:09426120921 | earabores@yahoo.com

PROFILE

Age: 19
Birthdate: January 24, 1999
Height: 5’6
Weight: 73
Nationality: Filipino
Marital Status: Single
Mother: Teofila Abores
Occupation: Housewife
Father: Edwardo Abores
Occupation: Welder

EDUCATION

Elementary : Bulacao Elementary School

SY 2005 – 2012

Bulacao Talisay City Cebu

Secondary : St. Scholastica’s Academy Tabunok

SY 2012 – 2015

Tabunok Talisay City, Cebu

Tertiary : Bachelor of Science in Hotel and Restaurant Management

Cebu Institute of Technology – University (CIT-U)

N. Bacalso Avenue, Cebu City

SY 2015 - Present

44
BACALSO, KRISTIN JAMES BSHRM – III

Cansojong, Talisay City, Cebu

C:09065444372 | james.bacalso@yahoo.com

PROFILE

Age: 21
Birthdate: October 24, 1996
Height: 5’7
Weight: 70
Nationality: Filipino
Marital Status: Single
Mother: Wilma B. Bacalso
Occupation: Housewife
Father: Alexter D. Bacalso
Occupation: Seaman

EDUCATION

Elementary : St. Anthony Learning Center

SY 2004 – 2010

Talisay City Cebu

Secondary : Asian College of Technology

SY 2010 – 2014

Bulacao, Talisay City, Cebu

Tertiary : Bachelor of Science in Hotel and Restaurant Management

Cebu Institute of Technology – University (CIT-U)

N. Bacalso Avenue, Cebu City

SY 2013- Present

45
000BRANZUELA, JAMES CARLO F. BSHRM – III

807-B EnglisV.Rama Avenue, Cebu City

C:09339857444 | james.carlo0@yahoo.com

PROFILE

Age: 20
Birthdate: January 18, 1998
Height: 5’7
Weight: 73
Nationality: Filipino
Marital Status: Single
Mother: Wilma Branzuela
Occupation: Employee
Father: Leo Branzuela
Occupation: Electrician

EDUCATION

Elementary : Academia De Santa Monica (ADSM)

SY 2004 – 2010

J. Fortich St. Banawa Cebu City

Secondary : Ramon Duterte National High School (RDNHS)

SY 2010 – 2014

Guadalupe Cebu City

Tertiary : Bachelor of Science in Hotel and Restaurant Management

Cebu Institute of Technology – University (CIT-U)

N. Bacalso Avenue, Cebu City

SY 2015- Present

46
FERRAREN, VEINEZA J. BSHRM – III

Maria Paloma Village, Salvador Ext. Labangon, Cebu City

C:09234190639 | veineza@gmail.com

PROFILE

Age: 19
Birthdate: June 07, 1999
Height: 5’4
Weight: 55
Nationality: Filipino
Marital Status: Single
Mother: Pilar J. Ferraren
Occupation: Housewife
Father: Manuel N. Ferraren
Occupation: Maintenance

EDUCATION

Elementary : Borromeo Brothers Elementary School

SY 2005 – 2012

Cansojong, Talisay City, Cebu

Secondary : Talisay Malayan Academy (TMA)

SY 2012 – 2015

Poblacion Talisay City

Tertiary : Bachelor of Science in Hotel and Restaurant Management

Cebu Institute of Technology – University (CIT-U)

N. Bacalso Avenue, Cebu City

SY 2015- Present

47
JUEZAN, JOHN ANTHONY L. BSHRM – III

F. Jaca Street, Cebu City

C:09436662067 | totstersjohns@gmail.com

PROFILE

Age: 21
Birthdate: November 30, 1996
Height: 5’8
Weight: 74
Nationality: Filipino
Marital Status: Single
Mother: Ana Lucas
Occupation: Assistant
Father: Jonathan M. Juezan
Occupation: Assistant

EDUCATION

Elementary : Camputhaw Elementary School

SY 2004 – 2010

Camputhaw Cebu City

Secondary : CBD College

SY 2011 – 2014

F. Jaca Street, Inayawan Cebu City

Tertiary : Bachelor of Science in Hotel and Restaurant Management

Cebu Institute of Technology – University (CIT-U)

N. Bacalso Avenue, Cebu City

SY 2015- Present

48
MARIKIT, KRISTEL TRIXY D. BSHRM – III

Bonbon, Oslob ,Cebu

C:09564461767 | Kristel.domael@gmail.com

PROFILE

Age: 20
Birthdate: July 25, 1998
Height: 5’6
Weight: 50
Nationality: Filipino
Marital Status: Single
Mother: Mylene Gladys M. Domael
Occupation: OFW
Father: Geraldo C. Marikit
Occupation: None

EDUCATION

Elementary : Nueva Caceres Elementary School

SY 2005 – 2012

Nueva Caceres, Oslob, Cebu

Secondary : Oslob National High School

SY 2012 – 2015

Lagundi, Oslob, Cebu

Tertiary : Bachelor of Science in Hotel and Restaurant Management

Cebu Institute of Technology – University (CIT-U)

N. Bacalso Avenue, Cebu City

SY 2015 – Present

49