Chapter 1 5 Duplicate

Liceo de Cagayan University College of Business and Accountancy Page 1
Chapter 1
THE PROBLEM AND ITS SCOPE
Introduction
Individuals have different content for applying for a hospitality job, and those
motives may head them to perceive the hospitality job differently and bear differently in the
hospitality work environment. This study examines employees' work motives based on
McClelland's theory of needs, and investigated the effect of work motives on work behaviors
(e.g., organizational citizenship behaviors) and attitudes (e.g., job satisfaction and
organizational commitment). The study employed a mixed methods approach. First, in-depth
individual interviews were conducted with employees from different hospitality section to
examine hospitality employees' work motives. This study provides important prove of the
value of investigating future employee motives in applying for a job because work motives is
strongly related to their work behaviors and attitudes. Motivation theory can help us to
consider the different investments which can be made in people. Investment in workers
through motivational measures are made today with the hope of future benefits for an
organization.
Employees play a lead role in giving quality service. Because they have direct
and regular contact with customers, they are responsible for gathering the customers’ request.
Employees are anticipate to shoulder their responsibilities with enthusiasm; but jobs in the
industry have been defined by insufficient salaries and training (Poulston, 2008), Dawson,
Abbott, & Shoemaker in 2010 added in the list, few benefits, low job security and long
working hours.
According to (Ha & Jang, 2010), hospitality industry does not only sell edible
products, but it also offers intangible values such as service delivery, the dining atmosphere,
and other attractive amenities. But Ladhari, Brun, & Morales, 2008; Liu & Jang, (2009) said
that high quality service is delivered by employees and is rejective to the customers overall
control and repeat sponsorship.
By understanding employees work motives, employers can better assess whether
employees are a good fit for a unique characteristics of hospitality jobs and culture, and
whether positive job performance can be expected from them. Two strong predictors of our
happiness at work and commitment to the company are relationships with coworkers and
managers. The interaction people their degree of compassion, level of social acceptance in
the work group, and whether they are treated with respect or not are all important factors
surrounding our happiness at work. High quality service, as delivered by employees, is
critical to customers’ overall enjoyment and iterate patronage.
Studies display that a company benefits significantly from employees OCB
(Bienstock et al., 2003; Paillé and Grima, 2011; Walz and Niehoff, 2000).
According to the bureau of labor statistics report, the turnover rate in the leisure and
hospitality industry is very serious when being compared with other companies. Hence, steps
are compulsory to decrease the high turnover rate in the hospitality industry. There are so
many potentially qualified employees that are willing to consecrate themselves and enjoy
providing services in the hospitality industry. It is very important for the management, amid
appropriate personnel plans and human resources practices, in finding and recruiting
employees who fits hospitality jobs and culture. Motivation is such an important element in
enhancing work productivity, every employee needs to have a strong understanding of how it
relates to job satisfaction and reward systems. Based on multiple state and national studies
concerning the condition of companies, a great deal of time, energy, and effort is expended
by the organization trying to improve the effectiveness and efficiency. Understanding job
satisfaction and work motivation can be key elements to improving employee skills in a
hotel.
Theoretical and Conceptual Framework
This study is based on McClelland’s theory of needs and the social exchange theory
and Herzberg’s Two factor theory of motivation. Pinder (1998) suggested that work affiliated
behaviors are impacted by both environmental factors and inherent personal capabilities.
McClelland’s theory of needs which was introduced in the near 1960s, concentrates three
types of needs that contrast among individuals; which are the need for achievement, power
and affiliation. McClellands in 1985 explained why people do such things and to shape a
framework of human motivations (Jex and Britt, 2008). Thus, compared to Maslow’s theory,
his three types of needs is located in the upper level of his hierarchy of needs. Thus, safety,
security, and physiological needs, are located in the bottom level of his hierarchy of needs,
but this is not the main focus of McClelland’s theory.
Frederick Herzberg was a psychologist and who was interested on the correlation of
employee attitude and work motivation because he wanted to find out what made people
become satisfied and dissatisfied when they come to the workplace. Herzberg spent many
hours interviewing staff/employees about what they felt about their jobs, good and bad. That
is when he created the theory of workplace motivation, the two factor theory. The theory is
based on the fact that there are two sets of factors that would influence motivation in a
person’s workplace by enhancing employee satisfaction or hindering the employees’
satisfaction. Herzberg used “hygiene” to define factors that would cause dissatisfaction in the
workplace are extrinsic, this are linked to things including compensation, organizational
politics, job security, the quality of leadership, work conditions and the relationships between
subordinates, peers and supervisors.
Individuals with a high need for achievement like to challenge themselves with very
hard task and set high standard of job performance (McClellands, Atkinson, Clark and
Lowell, 1976; Phillips and Gully in 1997). These people expands their effort when job
promotion opportunities are based on their own performance other than seniority; thus, an
organizational or a type of job that highlights job performance would meet the person’s
needs. According to Winter, John, Stewart, Klohnen and Duncan in 1998, the need for power
relates to the desire to lead or engage others. People with high need of power wants a job that
gives them a sense of achievement and empowerment. The need for affiliation relates to the
need to enjoy sturdy relationships and keep friendships with others (Winter, John, Stewart,
Klohnen and Duncan in 1998). People with a high need for affiliation works best in an
organization where the management offer internal support and are observant to each other
(Weisenfeld, Raghuram, and Gatud, 2001). McClelland’s theory of needs could also be used
to describe the different kind of needs that drive people to look and apply for jobs in a
specific field within a particular organization.
According to Tepeci and Barlett (2002) the culture of the hospitality industry is
focused on teamwork and inter independence between the employees. Social exchange
theory could be adopted to teach their employee relationship to the organization (Van Dyne
and Ang, 1998), to their respected managers and supervisors (Podsakoff, Mackenzie, Paine,
and Bachrach, 2000) and to their coworkers (Illies, Nahrgan, and Morgeson, 2007).In
Herzberg’s motivation hygiene theory is that it is often called the two factor theory and it
focuses on those sources of motivation which are applicable to the accomplishment of work
(Hall and Williams, 1986).
Kim and Jogaratnam (2010) said that hospitality employees/staff are satisfied with
jobs where they are properly trained and with open communication and a very supportive
work environment. However, satisfaction with management practiced are related to these
areas in the industry, includes with getting involved in the organization itself (Kim and
Jogaratnem, 2010; Yang, 2010) Employee job satisfaction, then is directly associated with
OC (organizational commitment)
Organ (1988) outlined organizational citizenship behavior as “individual behavior
that is discretionary, but not directly or explicitly recognized by the formal reward system, in
the aggregate promotes the effective functioning of the organization”. Stamper and Van
Dyne also said that indicating the OCB only occurs when employees feel a sense of
belonging toward the organization.

Independent Variable Dependent Variable
JOB ATTITUDES JOB BEHAVIOR

1. Recognition 1. Basic Skill
2. Managing yourself
2. Ability to Grow in the 3. Working with other
Position 4. Taking action
Profile of Respondents
 Age
 Gender
 Department Assign
 Marital Status
 Highest Educational
Attainment
 Monthly income
 Position
Figure 1. Schematic Diagram of the Study.

Statement of the Problem
This study aimed to answer the questions in the past years of how to increase
employees’ motivation in the work environment that has been broadly investigated.
Nevertheless, despite the abundance of this study, only little is known to what initially
motivates’ workers to choose the hospitality industry for employment, neither is there any
information about how those initial reasons later affect the person’s behavior and attitude.
Specifically, this study sought to answer the following questions:
1. What is the respondents profile in terms of:
1.1 Age
1.2 Gender
1.3 Civil Status
1.4 Monthly Income
1.5 Position
1.7 Department assigned
1.8 Highest Educational Attainment
2. What are the employees attitudes and Job behavior?
3. What is the relationship between Job attitudes and Job behavior?
Scope and Delimitation s of the Study
This study focused on determining the employees work attitudes and organizational
behavior in selected hotels here in Cagayan de Oro City. This study was limited to the
employees and managers among the six (6) selected hotels specifically Lux Hotel, N hotel,
Seda Centrio Hotel, Dynasty Court Hotel, VIP Hotel, and Mallberry Hotel which are actively
accredited in Cagayan de Oro Hotel and Restaurant Associations. Research questionnaire
were distributed during the months of August to September.
Thus, the study is only limited to the identification of the hotels profile: Name of the
hotel, Location and Years of operation, and the distribution of the Hotels employees;
Position, Age, Monthly income, and the place of residence and the assessment of the
employees work aatitudes and organizational behavior; Hotel knowledge, Technical skills,
Social/Interpersonal Skills.
Significance of the Study
The findings of the study would be very beneficial to the following:
Students. This study enhances the awareness of the students on which they would be
able to educate themselves or any individual
Human Resource Department. This study will help the human resource
management to constantly train their employees to improve work motivations.
Employees. This study will help the employees to enhance performance through
work motives.
Hotel. To help the hotel become aware on how to motivate and educate their
employees on their work in the organization.
For the future researchers. This study will help as a source for future comparable
studies. This will also be in the services as one of their guides in order for them to have a
wide range of information in conducting their study.

Definition of Terms
Convention and meeting service industry- This term refers to the services that
includes planning a meeting, convention center management, management and event
planning, tradeshow and exhibition planning; also the management and convention services
in hotels.
Food service industry. This term refers to any places where food is served. There
are many types of food service this include “quick service, carry-out, family-style, specialty
and fine dining”.
Hospitality- This term refers to the four characteristics as cited in king, 1995, pg. 220
(a) conferred by hosting a guest that is away from home. (b) It is involving the provider and a
receiver and it is also interactive. © it also comprised of a blend of tangible and intangible
factors. (d) The provider of the guest’s security, psychological and physiological comfort.
Hospitality Culture. This term refers to what the hospitality industry learn over a
period of time, as we solve the problems in surviving in a external environment and the
problems of internal integration. This kind of learning is simultaneously a behavioral,
emotional and cognitive progress (as cited in Schein, 1990)
Hospitality Industry. This term refers to the convention and meeting service
industry, food service industry, recreation service industry and lodging industry.
Lodging industry. This term refers to the provided luxury, all suite, full service
convention, and budget motels, hotels, resorts, inns, conference centers, times shares,
condominiums, senior living service and bed and breakfast operations.

Recreation service industry. This term refers the services provided in so many
ways like providing “theme parks and attractions”. Workers are included in this study.
Theory of needs. This term refers to the three Needs Theory, proposed by
psychologist David McClelland, is a motivational model that attempts to explain how
the needs for achievement, power, and affiliation affect the actions of people from a
managerial context.
Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
This chapter is the reviews of literature, investigates the existing knowledge related to
the concepts with foreign and local literature studies.
Foreign Literature and Studies
This investigation is to make attention to the lodgings in this city, on which worker
inspiration and conduct is concerned. Additionally, it is conducted to improve the abilities of
the specialists and execute how the work environment actualize hierarchical conduct.
Occupation fulfillment is the degree on which one is content with their activity consequently
a worker's readiness to perform at an ideal dimension (Hoffman-Miller 2013). Aziri (2011),
states that there is no endless supply of what work fulfillment is or what it speaks to;
however there is have to think about the nature and significance of the work. The article
displays a few definitions from various writers portraying work fulfillment as "Constructive
and positive dispositions towards the activity demonstrate work fulfillment (Armstrong,
2006)"; gathering of feeling and convictions that individuals have about their present place of
employment (George et al., 2008)", while Ravari et al. (2011 take a gander at occupation
fulfillment as a multi-dimensional1 idea. For the most part the examination of the
considerable number of creators above focuses towards workers' sure or negative dispositions
towards their occupations. "Occupation fulfillment centers around three segments of

hierarchical conduct: that is psychological, full of feeling, and social and is broadly used to
decide generally fulfillment in human capital administration" (Hoffman-Miller, 2013).
Components impact work fulfillment and they change after some time; the vacillation
could be ascribed to changes inside the work environment just as monetary, statistic and
social patterns (SHRM, 2012). 3 creator is in concurrence with Nohria et al (2008) who
express that the most suffering and tricky test chiefs have is inspiring individuals to do their
best work, even in attempting conditions. As per Thahier et al. (2014), inspiring
representatives is imperative since inspiration of each individual is his eagerness to
wholeheartedly buckle down for high efficiency; which means the worker is happy to utilize
every one of the capacities that he has for his association by using the accessible chances to
achieve his association's main goal. They further statement McClelland on requirement for
achievement12, requirement for power13 and requirement for affiliation14 as sparks for
accomplishment and fulfillment. Unexpectedly, as indicated by Nohria et al., (2008) the
things that impact decisions and underlie all that we do are the drives to get both substantial
and impalpable things; the need to bond with others; comprehend15; and shield or secure
against outer dangers and advance equity.
DiPietro et al., (2014) in their article express that workers are propelled by intrinsic
and outward factors which are driven by the premium or happiness regarding the assignment
(inherent) and things that originate from outside the individual, for example, cash or rewards
(extraneous). This is like Cho and Perry (2012) who state that people are inherently
persuaded when they look for pleasure, however add on intrigue, fulfillment of interest, self-
articulation, or individual test in the work while outwardly roused when they take part in
exercises to acquire an objective that is independent from the work itself. Inspiration or
representative prizes come in different structures, for example, improving working
conditions, giving chances to development, and perceiving worker achievements or
compensation, be that as it may, utilizing inborn helpers like giving a feeling of having a
place with the worker and acknowledgment of an occupation well done goes far in making
them amped up for their employments. Additionally, work enrichment, strengthening and
sharing influence help a few representatives feel roused at work (Honore, 2009, DiPietro et
al., 2014). There are affecting conditions so as to have inherent and outward impacts of
inspiration. Cho and Perry (2012) present two situational factors administrative reliability
and objective readiness as the impacting factors for natural impacts while an individual credit
to outward reward hope. They further propose that "Administrative trustworthiness18 and
objective directedness19 increment the influence of natural inspiration on worker fulfillment,
while outward rewards hope diminishes the influence". With dependability comes inspiration
for the representatives as they will have exclusive standards of gaining from their director.
Having dependable managers enables workers to coordinate their endeavors toward their
errand execution without agonizing over interferences from administrators or clashes with
them. (DiPietro et al., 2014). Extraneous inspiration comes about when an action is done so
as to accomplish some detachable result, one doesn't really appreciate doing the errand but
since there is a result they need to accomplish, they will be spurred to do it. In any case, as
extraneous inspiration rises, inborn inspiration diminishes on the grounds that the individual
begins to search for outer rewards as opposed to dealing with something for individual
fulfillment (Burton, 2012).

Local Literature and Studies
Moreover, Saito et al., (2011) recommended that Filipinos will in general be
increasingly propelled and beneficial when working in gatherings or groups with up close
and personal collaboration. Given this collectivist culture, counterproductive practices may
include collaboration with other individuals or might be spurred by social connections. This
esteem has two faces: one that enables smooth relational connections to happen, and the
other that may make mindless conformity or attachment so solid, it might really energize
counterproductive conduct. There is moderately minimal insightful work on
counterproductive conduct in the Philippines. This part talks about neighborhood
contemplates on occupation turnover and burnout, social hostility, segregation, and lewd
behavior. It is like manner displays the consequences of an investigation directed by the
creators on patterns in counterproductive practices.
According to the 2011 Labor Turnover Survey directed among 700 expansive
endeavors in Metro Manila, turnover rate crosswise over businesses is at 8.5 percent. Be that
as it may, the story is distinctive in the call focus industry where around 27 percent of call
focus specialists leave their organizations simply following a half year to a time of
administration. Aim to stop is high when workers feel excessively depleted or wore out from
work. There are various factors found to impact burnout.
This implies these variables lead to fluctuating dimensions of employment burnout
or passionate weariness, which impact the educators' aim to stop. Social animosity is hostility
exhibited between gatherings or people with the expectation of obliterating relationship
structures in the association. It can appear as verbal or non-verbal activity intended to use
amiability procedures to make ill will. Spreading bits of gossip can be either positive or
negative.
Be that as it may, most of gossipy tidbits are regularly negative, at times inclining
toward the hostile or the unfavorable. These bits of gossip can run from legitimate and
dependable actualities, to false data meant to crush notorieties. The investigation attested that
bits of gossip can be a technique for socialization into a specific social condition. Bits of
gossip give a road to individuals from gatherings to associate with one another. The
examination found that the level of social condition (nature of region) and the level of
fellowship or brotherhood (commonality of relationship) influence the probability of bits of
gossip spreading. The more comfortable one is with the social condition; the almost certain
bits of gossip will spread. So also, the more comfortable individuals are with one another, the
higher the probability that bits of gossip will happen. By undermining people and ensuring
that they are out of the gathering, people influenced by the quiet treatment are expelled in
social conditions and are left to chip away at their own. They were accounted for to have low
amiability scores that may have prompted little connection with different individuals from
the association. The members additionally announced that they would connect more in
manipulating people with high friendliness. Since they can't spread gossipy tidbits as a result
of the absence of individuals who will tune in, they end up showing practices intended to
undermine errands or obligations of the in-gathering. These practices can run from belittling
activities to spreading of bits of gossip to create open disgrace.
Thought about one of the serious types of counterproductive conduct, inappropriate
behavior takes on different structures: it can start as splitting sexual jokes, sexual
articulations, for example, sharing one's sexual exercises, passing notes with sexual
insinuation, and can proceed onward to making lewd gestures, requesting sexual supports, or
even the outrageous of contacting oneself explicitly before the one being hassled. Those
apparent to have less impact, power or specialist in a social setting will in general be
progressively inclined to segregation. Separated people or gatherings may discover
limitations to their benefits and rights. Despite the fact that there are various kinds of
separation, (for example, race, sexual orientation, age, religion, handicap), the most widely
recognized in the Philippine work environment gives off an impression of being identified
with sex, sex personality, and school segregation.
A few hypotheses about inspiration has been built up all consistently. Society
for Human Resource Management (SHRM) are arranges the accompanying speculations of
inspiration as the most compelling in creating a comprehension on the idea of inspiration
with the organizations work place: Maslow's chain of importance of need, Herzberg's
inspiration cleanliness hypothesis and McClellands requirements for connection,
accomplishment and power, to give some examples that is as indicated by Lockwood (2010).
The accompanying speculations can be anyway arranged into those hypotheses that portray
the procedure of inspiration and what sort of requirements propelled the general population.
As per Teck Hong and Waheed (2011) which resembles Maslow and Herzberg's hypothesis,
likewise get a decent amount of analysis. Numerous examinations found that a few factors,
for example, pay rewards, and what benefits the two inspirations and furthermore cleanliness
factors.
Chapter 3
MATERIALS AND METHODS
Chapter 3 describes how the study will be conducted as well as how the researchers
will gather the necessary data for completion. Included on this chapter, are the research
design, population and sampling procedures, data gathering procedure, the research
instruments and statistical treatment of data.
Research Setting
This research study is conducted was the select hotels in Cagayan de Oro City
particularly; VIP hotel, Luxe Hotel, N Hotel, Seda Centrio Hotel, and Dynasty Court Hotel.
These Hotels are accredited by the Department of Tourism (DOT) and Cagayan de Oro Hotel
and Restaurant Association (COHARA).
Research Design
The researchers used the descriptive research design. The profile of respondents was
dealt with frequency and percentage distribution while the Job Attitudes and Behavior was
treated with mean and standard deviations.
Respondents and Sampling Procedure
The respondents of the study were represented by 50 participants identified through
random sampling. Only those in the list of hotels were required to join in the study.
Research Instrument
The researchers adopt the questionnaire form in order to gather the needed
information’s. Portions and sections of the study were updates and revised in order to fit to
current situations. Questioners were dived into two parts. Part I is the Demographic profile of
the respondents. Part II is the job attitudes and behavior of select employees in select hotels.
Range Descriptive Rating Qualitative Description

4.50 – 5.00 Strongly Agree Highly Positive
3.50 – 4.49 Agree Positive
2.50 – 3.49 Neutral Moderately Positive
1.50 – 2.49 Disagree Negative
1.00 – 1.49 Strongly Disagree Highly Negative
In computation of the mean values, the following ranges were used:
Validity and Reliability of the Research Instrument
In order to test the validity of the evaluation tool which used for this study, the
researchers tested the questionnaire with 15 respondents. These respondents as well as their
answers were not part of the actual study process and were only used for testing purposes.
For this research, .70 was used as basis for accepting the construct to be reliable. The values
above show that the constructs and or the variables measure what it intends to measure
because of its internal consistency as evidenced by high values of 0.754, enough to prove that
all values of work attitudes and organizational behavior are of high trustworthiness.
Research Protocol
To ensure the quality and reliability of the research findings, the researchers observed
the following University Research Protocol:

1. The researchers sought approval from the adviser after careful assessment and review
of final manuscript for the letters.
2. The Dean of the College approved the schedule for the defense of the thesis proposal
after thorough assessment and review of the final manuscript.
3. After the proposal defense, the researchers accomplished the Research Ethics
Application Form and submitted it to the Office of the Vice President for Research,
Publication, and Extension together with the approved research proposal.
4. The Associate Director of the Research and Publication Office reviewed the proposal
and Research Ethics Form for the completeness and for the compliance with the
University format guidelines. The research ethics form was then forwarded to the
RPO Director and Vice President for Research, Publication, and Extension for further
review and approval of the Research Ethics Committee.
5. The researchers wrote letters and secured permission from the managers of select
Hotels.
6. The researchers also secured the respondents’ consent to participate in the study.
Moreover, the respondents were assured that their responses would be treated with
utmost confidentiality.
7. Provision of the final manuscript. The researchers provided the adviser the copy of
the manuscript for assessment and review of the quality and relevance of the paper
prior to the scheduling of the final research presentation.
8. Once the paper was approved by the adviser, it was forwarded to the College
Research Coordinator for further review of the completeness of paper presentation.

9. After the final presentation, the researchers incorporated all the corrections and
suggestions of the Research Panel. It was then reviewed by the adviser and the panel
members.
10. After the paper was approved by the panel, it was then submitted to the Research and
Publication Office for Plagiarism and Grammarly Tests.
11. The researchers then forwarded the final paper to their assigned editor. After
incorporating all the corrections, the researchers submitted the final paper to the
adviser and Research Panel for signature and approval for binding.
Data Gathering Procedure
The researchers provided a letter of permission and approval to the Dean of the
College of Business and Accountancy and was given to the chairman of Hotel Restaurant
Management department of Liceo de Cagayan University for permission to administer the
employees of selected hotels questionnaire. After the approval, the researchers personally
administered the distribution of questionnaires to the selected respondents. After the retrieval
of filled out questionnaires, the data was subjected to statistical treatment.
Statistical Techniques
In analyzing the data, the researchers utilized the frequency and percentage
distribution to identify the demographic profile of the respondents. Mean and standard
deviation was used to determine the job attitudes and behavior of employee in select hotels.
Chapter 4
PRESENTATION, ANALYSIS, AND INTERPRETATION
This chapter presents the interpretation and analysis of the data gathered for the study.
The presentation follows the logical order of the statement of the problem of the study.
Problem 1. What is the respondent’s profile in terms of Age, Gender, Marital
Status, Highest Educational Attainment, Job Assignment?
Table 1.
Profile of Employees in terms of Age
AGE FREQUENCY PERCENTAGE

21 - 23 yrs old 15 30.00
24 - 26 yrs old 23 46.00
27- 29 yrs old 6 12.00
30 years old & above 6 12.00
Total 50 100.00
Table 1 shows profile of the employees in terms of Age. According to the data, 23 or
46.00% among 50 respondents are at the age of 24 – 26 years old. 15 or 30.00% respondents
are at the age of 21 - 23 years old. 6 or 12.00% respondents are at the age of 27 – 29 years
old. 6 or 12.00% respondents are at the age of 30 years old & above
Table 2.
Profile of Employees in terms of Gender
GENDER FREQUENCY PERCENTAGE

Male 34 68.00
Female 16 32.00
Total 50 100.00
Table 2 shows the profile of the employees in terms of Gender. Based on the data
provided, 34 or 68.00% among the respondents are Male and 16 or 32.00% of the
respondents are Female.
Table 3.
Profile of the Employees in terms of Marital Status
MARITAL STATUS FREQUENCY PERCENTAGE

Single 38 76.00
Married 12 24.00
Total 50 100.00
Table 3 shows the profile of the respondents in terms of Marital Status. Conforming
to the data gathered, 38 or 76.00% of the respondents are Single and 12 or 28% of the
respondents are Married.
Table 4.
Profile of the Employees in terms of Highest Educational Attainment
HIGHEST EDUCATIONAL ATTAINMENT FREQUENCY PERCENTAGE

College Student 10 20.00
College Graduate 37 74.00
Masteral Graduate/Student 3 6.00
Total 50 100.00
Table 4 shows the profile of the employees in terms of Highest Educational
Attainment. According to the data, 37 or 74.00% of the respondents are College Graduate. 10
or 20.00% among the respondents are College Student. 3 or 6.00% of the respondents are
Masteral graduate/student.
Table 5.
Profile of the Respondents in terms of Job Assignment
JOB ASSIGNMENT FREQUENCY PERCENTAGE

Front of the house 28 56.00
Back of the house 10 20.00
Others 12 24.00
Total 50 100.00
Table 5 shows the profile of the respondents in terms of Job Assignment. 28 or
56.00% of the employees are from the front of the house. 10 or 20% of the employees are
from the back of the house and 12 or 24% are from the other parts of the hotel.
Problem 2. What is the level of job attitude and job Behavior
Table 6.
Job attitudes in hotels
ASSESSMENT ITEMS MEAN STANDARD Descriptive Qualitative

DEVIATION Rating Interpretation
(SD)
I am willing to spend the rest of 3.30 1.093 Neutral Moderately Positive
my career in this organization
I enjoy exchanging views about 3.34 0.745 Neutral Moderately Positive
my work with people outside
that.
I believe that I could effortlessly 3.48 0.614 Neutral Moderately Positive
as attached to another
organization as I am to this one.
It seems like I am an art of this 3.16 0.792 Neutral Moderately Positive
organization family .
I feel sincerely connected to this 3.18 0.850 Neutral Moderately Positive
organization.
This organization has a lot of 3.48 0.931 Neutral Moderately Positive
individual significance.
I am frightened of what will 3.10 0.763 Neutral Moderately Positive
occur if I quit this job without an
alternative one.
It wouldn’t be easy leaving my 3.30 0.707 Neutral Moderately Positive
current job right now, even if I
wanted too.
Right now it’s a matter of need, 3.52 0.814 Agree Positive
staying with my organization
rather than desire.
One of the prblem of leaving this 3.38 0.901 Neutral Moderately Positive
organization is the scarcity or the
availability of another work.
I think that a person has to be 3.80 0.948 Agree Moderately Positive
loyal to his or her company.
I think that people shift from 3.42 0.835 Neutral Moderately Positive
another company to another is
frequent.
I was educated with the 3.64 0.875 Agree Positive
importance of remaining loyal to
one organization.
It would be expensive for me to 3.40 1.143 Neutral Moderately Positive
leave my organization now.
One of the main reason I 3.32 0.935 Neutral Moderately Positive
continue to work for this
organization is that leaving
would involve considerable
personal give up, the other
organization might not go.
OVERALL 3.39 0.830 Neutral Moderately Positive
Legend:

Table 6 demonstrates the “Job Attitudes”. As represented in the table, the highest
indicator is “I think that a person has to be loyal to his or her company.” with the mean of
3.80 which is rated as Moderately Positive. Followed by “I was educated with the importance
of remaining loyal to one organization.” (3.64), “Right now it’s a matter of need, staying
with my organization rather than desire.” (3.52), “I believe that I could effortlessly as
attached to another organization as I am to this one” (3.48), “I believe that I could effortlessly
as attached to another organization as I am to this one” (3.48), “I I think that people shift
from another company to another is frequent.” (3.42), “It would be expensive for me to leave
my organization now.” (3.40), “One of the problem of leaving this organization is scarcity or
the availability of another work” (3.38), “I enjoy exchanging views about my work with
people outside that.” (3.34), “One of the main reason I continue to work for this organization
is that leaving would involve considerable personal give up, the other organization might not
go ” (3.32), “I am willing to spend the rest of my career in this organization” (3.30), “It
wouldn’t be easy leaving my current job right now, even if I wanted to” (3.30), “I feel
sincerely connected to this organization” (3.18), “It seems like I am part of this organization
family” (3.16), “I am frightened of what will occur if I quit this job without an alternative
one” (310). With the overall mean of 3.39, it is rated as Moderately Positive.
Table 7.
Assessment on Job Behavior in Hotels
ASSESSMENT ITEMS MEAN STANDARD Descriptive Quatitative

DEVIATION Rating Interpretation
(SD)
I give advanced note when unable to 3.92 0.829 Agree Positive
go to work.
I get personal interest in other 3.02 0.958 Neutral Moderately Positive
employees.
I pass over important information to 3.58 0.758 Agree Positive
my coworkers.
I go out of the way to lend a hand to 3.62 0.696 Agree Positive
the new employees.
I go out way to help new employees. 3.48 0.814 Neutral Moderately Positive
I help out those who have been absent. 3.64 0.662 Agree Positive
I spend an enormous amount of time in 2.80 0.833 Neutral Negative

personal phone conversation.
I acquire undeserved work breaks. 2.88 1.023 Neutral Moderately Positive
I complain concerning insignificant 3.08 0.695 Neutral Moderately Positive
things at work.
I lend a hand to the others who have 3.54 0.706 Agree Positive
workload.
OVERALL MEAN 3.36 0.7974 Neutral Moderately Positive
Legend:

Table 7 shows the “assessment of the employees in terms of their job behavior”. As
shown in the table, the highest indicator is “I give advanced note when unable to go to work”
with the mean of 3.92, which is rated as Positive. Followed by “I help out those who have
been absent” (3.64), “I go out of the way to lend a hand to the new employees” (3.62), “I
pass over important information to my co-workers” (3.58), “I lend a hand to the others who
have workload” (3.54), “I take time to pay attention to my co-workers problems and worries”
(3.48), “I complain concerning insignificant things at work” (3.08), “I get personal interest in
other employees” (3.02), “I acquire undeserved work breaks” (2.88), “I spend some
enormous amount of time in personal phone conversation” (2.80). The overall mean is 3.36,
which is rated as Moderately Positive.
Problem 3. What is the relationship between job attitudes and job behavior?
Table 8.
The relationship between job attitudes and behavior.
Pearson Correlation P-Value Interpretation

0.525 0.000 Significant
Job Attitudes and
Job Behavior
*Greater than 0.05 Level of Significant
Table 3 shows that there is significant relationship between job attitudes and their job
behavior. The indicator on attitudes towards job and job behavior has greater value than
(0.05) level of significance. Therefore, the respondents profile and the assessment of job
attitudes and job behavior is significant.
Chapter 5
SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS
This chapter presents the summary or the research work undertaken by the
researchers, the conclusions drawn, and the recommendations as an outgrowth of this study
Summary
The study determined the profile of the respondents in select hotels, in terms of age,
gender, marital status, highest educational attainment. Moreover, the study also distinguished
the assessment of the employees’ job attitude and job behavior.
The researchers used the descriptive design and used the questionnaire from
McClelland's study. The respondents of this study are the employees from five (5) select
hotel restaurants in Cagayan de Oro City. There were 50 respondents participating in this
study. The finding reveals that majority of the respondents were male and most of the
respondents’ ages were ranging from 24-26 years old. Most of them are single and their
highest educational attainment are being a college graduate that are then assigned at the front
of the house in the hotel. The answers of respondents on attitude towards job were of mostly
neither agree or disagree with the descriptive interpretation of moderately positive while on
their job behavior were of the same descriptive rating of neutral and moderately positive is
its descriptive interpretation.
Conclusions
The job attitudes and behaviour, in select hotels, shows that the managers and staffs
assigned in the front and the back of the house are of low-moderate level of motivation.
Most of them are thinking of scarcity or availability of other work will result when they will
leave their jobs. However, their loyalty towards their company/hotel is not that strong based
on the table of attitude towards job. Moreover, keeping on track with McClelland’s theory of
achievement motivation focused on three basic drivers that motivated individuals,
achievement, affiliation, and power are truly inter-related for it significantly influence the
behavior of an individual, which is useful to understand from a managerial context.
Recommendations
Based on the findings of the study, the following recommendations are to be offered
based on the lowest mean scores of the respondents:
1. The employees must not be frightened to quit their job even without alternative
options because a better opportunity might be working somewhere else.

2. The Human Resource Department must create and enhance program of opportunity
for personal improvement since most employees are willing to spend the rest of their career
with career within the industry and are not easy to leave their current jobs event if they
wanted to.
3. The hotel management must enhance program goals and objectives to reward
employees who are sincerely committed to the organization so that they will not felt to just
be an art in the organization family.
4. Future researchers must not use this study as basis for another study that deals with
organizational behaviour since majority has exchange views about work and the people
related to the organization.

REFERENCES
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APPENDICES
APPENDIX A
RELIABILITY TEST RESULT

APPENDIX A
LETTER OF CONSENT
APPENDIX A
LETTER OF CONSENT
APPENDIX A
LETTER OF CONSENT
APPENDIX A
LETTER OF CONSENT
APPENDIX A
LETTER OF CONSENT
APPENDIX B
PLATES
Plate 1.Conducting Survey in SEDA and VIP Hotel
APPENDIX B
PLATES
Plate 2. Research editing
APPENDIX B
PLATES
Plate 3. Final Defense
APPENDIX C
SURVEY QUESTIONNAIRES
DEMOGRAPHIC PROFILE OF THE WORKERS
Position:
Gender: ___ Male __ Female
Marital Status: ___Single __Married __Others
Age: __21-23 __24-26 __27-29 __30-above
Highest Educational Attainment:
__ College Student
__ College Graduate
__ Masteral Graduate/ Student
In which department do you or do you work/assign?
__ Front of the house (Dining Room)
__ Back of the house (Kitchen)
__ others (please specify) _______
Monthly Income
__ 10,000 - 15,000 a month
__ 16,000 - 20,000 a month
__ 21,000 – 25,000 a month
__26, 000 – 30,000 a month
__ 30,000 – above a month
Job Attitudes
Check the corresponding box that best describe your level of agreement.
Strongly Disagree Neutral Agree Disagree

Agree 2 3 4 5
1
1. I am willing to spend the rest of my
career in this organization.
2. I enjoy exchanging views about my
work with people outside that.
3. I believe that I could effortlessly as

attached to another organization as I am
to this one.
4. It seems like I am an art of this
Organization family.
5. I feel sincerely connected to this
Organization.
6. This organization has a lot of
individual significance.
7. I am frightened of what will occur if
I quit this job without an alternative one.
8. It wouldn’t be easy leaving my

current job right now, even if I wanted
too.
9. Right now it’s a matter of need,
staying with my organization rather than
desire.
10. One of the problem of leaving this
organization is the scarcity or the
availability of another work.
11. I think that a person has to be loyal
to his or her company.
12. I think that people shift from another

company to another is frequent.
13. I was educated with the importance
of remaining loyal to one organization.
14. It would be expensive for me to
leave my organization now.
15. One of the main reason I continue to

work for this organization is that leaving
would involve considerable personal
give up, the other organization might
not go.
Job Behavior
Check the corresponding box that best describe your level of agreement.
Strongly Disagree Neutral Agree Disagree

Agree 2 3 4 5
1
1. I give advanced note when

unable to go to work
2. I get personal interest in other
employees
3. I pass over important
information to my coworkers
4. I go out of the way to lend a
hand to the new employees
5. I take time to pay attention to
my coworkers problem and
worries
6. I help out those who have been
absent.
7. I spend an enormous amount
of time in personal phone
conversation.
8. I acquire undeserved work
breaks.
9. I complain concerning
insignificant things at work.
10. I lend a hand to the others
who have workload.
APPENDIX D
CURRICULLUM VITAE
Name: Camille Janine V. Sarceda

Address: Blk 6 Lot 1 Montana Vista Phase II, Gran Europa, CDOC
Email: Johnkurbzz@yahoo.com
ORCID no.
Name of Guardian: Emelyn V. Sarceda
School Graduated
Elementary: West City Central School
High School: St. Mary’s Academy of Carmen
College: Liceo de Cagayan University
APENDIX D
CURRICULUM VITAE
2x2 picture
Name: Laureen B. Suganob

Address: 029 Zone 3 Patag, Camp Evangelista, Checkpoint, Cagayan de Oro
executive lookCity
Email Address: laureensuganob@gmail.com
ORCID no. 20152459860
Name of Father: Ricardo F. Suganob
Name of Mother: Mary Ann B. Suganob
School Graduated:
Elementary – Camp Evangelista Elementary School
High School – Angelicum Learning Centre, Inc.
College - Liceo de Cagayan University
APENDIX D
CURRICULUM VITAE
Name: Olivia Patricia C. Paderanga

2x2 picture
Address: Blk 8, Lot 8 Bloomingdale phase 2, Centro Iponan, Cagayan de Oro City, MIsamis
executive look
Oriental
Email Address: patriciapaderanga26@gmail.com
ORCID no.
Name of Father: Ratunil Casiano Oliver Patrick T. Paderanga
Name of Mother: Christine Mae C. Paderanga
School Graduated:
Elementary: Liceo De Cagayan University
High School: St. Mary’s Academy of Carmen
APENDIX D
CURRICULUM VITAE
Name: John Harvey B. Cuñada

Address: #261 Pegasus Street Terry Hills Subd. Bulua Cagayan de Oro City, MIsamis
Oriental
Email Address: johnharvey1296@gmail.com
ORCID no. 20150011734
Name of Father: Harvey Cuñada
Name of Mother: Cathrine B. Cuñada
School Graduated:
Elementary: Angelicum Learning Centre
High School: COC - PHINMA
APENDIX D
CURRICULUM VITAE
Name: Jacob Kerr A. Cortez

Address:#11 Gloria Maris St.Villa Erneto Phase 2 Gusa Cagayan de Oro City, Misamis
Oriental
Email Address: cortezjacob385@gmail.com
ORCID no. 20150144867
Name of Father: Gary f. Cortez
Name of Mother:
School Graduated:
Elementary: Gusa Elementary School
High School: Gusa national High school
APENDIX D
CURRICULUM VITAE
Name: John Kurby T. Loma

Address: Blk 6 Lot 18 Westfield Homes Iponan Road, CDOC
Email: Johnkurbzz@yahoo.com
Name of Father: Melvin S. Loma
Name of Mother: Nelia T. Loma
School Graduated
Elementary: San Benildo Integrated School
High School: San Benildo Integrated School

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Liceo de Cagayan University College of Business and Accountancy Page 1

THE PROBLEM AND ITS SCOPE

control and repeat sponsorship.

By understanding employees work motives, employers can better assess whether

surrounding our happiness at work. High quality service, as delivered by employees, is

critical to customers’ overall enjoyment and iterate patronage.

Studies display that a company benefits significantly from employees OCB

Theoretical and Conceptual Framework

but this is not the main focus of McClelland’s theory.

person’s workplace by enhancing employee satisfaction or hindering the employees’

subordinates, peers and supervisors.

specific field within a particular organization.

(Hall and Williams, 1986).

Organ (1988) outlined organizational citizenship behavior as “individual behavior

belonging toward the organization.

Independent Variable Dependent Variable

JOB ATTITUDES JOB BEHAVIOR

Figure 1. Schematic Diagram of the Study.

Specifically, this study sought to answer the following questions:

1. What is the respondents profile in terms of:

1.3 Civil Status

1.4 Monthly Income

1.7 Department assigned

1.8 Highest Educational Attainment

2. What are the employees attitudes and Job behavior?

3. What is the relationship between Job attitudes and Job behavior?

Scope and Delimitation s of the Study

were distributed during the months of August to September.

Significance of the Study

The findings of the study would be very beneficial to the following:

able to educate themselves or any individual

management to constantly train their employees to improve work motivations.

employees on their work in the organization.

wide range of information in conducting their study.

includes planning a meeting, convention center management, management and event

and fine dining”.

problems of internal integration. This kind of learning is simultaneously a behavioral,

emotional and cognitive progress (as cited in Schein, 1990)

condominiums, senior living service and bed and breakfast operations.

Theory of needs. This term refers to the three Needs Theory, proposed by

psychologist David McClelland, is a motivational model that attempts to explain how

REVIEW OF RELATED LITERATURE AND STUDIES

the concepts with foreign and local literature studies.

Foreign Literature and Studies

inspiration and conduct is concerned. Additionally, it is conducted to improve the abilities of

a worker's readiness to perform at an ideal dimension (Hoffman-Miller 2013). Aziri (2011),

towards their occupations. "Occupation fulfillment centers around three segments of

decide generally fulfillment in human capital administration" (Hoffman-Miller, 2013).

representatives is imperative since inspiration of each individual is his eagerness to

accomplishment and fulfillment. Unexpectedly, as indicated by Nohria et al., (2008) the

against outer dangers and advance equity.

representative prizes come in different structures, for example, improving working

conditions, giving chances to development, and perceiving worker achievements or

objective directedness19 increment the influence of natural inspiration on worker fulfillment,

fulfillment (Burton, 2012).

Moreover, Saito et al., (2011) recommended that Filipinos will in general be

counterproductive conduct. There is moderately minimal insightful work on

counterproductive conduct in the Philippines. This part talks about neighborhood

behavior. It is like manner displays the consequences of an investigation directed by the

creators on patterns in counterproductive practices.

work. There are various factors found to impact burnout.

This implies these variables lead to fluctuating dimensions of employment burnout

exhibited between gatherings or people with the expectation of obliterating relationship

fellowship or brotherhood (commonality of relationship) influence the probability of bits of

Gender: _ Male Female

Marital Status: _Single Married __Others

Age: 21-23 24-26 27-29 30-above