THE IMPACT OF JOB SATISFACTION ON WORK PERFORMANCE OF EMPLOYEE

IN SELECTED FAST-FOOD CHAIN IN BATANGAS CITY

An Undergraduate Thesis
Presented to the Faculty of
College of Business and Accountancy
University of Batangas
Hilltop, Batangas City

In Partial Fulfillment of the Requirements

for the degree Bachelor of Science in Business Administration Major in
Human Resource Development Management

Researchers:

Aguilar, Haezel Mae U.

Castillo, Nina Emerald Q.
Maranan, Ayessa Janniena O.
Parto, Gia Carla G.

February 2022
 ACCEPTANCE AND APPROVAL SHEET

This thesis titled THE IMPACT OF JOB SATISFACTION ON WORK

PERFORMANCE OF EMPLOYEES IN SELECTED FAST-FOOD CHAIN IN
BATANGAS CITY prepared and submitted by Haezel Mae U. Aguilar, Nina Emerald Q.
Castillo, Ayessa Janniena O. Maranan, and Gia Carla G. Parto in partial fulfillment of
the requirements for the degree Bachelor of Science in Business Administration Major
in Human Resource Development Management has been examined and is
recommended for acceptance and approval for oral examination.

Ms. Richelle C. Medina

Researcher’s Adviser

Accepted and approved in partial fulfillment of the requirements for the degree
Bachelor of Science in Business Administration Major in Human Resources
Development Management.

Dr. Niña B. Macarandang

Dean, College of Business and Accountancy

Thesis Defense Committee:

Mr. Gerniel Rivera

Chairman

Mrs. Loeve Mutiangpili

Members

Ms. Laiden Marasigan

Members

ii
 Acknowledgement

In the fulfillment of this research, the researchers wish to express their sincerest

appreciation and profound gratitude to those who extended their support and those who

helped make this thesis possible.

First, to the Almighty God, for his unending guidance and love that he gives to

them, especially for guiding their mind throughout this research during their darkest

hours, frustration, and pressure while doing the research;

To Mrs. Richelle Concepcion Medina, their research adviser, for the guidance,

patience, kindness, and comments and suggestions that help them to go ahead with

this research.

To their parents, brothers, sisters, aunties, uncles, and friends who gave them

hope and support through morals and guidance throughout the research preparations to

finish without any conflicts.

Despite their busy schedules, the respondents still gave them time to answer the

questionnaire and for their fullest cooperation, accommodation, and willingness to

answer the questions.

To the people who helped them to make this research possible.

iii
 DEDICATION

This study is wholeheartedly dedicated to our beloved parents who supported us

through thick and thin, bright and dark side of preparing this study, who gave us

courage and motivation when we wanted to give up and supported us physically,

emotionally, and spiritually; to our sisters, brothers, family relatives, friends, mentors

who also gives us the courage to finish this study, for sharing their thoughts and

motivational words.

And lastly, we dedicate this study to God the Almighty, creator of heaven and

earth and all their inhabitants. His compassion and mercy have led us this far for a

purpose.

So, Lord, here we are, though still imperfect, but You can use us because we can

do all things with Your help.

iv
 ABSTRACT

Title : THE IMPACT OF JOB SATISFACTION ON WORK

PERFORMANCE OF EMPLOYEES IN SELECTED FAST-FOOD
CHAIN IN BATANGAS CITY
Researchers : Aguilar, Haezel Mae U.
Castillo, Niña Emerald Q.
Maranan, Ayessa Janienna O.
Parto, Gia Carla G.

Type of Document : Unpublished Undergraduate Thesis

School : University of Batangas

Hilltop, Batangas City

Degree : Bachelor of Science in Business Administration

Major : Human Resource Development Management

No. of Pages : 120

School Year : 2021 – 2022

Adviser : Ms. Richelle C. Medina

Summary
This study discussed the impact of job satisfaction on the employees based on

the information gathered. Employees from the fast-food chain are satisfied with their

work performance, which helps to be more effective in doing their duties in their

workplace.

The researchers use the theory of the Two-Factor theory by Herzberg to

determine the level of job satisfaction by evaluating the six factors: responsibility,

recognition, personal growth, work itself, advancement, and achievement. And the last

v
theory is the Model of Job Performance by Campbell to determine the determinants of

work performance by evaluating the 3 factors: declarative knowledge, procedural

knowledge and skill, and motivation. The study uses the descriptive method with the

questionnaires serving as the data gathering instrument. This survey has 100

employees from the fast-food chains. In the study, the participants were chosen to use

the random sampling method.

This study contained five objectives, and the first objective identified the profile of

the employees that indicates their sex, age, employment status, length of service, and

educational attainment. The second objective was an assessment of the level of job

satisfaction in terms of responsibility, recognition, personal growth, work itself,

advancement, and achievement. The third objective was an assessment of

determinants of work performance in terms of declarative knowledge, procedural

knowledge and skills, and motivation. The fourth objective was to identify if there was a

significant relationship between the level of job satisfaction and the determinants of

work performance. And the last objective was the proposed work performance plan that

will help the employees be satisfied more with their work performance.

Findings

The following are the summarized major findings of the study from the data gathered,

interpreted and analyzed:

vi
1. Profile of the Respondents

1.1. Sex. Based on the findings of 100 employees, 52 employees (52%) were male, and

48 employees (48%) were female. Therefore, the data implies that most of the

employees in the fast-food chain were male.

1.2. Age. Based on the 100 respondent’s answers, (13%) of the respondents belong to

the age of 18 – 20, (53%) of the respondents belong to the age of 21 – 24, (24%) of the

respondents belong to the age of 25 – 29, and (10%) of the respondents belong to the

age of 30 – 40. Therefore, the data implies that most of the employees in the fast-food

chains were 21 – 24 years old. Thus, belonging to the young adult group out of the 100

respondents.

1.3 Employment Status. In the total of the 100 respondents in the study, (21%) of the

employees’ positions were managers, (47%) of the employees’ positions were Service

crew, (23%) of the employees’ positions were Cashier, and (9%) of the employees’

positions were Cook. The data implies that most of the employees’ positions were

Service Crew.

1.4 Length of Service. In terms of the 100 respondents’ length of service, (21%) of

employees are working for 2 – 6 months, (31%) of the employees are working for 7

months – 1 year, (37%) of the employees are working for 2 – 5 years, (6%) of the

employees are working for 6 – 9 years, and (5%) of the employees are working for 10

years – present. The data implies that most of the employees were working for 2 -5

years in the fast-food chain.

vii
1.5 Educational Attainment. The frequency distribution of the 100 respondents

regarding their educational attainment shows that (24%) of the respondents are High

School graduates, (42%) of the respondents are Senior High School graduates, (31%)

of the respondents are College graduates, and (3%) of the respondents are

respondents are Vocational. The data implies that most of the employees are Senior

High Graduates.

2. Factors Influencing the Level of Job Satisfaction

2.1 Responsibility. Most of the respondents strongly agreed that I always make sure

that I did my duty well has the highest ranking 1 with weighted mean of 3.67. While I am

expecting feedback from the customers with the weighted mean of 3.11 which has

verbal interpretation of Agree led to the last rank with the composite mean of 3.39.

2.2 Recognition. Most of the respondents strongly agreed that “I always make sure that

I did my duty well” has the highest-ranking 1 with a mean of 3.67. While “I am expecting

feedback from the customers” has a mean of 3.11, which has a verbal interpretation of

“Agree” led to the last rank with a composite mean of 3.39.

2.3 Personal Growth. Most of the respondents strongly agreed that they were

recognized and respected by their co-employees, with the highest mean of 3.54. While

“I am always looking for commentary from the customers”, the mean of 3.1 with the

verbal interpretation of “Agree” is the last in rank, with a composite mean of 3.33.

2.4 Work Itself. Most of the respondents strongly agreed that they enjoy the type of

work they do, with the highest mean of 3.65. “And I think that the company needs an

viii
improvement” has a mean of 3.11, which has a verbal interpretation of “Agree,” ranked

last with a composite mean of 3.39.

2.5 Advancement. Most of the respondents strongly agreed that opportunities are

available to develop new skills, with the highest mean of 3.54. And the

managers/owners are open to suggestions coming from their employees, with a mean

of 3.4, which has a verbal interpretation of “Agree,” ranked last, with the composite

mean of 3.48.

2.6 Achievement. Most of the respondents strongly agreed that they consider their

accomplishment in their work as an achievement, with a mean of 3.57. “And I took

significant risk to accomplish my task in my work” has a mean of 3.41, and a verbal

interpretation of “Agree,” which ranked last with the composite mean of 3.45.

3.Determinants of Work Performance

3.1 Declarative Knowledge. Most of the respondents strongly agree that they kept in

mind the results they had to achieve in their work with the highest mean of 3.57. “And I

never come to work late” has a mean of 3.51, and a verbal interpretation of “Agree”

ranked last with the composite mean of 3.57.

3.2 Procedural Knowledge and Skills. Most of the respondents strongly agreed that

they fully understand how to handle foods, with the highest mean of 3.63. While

“considering a degree where a job function can be done without any assistance or

supervision from the supervisor” has a mean of 3.45, verbal interpretation of “Agree”

ranked last, with the composite mean of 3.57.

ix
3.3 Motivation. Most of the respondents strongly agreed that they usually try to do

their best at work, with the highest mean of 3.63. While “my job gives me opportunity to

develop my skills” has a mean of 3.6, which has a verbal interpretation of “Agree”,

ranked last with a composite mean of 3.51.

Conclusion

Based on the findings of the study, the following conclusions were drawn:

1. Most of the respondents working in the fast-food chain were males aged 21-24

who worked on the Service crew for 2-5 years and graduated senior high.

2. Most of the respondents strongly agree with the level of job satisfaction and the

determinants of work performance of the employees in the fast-food chains.

3. Most of the employees were satisfied to be motivated to do their work

performance in the fast-food chain.

4. There was a significant relationship between declarative knowledge as one of the

determinants of work performance recognition and achievement. In Procedural

Knowledge and Skills, there was a significant relationship between advancement

and achievement, while in Motivation, there had a significant relationship to

achievement.

5. The work performance plan will help the employees be more satisfied with their

work performance.

x
 TABLE OF CONTENTS
ACCEPTANCE AND APPROVAL SHEET ……………………………………………ii
ACKNOWLEDGEMENT …………………………………………………………………iii
DEDICATION ……………………………………………………………………………...iv
ABSTRACT ………………………………………………………………………………..vi
TABLE OF CONTENTS ………………………………………………………………….xi
LIST OF FIGURES ………………………………………………………………………..xiii

CHAPTER 1: THE RESEARCH PROBLEM

Introduction ………………………………………………………………………..1
Theoretical and Conceptual Framework ……………………………………..6
Statement of the Problem ……………………………………………………….9
Hypothesis …………………………………………………………………………10
Significance of the Study ………………………………………………………..11
Scope, Limitation and Delimitation of the Study …………………………….12
Definition of the Study ……………………………………………………………13

CHAPTER 2: REVIEW OF LITERATURE AND STUDIES

Related Literature …………………………………………………………………...17
Related Studies ………………………………………………………………………25
Synthesis ……………………………………………………………………………...27

CHAPTER 3: RESEARCH METHODOLOGY

Research Design …………………………………………………………………….30
Respondents of the Study ………………………………………………………....30
Data Gathering Instruments ……………………………………………………….31
Data Gathering Procedure …………………………………………………………32
Statistical Analysis of Data ………………………………………………………. 33

xi
 Ethical Consideration ……………………………………………………………… 34

CHAPTER 4: PRESENTATION, INTERPRETATIO, AND ANALYSIS OF DATA

RESULTS AND DISCUSSIONS …………………………………………………… 35

CHAPTER 5: SUMMARY, FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS

Summary …………………………………………………………………………….. 76
Findings ……………………………………………………………………………… 78
Hypothesis of the Study …………………………………………………………... 83
Conclusions …………………………………………………………………………. 86
Recommendation …………………………………………………………………... 87

BIBLIOGRAPHY …………………………………………………………………………… 89
APENDICIES:
Letter for Respondents ……………………………………………………………91
Questionnaire ……………………………………………………………………….92
Certification of Validation………………………………………………………....98
Certification of Grammarian………………………………………………………99

CURRICULUM VITAE ………………………………………………………………………100

xii
 LIST OF FIGURES AND TABLES

Figures
Figure 1: Research Paradigm ………………………………………………………………8

Tables
Table 1: Frequency Distribution of Respondents in terms of Sex ………………….35
Table 2: Frequency Distribution of Respondents in terms of Age ………………....36
Table 3: Frequency Distribution of Respondents in terms of
Employment Position ……………………………………………………………38
Table 4: Frequency Distribution of Respondents in terms of
Length of Service …………………………………………………………………39
Table 5: Frequency Distribution of Respondents in terms of
Educational Attainment ………………………………………………………….40
Table 6: Mean Distribution of Respondents in terms of
Responsibility ……………………………………………………………………..42
Table 7: Mean Distribution of Respondents in terms of Recognition ……………..44
Table 8: Mean Distribution of Respondents in terms of
Personal Growth ………………………………………………………………….47
Table 9: Mean Distribution of Respondents in terms of
Work Itself ………………………………………………………………………….50
Table 10: Mean Distribution of Respondents in terms of Advancement ………….53
Table 11: Mean Distribution of Respondents in terms of Achievement …………..56
Table 12: Mean Distribution of Respondents in terms of
Declarative Knowledge ………………………………………………………...59
Table 13: Mean Distribution of Respondents in terms of
Procedural Skills and Knowledge ……………………………………………61
Table 14: Mean Distribution of Respondents in terms of Motivation ………………64
Table 15: Significant Relationship of Declarative Knowledge of Employees’
Work Performance to their
Level of Job Satisfaction…………………………………………………..67
Table 16: Significant Relationship of Procedural Skills and Knowledge of
Employees’ Work Performance to their
Level of Job Satisfaction…………………………………………………70
Table 17: Significant Relationship of Motivation of Employees’ Work
Performance to their Level of Job Satisfaction……………………….73

xiii
 CHAPTER 1

THE RESEARCH PROBLEM

Introduction

Employee attitudes are essential to management because they determine

workers' behavior in the organization. The commonly held opinion is that “A satisfied

workforce is a productive worker.” A satisfying workforce will create a pleasant

atmosphere within the organization to perform well.

A person works towards an end goal, which is a job it has on self, resulting in his

advancement and fulfillment. Each organization has its system for evaluating employee

performance. In that case, we can see that all employees have this kind of thought to

work not just earn money too and have grown to accomplish their careers and enjoy it.

The sum of an employee's comparisons between what the person's job delivers and

desires in many areas determines overall job happiness. The fact that perceived

importance has a significant impact on how employees feel has managerial

implications.

In today’s highly competitive economy, many organizations need capable, dedicated,

and well-qualified employees to accomplish and succeed in their organizational

objectives Khosa et al. (2015). Hence, evaluating employees’ performance is critical to

ensure that an organization is continuously successful, as it is an essential tool for

organizational leaders and decision-makers (Chien et al., 2020).

1
Fast-food chains, sometimes known as quick-service restaurants, are a type of

restaurant that specializes in fast cuisine and provides limited table service. Because

they offer speedier and cheaper products, they attract many clients, resulting in many

duties or tasks transferred through their staff. With these facts in hand, the research will

concentrate on finding viable steps to assist them in maintaining a healthy working

environment while still meeting the needs of their clients.

A majority of the employees at fast-food restaurants have to deal with demanding and

hectic work environments, inconsistent shifts, inconsiderate and hostile managers, lack

of access to transportation to and from work to attend late shifts, long work hours,

minimum wages, unhealthy work relationships, weekend shifts, work overload and a

lack of employees' participation in decision-making. (Ukandu & Ukpere, 2014).

Considering these facts, it is noticeable that most staff were drained because of the

given circumstances. With these facts in hand, the research will aim to determine the

effects of job satisfaction on how employees work. The relationship between these two

variables is so important that in organizational research, it has been called the "Holy

Grail" Bowling et al., (2015). Furthermore, some previous research suggests

The achievement of high-performance levels through productivity and efficiency has

long been a top aim for organizations. The widespread consensus is that job

satisfaction is a state of mind about one’s work. Job satisfaction, in other terms, is an

affective or emotional response to many aspects of one’s job. A person with a high

degree of job satisfaction has good views toward his or her employment, whereas a

person with a low level of job satisfaction has negative attitudes toward his or her

2
employment. A person who is unsatisfied with their employment has a negative attitude

about it. A happy workforce will foster a positive work environment, allowing the

company to function successfully. This study investigated the specific problem of the

effects of job satisfaction on work performance. For a firm to achieve a high level of

performance progression, a delighted workforce is an imperative prerequisite. Worker

satisfaction motivates them to put up more effort in their jobs, and they work harder and

better as a result. Every company strives to cultivate a satisfied workforce to maintain

the company's well-being. However, the business's overall effectiveness depends on

individual employees' efficient and effective work.

Employee effort is a critical component in determining how well an individual performs.

When an employee is satisfied with their employment, they are inspired to put forth

more effort in their work. The organization's overall performance tends to improve as a

result. Employees are essential in every company. Aside from customers, they are also

beneficial to companies' success. Therefore, they need to have the privilege to get what

they deserve and what is necessary to work effectively and efficiently. In other words, a

contented individual employee and their work and devotion are critical to the

organization's success.

Job satisfaction is a multidimensional and complex notion that means different

things to different people. It is more of an internal state of mind. It could do done linked

to a personal sense of accomplishment. Job satisfaction results from a psychological

assessment of how well various components of their job (compensation, autonomy, and

workload) meet their expectations. As a result, the greater the differences between what

employees have and what they desire, the less content the workers are. Certain factors

3
affect the way employees feel satisfaction. Intrinsic and extrinsic factors such as

employees' age, gender, and experience affect their job satisfaction. It also investigated

why employees stay and leave the company and the most fulfilling event of an

employee's time in the workplace. These factors to consider, but their satisfaction

depends on their work environment. Workers tend to stay in an environment where they

feel welcome and secure. When they get the treatment and think they deserve it, they

give their best to stay and help achieve their goals. Other factors that appear to affect

the effective functioning of organizations include management and leadership styles,

unclear rules and regulations in personnel policies, excessive workload, poor

communication with supervisors and dark lines of communication, boredom, and

frustration caused by a lack of support from superiors, a suitable career ladder, and

inadequate fringe benefits.

Employing qualified human resources is critical for ensuring long-term viability

and establishing a competitive advantage for businesses. In this context, the use of

high-quality human resources and the continuity of employment are necessary.

Management practices are required to link employees to the organization and sustain

high levels of job satisfaction. Job satisfaction will intrinsically tie to the concept of

quitting employment. Several studies on the relationship between job satisfaction and

intention to leave have been undertaken in the service industry. It has been established

that there is a negative association between job satisfaction and intention to quit.

Furthermore, it is believed that job satisfaction affects the choice to leave the job and

that employees who are dissatisfied with their jobs are more likely to leave. Companies

cannot afford to lose their best employees since they are also an asset and vital to

4
exceptional sales and company performance. Therefore, any company would be wise to

spend on increasing employee satisfaction. The primary reason for this is that, as a

company, they will want to have satisfied employees. Employee satisfaction is one of

the most significant determinants of long-term favorable firm success. The study aims to

find out how fast-food workers feel about their jobs and themselves. It will also deal with

how these certain factors give significance to achieving the job satisfaction every

employee of the company needs. This study aims to determine the correlations between

various employee performance and job satisfaction characteristics.

According to Locke (2014). Job satisfaction is a positive or pleasurable emotional

state resulting from the appraisal of one’s job or job experiences. It is a complex

multidimensional notion that means different things to different people. It is more of an

interior state of mind. It could be linked to a personal sense of accomplishment,

quantitative or qualitative. Job satisfaction results from a psychological assessment of

how well various components of their job (for example, compensation, autonomy, and

workload) meet their expectations. As a result, the greater the differences between what

employees have and what they desire from their work, the less content the workers are.

Certain factors affect the way employees feel satisfaction. Intrinsic and extrinsic

factors such as employees' age, gender, and experience affect their job happiness. It

also investigated why employees stay and leave the company and the most fulfilling

event of an employee's time in the workplace. These factors can be considered, but

their satisfaction depends on their work environment. Workers tend to stay in an

environment where they feel welcome and secure. When they get the type of treatment

they think they deserve, they give their best to stay and help achieve the company's

5
goals. Other factors that appear to affect the effective functioning of organizations

include management and leadership styles, unclear rules and regulations in personnel

policies, excessive workload, poor communication with supervisors and unclear lines of

communication, boredom, and frustration caused by a lack of support from superiors, a

suitable career ladder, and inadequate fringe benefits.

Theoretical and Conceptual Framework

This study is an anchor on Herzberg's Two Factor Theory (1959) and Campbell's

(1990) Model of Job Performance.

The Two-Factor theory adapted from Maslow's Hierarchy of Needs pyramid

stresses the importance of obtaining extrinsic factors first, such as survival, and then

working up the pyramid towards intrinsic factors, such as self-actualization (Haivas et

al., 2014). Herzberg developed his theory using the Critical-Incident Method and asked

volunteers to recall when they felt a very positive or negative experience at work. From

the results and trends, directions were found between term hygiene factors and

motivator factors. Employees are seriously affected by intrinsic motivator factors such

as achievement, recognition, work itself, responsibility, advancement, and personal

growth on the satisfaction scales. On the dissatisfaction scale, employees are more

affected by extrinsic hygiene factors such as pay, job security, status, physical working

conditions, company policies, and relations with coworkers. The core point of

Herzberg's Two Factor Theory of Motivation is Motivation and hygiene.

Factors are very different. Hygiene factors are essential in helping individuals to

stop being dissatisfied at work. However, crucially, no matter how significant these

6
factors are, they alone will never support an individual to reach high satisfaction levels

at work. Hygiene factors are a prerequisite for a good employee experience and good

employee engagement in different languages.

Motivating factors are almost the opposite. Motivating factors are essential in

helping individuals become highly satisfied at work, but their absence will never cause

them to become highly unsatisfied. This theory is a significant study for the researchers

to know the reason for employee satisfaction and its impact on the employees' level of

performance.

Campbell (1990) proposed a general model of individual differences in

performance which became very influential. In his model, Campbell differentiates

performance components determinants of job performance components and predictors

of these determinants. Within Campbell's Model of Job Performance, they will find three

ways to judge job effectiveness Declarative knowledge, Procedural knowledge and skill,

and Motivation. Also complementing these three ways to evaluate job effectiveness

Campbell are eight essential performance components with three basic qualities: core

task proficiency, Demonstrated effort, and Maintenance of personal discipline. Campbell

shows how the point meets the relevance of the job and ends the first part of the job

analysis. Campbell largely neglects situational variables as predictors of Performance

Campbell summarized studies that identified job knowledge and job skills as measured

by work sample tests as predictors of individual performance. Moreover, ability and

experience were predictors of job knowledge and skills but had no direct effect on job

performance. Campbell et al. interpret these findings as support for their model, with

7
declarative knowledge, procedural knowledge, and Motivation acting as the only direct

determinants of performance.

Profile of the respondents

 Data Gathering Proposed Work
Survey Improvement Plan
Questionnaire
Assessment of the Level of
 Data Analysis
Job satisfaction through
Statistical Tool

Assessment of Work
Performance

FIGURE 1. Research Paradigm

Figure 1 presents the study's conceptual framework, which includes the input,

processes, and output considered in the whole study. The First input box shows the

profile of the respondents in terms of age, sex, Employment Status, Length of Service,

and Educational Attainment, followed by the assessment of the level of job satisfaction

relative to the following factors including responsibility, recognition, personal growth,

work itself, advancement and achievement and evaluation of the work performed

relative to the following determinants are the Declarative knowledge, Procedural

knowledge and skills, Motivation. The second input box would consist of data analysis

through questionnaires and data analysis through the statistical tool. Lastly, the third

output would consist of a developed and proposed work improvement plan.

8
Statement of the Problem

This study aims to propose the impact of job satisfaction on the work performance of the

employees. Specially, this study aimed to answer the following question:

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

1.1. Sex

1.2. Age

1.3. Employment Position

1.4. Length of Service

1.5. Educational Attainment

2. How do respondents assess the level of job satisfaction relative to the following

factors:

2.1. Responsibility

2.2. Recognition

2.3. Personal Growth

2.4. Work Itself

2.5. Advancement

2.6. Achievement

9
3. How may employees assess work performance relative to the following

determinants?

3.1. Declarative knowledge

3.2. Procedural knowledge and skills

3.3. Motivation

4. How do the assessment of job satisfaction relate to the work performance, Are there

significant relationship between the assessment of Job Satisfaction in relation to the

Work Performance?

5. Based on the findings, what work improvement plan may propose?

Hypothesis

There is no significant relationship between the Job Satisfaction and the Work

Performance of Employees in selected fast-food chain in Batangas City.

Significance of the Study

The study aims to learn how fast-food employees feel about their jobs and

themselves. It will also discuss how these specific aspects contribute to achieving the

job satisfaction that every corporate employee requires. The researchers believe that

this study will benefit the following:

10
 Employees. The study hopes to avail information that will be useful in

determining better working conditions for the employees to achieve high-level work

performance in results arising from job satisfaction.

Managers. The study's findings will be beneficial to managers. It will help to

articulate the need components of the employees to enhance effective job satisfaction

in their selected fast-food chain.

The selected fast-food chain. Through this study, they will learn how important

job satisfaction is on the level of employee performance. The managers will find the

research helpful and can serve as insight on improving staff morale and bringing about

job satisfaction for their employees.

Students. As a student who aspires to be a future manager, HR professional, or

employer. This research will assist them in providing accurate facts or knowledge to

employees and employers and assisting them in reproducing benefits and feasible

steps to help them develop a healthy work environment.

Future Researchers. They can benefit from the study as a guide, tool, and

reference when conducting research relevant to the study.

Scope, Limitation and Delimitation of the Study

The study focused only on employee performance that could arise because of

job satisfaction. Job satisfaction can impact employees' performance, leading to an

increase in productivity among employees. The study aims to determine the factors of

employee satisfaction and by having satisfaction on the job what its impact on how they

11
perform. The study will Fast food chains the basis and the need to ensure employee job

satisfaction to promote their job performance.

As organization performance depends on employee performance, the study will

assist the selected fast-food chain in implementing strategies for employee job

satisfaction. In addition, it will add to what is already known about employee job

satisfaction and performance. The research took place at a selected fast-food business

in Batangas. The information was gathered from 100 fast-food employees at random.

This research took the form of a survey, with data obtained via a questionnaire.

The study does not cover the personal life, including the personal information of

the selected respondents of the fast-food chain in Batangas city. The selected fast-food

chain is Mang-Inasal, Jollibee, Mcdonald’s, KFC, and Chowking. The researchers

delimit the fast-food chain because these selected fast-food chains are common with

established HR practitioners, and most have branches in Batangas City. Moreover, the

selected fast-food chain has enough capital to afford those improvements in terms of

employee benefits and incentives. However, in this study, the following problems are

anticipated delays in filling and returning the questionnaires by respondents. Time is

another constraint that the researcher may encounter. It is because the research is

restricted to a specific period. Also, there is an ongoing pandemic that is experiencing.

12
Definition of Terms

To understand and clarify the terms used in the study, the following terms are

defined.

Achievement. Positive achievement can involve, for example, completing a

difficult task on time, solving a job-related problem, or seeing positive results from one’s

work. Conversely, negative achievement includes failure to make progress at work or

poor job-related decision-making. (Alshmemri et al., 2017). In the study, it is one of the

factors to assess the job satisfaction of employee through the sense of achievement

that provides a proud feeling of having done something difficult but worthwhile.

Advancement. Herzberg defined advancement as the upward and positive

status or position of someone in a workplace. Meanwhile, a negative or neutral status at

work represents negative advancement. (Alshmemri et al., 2017). In the study, it is

included in the factors to assess the job satisfaction of employees through promotion

and opportunities.

Declarative knowledge. Declarative knowledge is not conscious until cues

retrieve it. The retrieval of declarative knowledge requires meaningful cues and directed

attention, and even then, it may retrieve only a limited amount of potentially available

information. (Berge et al., 2019). In the study, it is one of the determinants to assess

work performance through stored in the memory and describes things, events, and

processes and their relation to each other.

13
 Effectiveness. It is the extent to which an activity fulfills its intended purpose or

function. (Erlendsson, 2013). In the study, it is the evaluation of the results of

performance.

Effort. is an internal force of a person which makes him or her work willingly.

When employees are satisfied with their job, and their needs are met, they develop an

attachment to work, or we say that they try to perform better, which will lead to better

performances (Theresa, I.& Henry, C.2016). In the study, it is the number of attentional

resources that an employee dedicates to a job task.

Employees. They are an asset to an organization, and they play an important

role in preserving the successful image of an organization. Employee performance is

the main factor in ensuring that the organization is run smoothly and successfully. Good

employee performance will improve the organization's performance. (Eze, 2012). In the

study, it is the one to assess job satisfaction and work performance.

Employee Performance. It is defined as how employees perform their duties

and responsibilities. (Dugguh & Dennis, (2014). considered that performance is a

behavior, and it is one of the most important factors in its success. (Dahkoul, 2018). In

the study, it is the performance outcome of employee behavior.

Job satisfaction. It is defined as the reintegration of effects produced by an

individual’s perception of the fulfillment of his needs to his work and the surrounding.

(Theresa, l.& Henry, C., 2016). In the study, it is the positive or negative or how satisfied

and content the employees are with their jobs and companies.

14
 Personal Growth. Personal growth can result in professional growth, increased

opportunities to develop new skills and techniques, and gaining professional knowledge

(Alshmemri et al., 2017). In the study, possibilities for growth exist in the same vein as

Maslow’s self-actualization.

Procedural knowledge and skills. The knowledge that the individual generates

from his experiences and his reflections on these experiences. (Fenstermacher, 2019).

In the study, employees know how to perform a specific skill or task related to the fast-

food chain's methods, procedures, or operations.

Recognition. When employees receive praise or rewards for reaching goals at

their job or producing high-quality work, they receive recognition. Conversely, negative

recognition involves criticisms or blame for a poorly-done job (Alshmemri et al., 2017).

In the study, it is the employee performance achievements and goal accomplishments

in the workplace.

Responsibility. People gain satisfaction from being given the responsibility and

authority to make decisions. Conversely, a mismatch between responsibility and level of

authority negatively affects job satisfaction. (Alshmemri et al., 2017). In the study, it

encompasses both the responsibilities held by the employee and the authority granted

to the employee in their role.

Work Itself. The content of job tasks can have positive or negative effects on

employees. The job’s difficulty and level of engagement can dramatically impact

satisfaction or dissatisfaction in the workplace. (Alshmemri et al., 2017). In the study, it

is the status of employees working in the fast-food chain.

15
 Work Improvement Plan. With input from the affected employee, the manager

develops an improvement plan. The purpose of the goals outlined is to help the

employee attain the desired performance level. (Heathfield, 2021). In the study, it is the

output of the strategic plan.

Work performance. The quality and quantity of work achieved by an employee

in carrying out his duties by his responsibilities. (Mangkunegara, 2013). In this study, it

is the one to assess the function of employee ability and skill, and effort in each

situation.

16
 CHAPTER 2
REVIEW OF RELATED LITERATURE AND STUDIES

The literature and studies cited in this chapter tackle the different concepts,

understanding, ideas, generalizations or conclusions, and other development related to

the study of job satisfaction's impact on employees' work performance in the selected-

fast-food chain in Batangas. Those included in this chapter helps in familiarizing

information that is relevant and like the present study.

Related Literature

For a better understanding of the study, the following topics are discussed.

Job Satisfaction. Job satisfaction is an employee's mental perspective that includes

how they feel about their job and organization. In addition, job satisfaction is an

enjoyable emotional state that results from achieving job values. (Courtney & Yonkong,

2017). Being happy at work and loving what they do is an overall productivity booster

and enhances performance. Employees who enjoy their jobs are more likely to be

optimistic, motivated, and fast learners. Job satisfaction reflects employees' relative

feelings, objective thoughts, and behavioral intentions in an organization that helps

predict employee behavior. (Brown et al., 2013).

Therefore, Job satisfaction can be used as part of evaluations that lead to

planning for organizational improvement by presenting results from past strategies and

future projections of employees. Pleased and motivated employees will guarantee the

organization's long-term success.

17
 In the study by Singhai (2016), he believes that job satisfaction is assessing the

employee's job and company as contributing rightfully to achieving one's purpose. The

substantial time spent by employees at the workplace makes job satisfaction an

essential factor, as dissatisfaction can negatively impact the employee's personal life.

Job Satisfaction in the workplace offers advantages to the company, leading to growth

and profitability. Fostering an environment that cultivates and retains talent improves

employees’ engagement band

According to Abuhashesh, M. et al. (2019), the general attitude of people toward

their job is a behavioral phenomenon that is interpreted as job satisfaction and is the

result of one's positive and negative beliefs about the dimensions of their career. Job

satisfaction can be considered a psychological factor, and it is viewed as a kind of

emotional adjustment to the position and the conditions of employment. If the job in

question gives the person pleasure, then the person is satisfied with the job.

Conversely, if the desired position does not provide the desired satisfaction and

enjoyment tomorrow, the person begins to blame the job and seeks to change it.

(Shooshtarian et al., 2013). When an employee does not meet their desired position,

they tend to perform poorly and possess negative attitudes. These symptoms have a

way of spreading to other employees, infecting entire departments and the company's

bottom line.

Job Satisfaction in Fast-food Chain.

Although evidence exists that fast-food workers in the United States are likely to

be less satisfied with their jobs than employees in other industries. (Batt et al., 2014).

18
When it comes to fast-food restaurants, are defined as eateries that serve meals rapidly

and need little or no waiting time on the part of their customers. As a result, many

people believe that working in a fast-food restaurant is incredibly difficult. If a person

works in a modern firm, managing customer requests is one of the most important

aspects of his or her job responsibilities.

Aside from that, public humiliation, unsafe working conditions, and total lack of

respect and dignity are why fast-food employees are not happy. Most jobs in most fast-

food outlets have reflected abusive and poor working conditions, poor remuneration,

long working hours, and lack of participation in the decision-making of the organization,

especially in areas that concern workers. Almost all the aspects of fast-food work are

highly standardized and rigorously monitored. However, several aspects of intrinsic and

extrinsic motivation can shape the basis of people working in the food industry. (De

Freitas et al., 2020). Different variables can make people feel either good or bad about

their jobs. The success of fast-food enterprises is primarily based on the workforce of

enterprises.

To make the workforce sufficient and efficient, it is necessary to create satisfied,

motivated employees who have embraced the enterprise's basic objectives and are

dependent on work and enterprise. (Barney, 2014). Job satisfaction increases

performance in any organization, including the fast-food outlets. Job satisfaction helps

to stimulate employees’ commitment to the workplace. In other words, employee

satisfaction is vital for organizational development and growth. The fast-food workers

are unique and have their individual needs, potentials, values, and goals. Job

19
satisfaction can also enhance the level of motivation in the workplace. Hence, when the

workers are satisfied, they tend to be motivated toward organizational goals.

Employee Work Performance.

Employees work performance is very important as it creates the overall

organizational performance. (Berberoglu & Secim, 2015). This performance results

collectively from employees' ability and effort toward achieving the organization’s

targets. The performance consists of the results of actions taken by employees based

on their skills and expertise. As a result, employee performance is an activity that is

related to the job predictable to an employee and how the activity is accomplished (Sari

et al., 2019). It has been based on how the work is done as employees who perform

effectively get things done properly, while if the employee performance is low the work

has been done negatively.

Similarly, Anitha (2013) defined employee performance as an indicator of

financial or another outcome of the employee that has a direct connection with the

performance of the organization as well as its achievement. It further revealed that

working atmosphere, leadership, team and co-worker relationship, training and career

development, reward programs, guidelines and procedures, workstation well-being, and

employee engagement are major factors that determine employee performance.

Job Satisfaction Factors

Responsibility. Employees will be more motivated to do their jobs well if they

have ownership of their work. This requires giving employees enough freedom and

power to carry out their tasks to feel they “own” the result. (Marshall et al., 2014) By

20
giving employees their freedom and space on how they do work and the task assigned

to them.

Recognition. Individuals at all levels of the organization want to be recognized

for their achievements on the job. Their successes do not have to be monumental

before they deserve recognition, but the praise should be sincere. (Marshall et al.,

2014). Showing appreciation to the employee, even in small details, will be a big impact

on them.

Work itself. According to Susan H. (2017), a human resource guru once wrote

that the job itself must be satisfying for an employee to be motivated. Perhaps most

important to employee motivation is helping individuals believe that their work is

important and that their tasks are meaningful. Emphasize that their contributions to the

practice result in positive outcomes. Share success stories about how an employee's

actions made a real difference in making a process better. Make a big deal out of

meaningful tasks that may have become ordinary, such as increased production. Of

course, employees may not find all their tasks interesting or rewarding, but one should

show the employee how those tasks are essential to the overall processes that make

the company succeed. Managers should identify certain tasks that are truly

unnecessary and can be eliminated or streamlined, resulting in greater efficiency and

satisfaction.

Personal Growth. The job should allow employees to learn new skills. This can

happen either on the job or through more formal training. Based on the studies of

(Alshmemri M. et al., 2017). This allows for professional growth, increased chances to

21
learn growth, and promotion in the workplace. This allows for professional growth,

increased chances to learn new skills, undergo training in new techniques and

professional growth, increased chances to learn new skills, undergo training in new

techniques, gain new professional knowledge new skills, and undergo training in new

techniques gaining new professional knowledge.

Advancement. According to Alshmemri, M. et al. (2017), Advancement is the

upward and positive status or position of the person or employee in the workplace. A

negative or neutral status at work is considered negative advancement. Reward loyalty

and performance with advancement. If they do not have an open position to promote a

valuable employee, consider giving him or her a new title that reflects the level of work

he or she has achieved. When feasible, support employees by allowing them to pursue

further education, which will make them more valuable to their practice and more

fulfilled professionally.

Achievement. One foundation inherent in Herzberg's theory is that most

individuals sincerely want to do a good job. To help them, managers need to

allocate/place employees in positions that use their talents and are not set up for failure.

(Marshall et al., 2014) By setting clear, achievable goals and standards for each

position, employees know what those goals and standards are. Individuals should also

receive regular, timely feedback on how they are doing and feel they are being

adequately challenged in their jobs. However, not to overload individuals with too

difficult or impossible challenges.

22
Determinants of Work Performance.

Declarative knowledge. Declarative knowledge includes facts, principles, goals,

and the self. It is assumed to be a function of a person’s abilities, personality, interests,

education, training, experience, and aptitude-treatment interactions. Procedural

knowledge and skills include cognitive and psychomotor skills, physical skills, self-

management skills, and interpersonal skills. Declarative knowledge is tied to describing.

(Berge et al., 2014). A significant part of Fast-Food workers' declarative knowledge is

gained during training before starting work. Employees in fast food chains are equipped

with a declarative knowledge base about the knowledge to serve menus and the

managing information.

Procedural knowledge and skills. Predictors of procedural knowledge and

skills are abilities, personality, interests, education, training, experience, aptitude-

treatment interactions, and practice. Procedural knowledge and skills are about the

individual's knowledge from his experiences and his reflections on these experiences.

(Berge et al., 2014). For example, the procedural knowledge in skills of the employees

working in the fast food is based on how they serve the customers' order, including

preparing the food.

Motivation. According to Latham (2013), motivation is a cognitive resource

allocation process in which a person chooses the time and energy to be allocated to an

array of motives or tasks. Motivation comprises choice to perform, level of effort, and

persistence of effort. This concerns the conditions responsible for variations in intensity,

persistence, quality, and direction of ongoing behavior. When an employee can choose,

23
they feel more motivated to perform a task. When an employee is more motivated to

perform and complete a task, this tends to be linked with higher job satisfaction.

(Jalagat, 2016).

Work Improvement Plan

According to Susan H. (2021). A work improvement plan can resolve workplace

productivity issues and help even the most unlikely employee succeed in their

organization. Not all workers are efficient at delivering projects on time. Some lack focus

or create extra work that delays completing assignments. A supervisor may speak to an

employee to address their concerns, hoping that this will fix the problem. However,

although the employee tries to improve, they still have difficulty completing their tasks. A

well-designed provides employees with the necessary directions for completing specific

goals. It is an efficient tool for increasing worker productivity and resolving weaknesses

in the workplace.

According to the study by Range et al. (2016), to develop ineffective managers,

employees often create a formal plan of improvement that outlines the teacher’s

deficiencies and specific actions a teacher must take to attain proficiency. However,

managers rely on such plans to improve instruction and make retention decisions.

(Range et al., 2016). Little research has been conducted on Performance Improvement

Plans (PIPs) effectiveness in improving and increasing student achievement.

Therefore, developing a work improvement plan is best used for employees who

appear to have the greatest potential for improvement. To help ensure an employee's

24
success, the work improvement plan should be realistic, fair, and clearly specify the

required goals and means for accomplishing them.

Related Studies

According to the study by Battet al. (2014), turnover rates have always been

extremely high in the fast-food restaurants in America Employee turnover in fast food is

high compared to other industries. The annual fast food employee turnover rate has

been estimated at 150%. Perez & Mirabella, (2013). Employee turnover is thus the

primary concern for many managers in fast food establishments Batt et al., (2014).

Employee turnover is disruptive and costly to employers, involving direct and indirect

costs. In addition, high employee turnover decreases employee efficiency and corporate

financial performance. Because of high turnover, many fast-food managers have

difficulty replacing workers quickly enough to staff their restaurants fully. Batt et al.,

(2014). Calculating the turnover is one of the most crucial things in the HR management

department as it has a great impact on determining the future of employee availability. A

high turnover rate can become an exorbitant expense for any organization because

vacancies left unfilled will eventually have to be filled with new replacements and it

should not overlook and needs great attention.

A study by Mount et al. (2014) with the statistical population of employees in

customer service positions in 10 fast foods and by using path analysis, reported that job

satisfaction directly impacts job performance. When people enjoy the job, and what they

are doing, they tend to have a high performance in accomplishing a task.

25
 Moreover, according to the study by Ezeanyim et al. (2017), the research

findings revealed no linear relationship between job satisfaction (nature of job, job

reward, and job security) and employees performance proxy, which is employee morale.

It was concluded on the note that employees are dissatisfied with the working conditions

of the organization; it is evident in their responses. It was recommended that the

management of the company should provide good working conditions for its employees

to boost their morale.

The study by Hee, O.C. et al. (2019) showed that employees with higher job

satisfaction are physically and mentally fit, but those who are dissatisfied with their job

are often disappointed and pessimistic. Job satisfaction is one of the most important

variables in organizational behavior because each organization has specific goals that

constitute the existential philosophy of that organization. Therefore, job satisfaction is

considered a way of increasing performance in any organization, including the fast-food

outlets. In addition, job satisfaction helps to stimulate employees’ commitment to the

workplace.

Torlak & Kuzey’s (2019) study found that inspirational management, intellectual

stimulation, and personal attention were positively associated with job satisfaction and

job performance. The possible rewards related to job satisfaction and job performance

had no significant effect. While the employees are satisfied with their job, they are

expected to take pleasure in the experience they have received, and they get less

stress. Bakotić D. (2016) defined recognition as a positive way of receiving satisfaction

on the work performance because recognition helps the employee to be more motivated

in his work. Positive recognition happens when employees receive praise or rewards for

26
reaching specific goals. Positive recognition happens when employees receive praise or

rewards for reaching specific goals at their job or when they produce high-quality work.

Receive praise or rewards for reaching specific goals at their job or when they produce

high-quality work. (Alshmemri, M. et al., 2017). Showing appreciation to employees after

they did a job well done enhances their morale and emotional feelings towards the job.

Synthesis

As concluded that job satisfaction level will be reflected in working performance,

job satisfaction plays an important role in a company’s achievement. Job satisfaction

even plays an important role in an employee’s personal life. Employees who have

achieved satisfaction will work with higher motivation and positively handle their job.

The company's goal will then be achieved easily and faster. Also, it will increase

productivity. Numerous internal factors influence employees' job involvement in the fast-

food business.

According to Ahmad & Shahzad (2011), apparent employee performance

embodies the whole belief of the employee about their conduct and contributions to the

organization's accomplishment and further stated that compensation practices,

performance evaluation, and promotional practices are a determinant of employee

performance. The highly satisfied person is productive as they enjoy their work and

think of it as a career rather than mere work. On the other hand, dissatisfied employees'

level of commitment was reduced and, therefore, tend to lose passion for their duties.

The study of Bebe (2016) is similar to the study as it also examined employee

satisfaction in the food chain industry. He found corollary results regarding employee

27
satisfaction in the fast-food industry. First, he noted that fewer opportunities for

advancement, growth, and achievement correlated with turnover. Second, three major

issues impacted greater turnover intentions equally: less managerial support, poor

work-life balance, and work-related stressors. Third, positive motivation was shown to

improve employee attitudes and commitments to the organization. Fourth, a work

climate with employee respect, recognition, and appreciation reduces employee

turnover intentions. (Bebe, 2016). Finally, and most importantly, employee perceptions

of inadequate company policies leading to poor leadership/management and lack of

employee recognition had the highest statistical relationship with employee turnover

intentions.

However, the study of Salim M. (2017) is different from the study focused on The

Influence of Organizational Commitment on employee work performance.

Organizational commitment dimensions are positively related to employee work

performance. This indicates that all the organizational commitment components

emerged as the contributing factor and play important roles in enhancing employee

work performance. In the present research, the middle-level managers’ organizational

commitment significantly affects their overall work.

According to Beriales, M.R et al. (2017), in the studies, women are more willing

to conform to authority. Those men are more aggressive and more likely than women to

have expectations of success, but those differences are minor. This implies that young

people are willing to work hard and exert extra effort for the job on hand. (Umali, K.F., &

Dagdagan, C.J., 2013). Education dissociates the learner physically from work to

prepare in a rational way for coping with a diversity of work and life tasks. Therefore,

28
education has a qualifying function and a status-distributive function for the economy

and society and is among various factors determining graduates' careers. (Teichler,

2015).

Receiving achievement helps the employees boost job satisfaction with their

work performance because of this, the employee can work hard for their job. In these

findings, Hee, O.C. et al. (2019) agrees that the employees will feel satisfied when they

achieve a set of goal and are recognized for their efforts. This further enhanced the

employees to be more innovative, productive, efficient, committed and belonging to the

organization. Job satisfaction is a worker’s sense of achievement and success. It is

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

employee feels joy and achievement when he loves what he is doing, doing it well, and

being rewarded for the efforts.

29
 Chapter 3

RESEARCH METHODOLOGY

This chapter presents the method used in the study. The component of this

chapter includes the research design, respondents of the study, data gathering

instruments, data gathering procedures, and the statistical analysis of data.

Research Design

This study is to subsume the necessary cognition regarding the Job Satisfaction

in the Work Performance of Employees in Selected Fast-food Chain in Batangas City.

The descriptive method aims to describe a population, situation, or phenomenon

accurately and systematically. It is an appropriate choice when the research aims are to

identify characteristics, frequencies, trends, and categories.

The researcher was distinct from using the descriptive method because it

involves gathering data to test a hypothesis or answer questions about the current state

of the job satisfaction of the study in terms of the level of performance on it. In addition

to determining the quality of crew services provided to each customer encountered and

delivering a quality product designed to convey the pride, each crew member takes in

their work at the store.

Respondents of the Study

The respondents for this study are the employees of a selected fast-food chain in

Batangas City. A total of 100 respondents were targeted to be the respondents of the

survey probability sampling, which was random sampling because it is intended to

30
collect data from the entire population. The subset has an equal chance of being

chosen as part of the sampling process. It is used to draw statistical conclusions about

a population. It contributes to high interval validity.

Data Gathering Instrument

The researchers will survey to gather data. A survey is a collection of questions

designed to collect relevant data from a human subject's study group. It was used to

classify the critical data required to complete the researcher's research thoroughly. The

questions were focused on the studies that the researchers have as a framework and

the study's needs.

The survey Questionnaire. is composed of three parts; the one that talks about

the respondents, and the second and third one focuses on the main content of the

study. The first part will contain questions about the demographics of the respondents,

such as their age, sex, employment status, length of service, and educational

attainment. The second part will contain questions based on the six factors of Mr.

Herzberg's theories on the "Two-factory Theory Motivation." Finally, the third part is

about the three determinants of work performance based on Campbell's theory.

Construction of the questionnaire. The researcher did several readings and

researches from the different studies related to the topic to formulate the contents of the

questionnaire. The first draft was presented to their researcher adviser for some

comments and suggestions and made a copy for the validators. The second draft was

presented to the validators and submitted to the final revised questionnaire for approval.

31
 Validation of the questionnaire. The developed questionnaire will be submitted to

the validators to establish the validity of the questionnaire content. The suggestions and

comments of the validators were considered for its improvement. The procedure was

systematically undertaken until the questionnaire was validated.

Administration of the questionnaire. The instrument will then reproduce for the

administration to the selected respondents. The researcher set up an online survey

using Google form to conduct the survey questionnaire. The researchers explained the

directions to clarify the items to the respondents to answer with reliable results.

Scoring of the questionnaire. The items from the questionnaire were raised

based on the scale set by the researcher. The scale had four options, 4 is the highest

score with the verbal interpretation of Strongly Agree, 3 is the second to the highest with

the verbal interpretation of Agree, 2 is the second lowest with the verbal interpretation of

Disagree, and 1 is the lowest score with the verbal interpretation of Strongly Disagree.

Conduct pilot testing. This was used to check the validity of the questionnaire

contents that were responses from the sample 20 respondents from different selected

fast-food chains. To determine the Cronbach result of the sample result, the question

set 2 resulted in 0.955, and question set 3 resulted in 0.967.

Data Gathering Procedure

After the validation, the researchers provide a survey with questions to which the

participants must respond. The process of continuing with the survey began shortly after

accepting the questions included in the survey form. There were 100 respondents from

the selected fast-food chain in Batangas City. The participants' opinions would be

32
excluded from the study to focus mainly on the survey's needs. The research was done

using the online method to ensure the safety of the participants and the researchers.

Since we are in this pandemic, the researchers created Google forms sent to the

participants to prevent the spread of the Covid-19.

Statistical Analysis of Data

The gathered data were tallied, analyzed, and statistically treated using the

following formula.

Frequency%. These were used to describe the age, sex, employment status,

length of service, and educational attainment of each respondent.

Mean. This method was used to determine the respondents’ assessment of the

employees' level of job satisfaction in terms of responsibility, recognition, personal

growth, work itself, advancement, and achievement and the determinants of work

performance.

Ranking. This was used to determine the strategic approach of employees in a

selected fast-food chain based on the four factors of the theory of Herzberg and

Campbell.

Standard deviation. This is used to measure the resulting spread from the

average value.

One-way ANOVA. This method is used to assess whether job satisfaction and

work performance have a significant relationship.

Pearson-R Correlation Coefficient. This method is used to determine the

relationship between job satisfaction and work performance.

33
Ethical Consideration.

The researchers ensured that the information gathered from all respondents was

kept confidential and only used for academic purposes. Before distributing the

questionnaires, researchers sought permission from the respondents. The respondents

were further informed before they started to answer the questionnaire that they may

discontinue responding to the survey if they feel that they are no longer comfortable

doing so.

34
 Chapter 4

PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA

This chapter presents the data gathered with the data gathering instrument. The

data is presented through tabular forms, analyzed, and interpreted through textual

explanation.

1. Profile of the Employees

The first part of the statement of the problem is about the profile of the

employees that indicates the sex, age, employment position, length of service, and

educational attainment.

1.1 Sex. Table 1 indicates the respondent’s profile in terms of sex in the

first column. The frequency and % are presented in the second and third

columns.

Table 1

Frequency Distribution of Respondents in terms of Sex

Sex Frequency Percentage (%) Ranking

Male 52 52 1

Female 48 48 2

Total 100 100

The table above shows the profile of the respondents in terms of sex. There are

100 respondents in the study. Despite the result above, 52% of the respondents are

35
male employees in the fast-food chain, and 48% of the respondents are female

employees in the fast-food chain. Therefore, the data implies that most of the

employees in the fast-food chain are male.

Based on the respondents' responses, most of the respondents that work in the

selected fast-food chain are male than female. In addition, most of the selected fast-

food chain employees usually hire males than females due to physical duties like

preparing orders and serving the customers.

According to Beriales et al. (2017), the studies have found that women are more

willing to conform to authority. On the other hand, those men are more aggressive and

more likely than women to have expectations of success, but those differences are

minor.

1.2 Age. Table 2 indicates the respondent’s profile in terms of age presented in

the first column. The frequency and percentage in terms of age are presented in the

second and third columns.

Table 2

Frequency Distribution of Respondents in terms of Age

Age Frequency Percentage (%) Ranking

18-20 13 13 3

21-24 53 53 1

25-29 24 24 2

30-40 10 10 4

36
 Total 100 100

The table above shows the profile of the respondents in terms of age. There are

100 respondents in the study. Shown from the results above, 13% of the respondents

belong to the age of 18 – 20, 53% of the respondents belong to the age of 21 – 24, 24%

of the respondents belong to the age of 25 – 29, and 10% of the respondents belong to

the age of 30 – 40. Therefore, the data implies that most Thus, belongs to the young

adult group.

Most of the responses from respondents aged 21-24 are employees from the

selected fast-food chain due to the qualification for the employees, and most of the

employees in the selected fast-food chain are working students. As a student who

wants to work while working, applying to this selected fast-food chain can sustain their

schedule at school while working.

This implies that the respondents are young, willing to work hard, and exert extra

effort for the job on hand. (Umali & Dagdagan, 2013).

1.3 Employment Position. Table 3 indicates the respondent’s profile in terms of the

employment position presented in the first column. The frequency and % are presented

in the second and third columns.

37
 Table 3

Frequency Distribution of Respondents in terms of Employment Position

Employment Position Frequency Percentage (%) Ranking

Manager 21 21 3

Service Crew 47 47 1

Cashier 23 23 2

Cook 9 9 4

Total 100 100

The table above shows the profile of the respondents in terms of Employment

Position. There are 100 respondents in the study. As shown above, 21% of the

employees’ position is Manager, 47% of the employees’ position is Service crew, 23%

of the employees’ position as Cashier, and 9% of the employees' employees position

are Cook. Therefore, the data implies that most of the employees are Service Crew.

In this result, most of the respondents are Service Crew, and most of the

employees in this selected fast-food chain are more on serving the customers. As a

result, Service crew are most of the in-demand positions in the fast-food chain aside

from the other positions needed in the fast-food chain. Also, this position is fit for the

employees who are part-timing employees or being a working student who needs an

extra income.

Bader et al. (2013) showed that department managers and staff experience

approximately the same job satisfaction levels.

38
 1.4 Length of Service. Table 4 indicates the respondent’s profile in terms of

length of service presented in the first column.

Table 4

Frequency Distribution of Respondents in terms of Length of Service

Length of Service Frequency Percentage (%) Ranking

2 - 6 months 21 21 3

7 months – 1 year 31 31 2

2 – 5 years 37 37 1

6 – 9 years 6 6 4

10 years - present 5 5 5

total 100 100

The table above shows the profile of the respondents in terms of Length of

Service. There are 100 respondents in the study. As shown above, 21% of employees

are working for 2 – 6 months, 31% of the employees are working for 7 months – 1 year,

37% of the employees are working for 2 – 5 years, 6% of the employees are working for

6 – 9 years, and 5% of the employees are working for 10 years – present. Therefore,

the data implies that most employees work for 2 -5 years in the fast-food chain.

Most of the respondents that are most experienced in working in a fast-food

chain are working for 2 – 5 years. By this result, most of the employees who are working

for these years are contented to their working evaluation given by their supervisors or

managers. However, in 2 -6 months, some of the employees working for these months

39
are newly hired employees. They are evaluated by observing their performance while

working and how they can cope with their duties and responsibilities.

Employees who have worked long in organizations tended to be poor performers

as they were no longer motivated as age increased when compared to younger or new

employees who were usually more dynamic, enthusiastic, and excited about the job and

the rewards it would bring for their increased effort (Serene, 2014). This means that

when employees felt that they were psychologically empowered, their length of service

did not influence their performance.

1.5 Educational Attainment. Table 5 indicates the respondent’s profile in terms

of educational attainment presented in the first column. The frequency and

percentage are presented in the second and third columns.

TABLE 5

Frequency Distribution of Respondents in terms of Educational Attainment

Educational Attainment Frequency Percentage (%) Ranking

High School Graduate 24 24 3

Senior High Graduate 42 42 1

College Graduate 31 31 2

Vocational 3 3 4

Total 100 100

The table above shows the profile of the respondents in terms of Educational

Attainment. There are 100 respondents in the study. As shown above, 24% of the

40
respondents are High School graduates, 42% are Senior High School graduates, 31%

of the respondents are College graduates, and 3% of the respondents are Vocational.

Therefore, the data implies that most of the respondents are Senior High Graduates.

Most of the respondents graduated from Senior High. This shows that most of

the employees are contented to work as employees in the fast-food chain than

continuing their studies. Some employees are looking for a part-time job to help them

financially and for their daily expenses. Since pandemics arise, many students,

especially in the Senior High School, need some financial help for their expenses.

Education dissociates the learner physically from work to prepare rationally for

coping with a diversity of work and life tasks. Education has a qualifying function and a

status-distributive function for the economy and society and is among various factors

determining graduates' careers. Teichler, U. (2015).

2. ASSESMENT IN THE LEVEL OF JOB SATISFACTION RELATIVE TO THE

FOLLOWING FACTORS:

Six factors were used in the study to assess the level of job satisfaction. The six

factors indicate responsibility, recognition, personal growth, work itself, advancement,

and achievement.

2.1 Responsibility. Table 6 indicates the mean distribution of responses in terms

of Responsibility presented in the first column. The mean, standard deviation, and

verbal interpretation are presented in the second, third, and fourth column.

41
 TABLE 6

Mean Distribution of Respondents in term of Responsibility

Responsibility Weighted Standard Verbal Interpretation Ranking

Mean Deviation

I always make sure that I did 3.67 0.53 Strongly Agree 1

my duty well.

The bad comments I get 3.53 0.57 Strongly Agree 2

gives me an idea of learning
new things.

I am just doing whatever our 3.52 0.56 Strongly Agree 3

employer/manager have told
us to fulfill our goals as an
employee.

I have control over how I do 3.48 0.54 Agree 4

my work.

My opinion counts at work. 3.34 0.64 Agree 5

I always follow the rules and 3.29 0.78 Agree 6

regulations of the company
even though my rights is
being violated.

I am always on time in terms 3.21 0.90. Agree 7

of attendance.

I am expecting feedback from 3.11 0.76 Agree 8

the customers.

Overall 3.39 0.69 Agree

SCALE RANGE Verbal Interpretation

4 3.50 – 4.00 Strongly Agree

3 2.50 – 3.49 Agree

2 1.50 – 2.49 Disagree

42
 1 1.00 – 1.49 Strongly Disagree

The table above presents the mean distribution of respondents' responses in

terms of responsibility. As shown in the table, I always make sure that I did my duty well

has the highest ranking 1 with a mean of 3.67, which has a verbal interpretation of

Strongly Agree, The bad comments I get gives me an idea of learning new things has

ranked 2 with the mean of 3.53 which has verbal interpretation of Strongly Agree, I am

just doing whatever our employer/manager have told us to fulfill our goals as an

employee ranked 3 with the mean of 3.52 which has verbal interpretation of Strongly

Agree, I have control over how I do my work ranked 4 with the mean of 3.48 which has

verbal interpretation of Agree, My opinion counts at work ranked 5 with the mean of

3.34 which has verbal interpretation of Agree, I always follow the rules and regulations

of the company even though my rights is being violated ranked 6 with the mean of 3.29

which has verbal interpretation of Agree, I am always on time in terms of attendance

ranked 7 with the mean of 3.21 which has verbal interpretation of Agree, I am expecting

feedback from the customers ranked 8 with the mean of 3.11 which has verbal

interpretation of Agree.

The composite mean for the responsibility is 3.39, and the verbal interpretation is

Agree. It shows that each respondent agrees that the employees should be responsible

for working performance.

43
 Based on the respondents' responses, the responsibility that comes first to the

employees in the fast-food chain is to make sure that their work will do well to avoid

making some mistakes while performing their job responsibilities that their supervisors

ask them to do. But, as well, help them become familiar with the roles and duties. Every

observation or evaluation from their supervisors can help them improve their

performance as an employee.

To give more emphasis, responsibility is job satisfaction on work performance of

the employees because of responsibility the employees would be able to do his duty or

task in the workplace, based on the studies of Alshmemri et al. (2017). Additionally, the

said core value is related to gaining satisfaction from being given the responsibility and

freedom to make decisions.

2.2 Recognition. Table 7 indicates the mean distribution of responses in terms of

Recognition presented in the first column. The mean, standard deviation, and verbal

interpretation is presented in the second, third, and fourth column.

TABLE 7

Mean Distribution of Respondents in terms of Recognition

Recognition Weighted Standard Verbal Ranking

Mean Deviation Interpretation

I am recognized and 3.54 0.56 Strongly Agree 1

respected by my co-
employees.

There are things I have done 3.41 0.62 Agree 2

that contributed to the good
44
image of the company

There is always a token for a 3.38 0.61 Agree 3

pleasant work done.

My customers recognize my 3.25 0.71 Agree 4

good work.

Some of our clients recognize 3.19 0.66 Agree 5

me for my good service.

Currently I have received 3.5 0.61 Agree 6

recognition or praise for doing
good work.

I get appropriate recognition 3.3 0.64 Agree 7

when I have done something
extraordinary.

I am always looking for 3.1 0.73 Agree 8

commentary from the
customers.

Overall 3.33 0.66 Agree

SCALE RANGE Verbal Interpretation

4 3.50 – 4.00 Strongly Agree

3 2.50 – 3.49 Agree

2 1.50 – 2.49 Disagree

1 1.00 – 1.49 Strongly Agree

The table above presents the mean distribution of respondents' responses in

terms of recognition. As shown in the table, I am recognized and respected by my co-

employees ranked 1 with the highest mean of 3.54 which has verbal interpretation of

Strongly Agree, There are things I have done that contributed to the good image of the

company ranked 2 with the mean of 3.41 which has verbal interpretation of Agree,

45
There is always a token for a pleasant work done ranked 3 with the mean of 3.38 which

has verbal interpretation of Agree, My customers recognize my good work ranked 4 with

the mean of 3.35 which has verbal interpretation of Agree, Some of our clients

recognize me for my good service ranked 5 with the mean of 3.19 which has verbal

interpretation of Agree, Currently I have received recognition or praise for doing good

work ranked 6 with the mean of 3.5 which has verbal interpretation of Agree, I get

appropriate recognition when I have done something extraordinary ranked 7 with the

mean of 3.3 which has verbal interpretation of Agree, I am always looking for

commentary from the customers ranked 8 with the mean of 3.1 with the verbal

interpretation of Agree.

The composite mean for the recognition is 3.33, and the verbal interpretation is

Agree. It shows that each respondent agrees that the employees should be recognized

for working performance.

Being recognized and respected by their co-workers has a big impact on the

employees doing well in their workplace. It is a way to help them build teamwork and

cooperation and avoid making conflicts that will make their workplace unstable for the

employees. Giving recognition and respect to the employees can also make them

satisfied with their workplace without any conflicts with each other.

Recognition is a positive way of receiving satisfaction on the work performance

because recognition helps the employee to be more motivated in his work. In the study

by Ndungu (2017), they explained that reward and recognition are an effort by the

organization or company’s management to appreciate employees or its members as a

46
response for being a role model or for their certain actions. A reward is also expected to

boost employees’ motivation as they will obtain something in return for their

achievements or contributions to the organization or company.

2.3 Personal Growth. Table 8 indicates the mean distribution of responses in

terms of Personal Growth presented in the first column. The mean, standard deviation,

and verbal interpretation are presented in the second, third, and fourth column.

TABLE 8

Mean Distribution of Respondents in terms of Personal Growth

Personal Growth Weighte Standard Verbal Ranking

d Mean Deviation Interpretation

I actively work to improve myself. 3.62 0.56 Strongly Agree 1

My work offers training that helps 3.58 0.59 Strongly Agree 2

me to grow.

I have had opportunities at work 3.53 0.56 Strongly Agree 3

that help me to learn and grow in
the past years.

They make sure that the working 3.49 0.59 Agree 4.5
environment is healthy for
everyone.

The company care for the 3.49 0.56 Agree 4.5

welfare of it’s employees.

There is someone at work who 3.48 0.57 Agree 5

encourages my development.

All the staff in my department are 3.42 0.67 Agree 6

supportive.

I was given assessment for my 3.34 0.64 Agree 7

47
performance in the past years.

Overall 3.49 0.60 Agree

SCALE RANGE Verbal Interpretation

4 3.50 – 4.00 Strongly Agree

3 2.50 – 3.49 Agree

2 1.50 – 2.49 Disagree

1 1.00 – 1.49 Strongly Disagree

The table above presents the mean distribution of responses of the respondents in

terms of personal growth. As shown in the table, I actively work to improve myself

ranked with the highest mean of 3.62, which has a verbal interpretation of Strongly

Agree, My work offers training that helps me to grow ranked 2 with the mean of 3.58

which has verbal interpretation of Strongly Agree, I have had opportunities at work that

help me to learn and grow in the past years ranked 3 with the mean of 3.53 which has

verbal interpretation of Strongly Agree, They make sure that the working environment is

healthy for everyone ranked 4.5 with the mean of 3.49 which has verbal interpretation of

Agree, The company care for the welfare of its employees ranked 4.5 with the mean of

3.49 which has verbal interpretation of Agree, There is someone at work who

encourages my development ranked 5 with the mean of 3.48 which has verbal

interpretation of Agree, All the staff in my department are supportive ranked 6 with the

mean of 3.42 which has verbal interpretation of Agree, I was given assessment for my

48
performance in the past years ranked 7 with the mean of 3.34 which has verbal

interpretation of Agree.

The composite mean for the personal growth is 3.49, while the verbal

interpretation is Agree. It shows that each of the respondents agrees that the

employees should have personal growth in working performance.

It can be inferred from the computed values that the employees view their personal

growth as a form of valuable investment that they could utilize not only in doing their job

more efficiently and effectively but to attaining promotion and becoming more advanced

in terms of the knowledge and skillsets that they can obtain. Fortunately, the data also

shows that the respondents are greatly aware that their companies actively provide

training and opportunities to help them achieve their objective of attaining personal

growth. Consequently, this suggests that their companies also perceive the personal

development of their people as a valuable asset that will be helpful for the overall state

of the firm.

Personal Growth is an individual skill of the employees that feel satisfaction in their

work performance, based on Alshmemri et al. (2017). This allows for professional

growth, increased chances to learn growth, and promotion in the workplace. In addition,

this allows for professional growth, increased chances to learn new skills, undergo

training in new techniques, and professional growth, undergo training in new

techniques, and gain new professional knowledge and skills.

49
 2.4 Work Itself. Table 9 indicates the mean distribution of responses in terms of

Work Itself presented in the first column. The mean, standard deviation, and verbal

interpretation are presented in the second, third, and fourth column.

TABLE 9

Mean Distribution of Respondents in terms of Work Itself

Work Itself Weighte Standard Verbal Ranking

d Mean Deviation Interpretation

I enjoy the type of work I do. 3.65 0.50 Strongly Agree 1

My job gives me a sense of 3.61 0.53 Strongly Agree 2

accomplishment.

My job is interesting. 3.49 0.57 Agree 3

I make a difference in my work. 3.42 0.55 Agree 4

The managers/owners are open 3.41 0.62 Agree 5

from suggestion coming from it’s
employees.

My job at current position is 3.26 0.73 Agree 6

permanent and secure.

Our company are investing into 3.15 0.71 Agree 7

feasible study.

I think that the company needs an 3.11 0.85 Agree 8

improvement.

Overall 3.39 0.67 Agree

SCALE RANGE Verbal Interpretation

4 3.50 - 4.00 Strongly Agree

3 2.50 – 3.49 Agree

50
 2 1.50 – 2.49 Disagree

1 1.00 – 1.49 Strongly Agree

The table above presents the mean distribution of responses of the respondents in

terms of work itself. As shown in the table, I enjoy the type of work I do ranked 1 with

the highest mean of 3.65, which has a verbal interpretation of Strongly Agree, My job

gives me a sense of accomplishment, ranked 2 with the mean of 3.61, which has a

verbal interpretation of Strongly Agree, My job is interesting ranked 3 with the mean of

3.49 which has a verbal interpretation of Agree, I make a difference in my work ranked 4

with the mean of 3.42 which has verbal interpretation of Agree, The managers/owners

are open from suggestion coming from its employees ranked 5 has the mean of 3.41

which has a verbal interpretation of Agree, My job at current position is permanent and

secure ranked 6 with the mean of 3.26 which has a verbal interpretation of Agree, Our

company is investing into feasible study ranked 7 with the mean of 3.15 which has a

verbal interpretation of Agree, I think that the company needs an improvement ranked 8

with the mean of 3.11 which has a verbal interpretation of Agree.

The composite means for the work itself is 3.39, and the verbal interpretation is

Agree. It shows that each respondent agrees that the employees have the work itself on

working performance.

The computed and tabulated data from the survey only shows that the

respondents positively perceive the type of jobs they are into. In other words, they view

51
the nature of their work as something that provides them with satisfaction and essence.

Furthermore, it also signals that their environment has a fulfilling work conditions.

According to Susan H. (2017), a human resource guru once wrote that the job

itself must be satisfying for an employee to be motivated. Perhaps most important to

employee motivation is helping individuals believe that their work is important and that

their tasks are meaningful. Emphasize that their contributions to the practice result in

positive outcomes. Share stories of success about how an employee's actions made a

real difference in making a process better. Make a big deal out of meaningful tasks that

may have become ordinary, such as an increase in production. Of course, employees

may not find all their tasks interesting or rewarding, but they should show the employee

how those tasks are essential to the overall processes that make the company succeed.

Managers should identify certain tasks that are truly unnecessary and can be eliminated

or streamlined, resulting in greater efficiency and satisfaction.

2.5 Advancement. Table 10 indicates the mean distribution of responses in

terms of Advancement presented in the first column. The mean, standard

deviation, and verbal interpretation are presented in the second, third, and

fourth column.

TABLE 10

52
 Mean Distribution of Respondents in terms of Advancement

Advancement Weighted Standard Verbal Ranking

Mean Deviation Interpretation

There are opportunities available to 3.54 0.56 Strongly Agree 1.5

developed new skills.

I am encouraged to take the initiative 3.54 0.54 Strongly Agree 1.5

in determining my own career
development.

Opportunities for advancement or 3.53 0.54 Strongly Agree 2

promotion exist in my work.

There are opportunities for me to 3.51 0.54 Strongly Agree 3

cross-train and learn new skills.

The organization invests in training 3.45 0.62 Agree 4

and education.

We all receive fair consideration for 3.44 0.61 Agree 5

open positions.

In my work, I find it easy to apply the 3.39 0.63 Agree 6

trainings that I learned.

The managers/owners are open from 3.4 0.58 Agree 7

suggestion coming from it’s
employees.

Overall 3.48 0.58 Agree

SCALE RANGE Verbal Interpretation

53
 4 3.50 – 4.00 Strongly Agree

3 2.50 – 3.49 Agree

2 1.50 – 2.49 Disagree

1 1.00 – 1.49 Strongly Disagree

The table above presents the mean distribution of responses of the respondents in

terms of advancement. As shown in the table, There are opportunities available to

developed new skills ranked 1.5 with the highest mean of 3.54 which has verbal

interpretation of Strongly Agree, I am encouraged to take the initiative in determining my

own career development ranked 1.5 with the mean of 3.54 which has verbal

interpretation of Strongly Agree, Opportunities for advancement or promotion exist in my

work ranked 2 with the mean of 3.53 which has verbal interpretation of Strongly Agree,

There are opportunities for me to cross-train and learn new skills ranked 3 with the

mean of 3.51 with the verbal interpretation of Strongly Agree, The organization invests

in training and education ranked 4 with the mean of 3.45 which has verbal interpretation

of Agree, We all receive fair consideration for open positions ranked 5 with the mean of

3.44 which has verbal interpretation of Agree, In my work, I find it easy to apply the

trainings that I learned ranked 6 with the mean of 3.39 which has verbal interpretation of

Agree, The managers/owners are open from suggestion coming from it’s employees

ranked 7 with the mean of 3.4 which has verbal interpretation of Agree.

54
 The composite mean for the advancement is 3.48, and the verbal interpretation is

Agree. It shows that each of the respondents agrees that the employees should use

their advanced skills in the fast-food chain.

The calculated and tabulated data result suggests that the respondents observe

an evident presence of opportunities for gaining more relevant and advanced

knowledge and skills for their respective jobs. Furthermore, this also shows that most

fast-food chains where the respondents work actively make available training and other

appropriate interventions to acquire advanced skillsets of their people and subordinates.

Consequently, this suggests that the area focusing on the advancement of the

employees is one of the crucial factors that both the employers and the workers give

value to.

According to Alshmemri et al. (2017), advancement is the upward and positive

status or position of the person or employee in the workplace. Conversely, a negative or

neutral status at work is considered negative advancement.

2.6. Achievement. Table 11 indicates the mean distribution of responses in

terms of Advancement presented in the first column. The mean, standard

deviation, and verbal interpretation are presented in the second, third, and fourth

column.

55
 TABLE 11

Mean Distribution of Respondents in terms of Achievement

Achievement Weighted Standard Verbal Ranking

Mean Deviation Interpretation

I consider my accomplishment in my 3.52 0.56 Strongly Agree 1

work as achievement.

I received incentives and benefits 3.49 0.64 Agree 2.5

because of my performance.

I am motivate and confident to 3.49 0.57 Agree 2.5

innovate new strategies at work.

I was satisfied that I have achieved 3.48 0.59 Agree 3

my goals.

I received achievement in my work. 3.47 0.56 Agree 4

I solved difficult challenges at work. 3.44 0.64 Agree 5

I took risk to achieve my job. 3.42 0.64 Agree 6

I took significant risk to accomplish 3.41 0.60 Agree 7

my task in my work.

Overall 3.45 0.60 Agree

SCALE RANGE Verbal Interpretation

56
 4 3.50 – 4.00 Strongly Agree

3 2.50 – 3.49 Agree

2 1.50 – 2.49 Disagree

1 1.00 – 1.49 Strongly Disagree

The table above presents the mean distribution of responses of the respondents

in terms of achievement. As shown in the table, I consider my accomplishment in my

work as achievement ranked 1 has the mean of 3.57 with the verbal interpretation of

Strongly Agree, I received incentives and benefits because of my performance ranked

2.5 has the mean of 3.49 with the verbal interpretation of Agree, I am motivate and

confident to innovate new strategies at work ranked 2.5 has the mean of 3.49 with the

verbal interpretation of Agree, I was satisfied that I have achieved my goals ranked 3

has the mean of 3.48 with the verbal interpretation of Agree, I received achievement in

my work ranked 4 has mean of 3.47 with the verbal interpretation of Agree, I solved

difficult challenges at work ranked 5 has the mean of 3.44 with the verbal interpretation

of Agree, I took risk to achieve my job ranked 6 has the mean of 3.42 with the verbal

interpretation of Agree, and I took significant risk to accomplish my task in my work

ranked 7 has the mean of 3.41 with the verbal interpretation of Agree.

The composite mean for the achievement of the respondents is 3.45 with the

verbal interpretation of Agree. It shows that the employees agree to have the

achievement on working performance.

The data and computed values show that most of the respondents perceive, at

the same time, treat their respective jobs as a form of achievement. It can also be

57
observed that the said employees obtain motivation and a sense of enthusiasm from the

successes they can derive from working. Moreover, the average scores were able to

emphasize that most of the respondents treat the challenges that they encounter in their

jobs as a positive thing that can help them become more successful in their certain

careers.

Receiving achievement helps the employees boost job satisfaction with their

work performance; the employee can work hard for his job. These findings (Hee et al.,

2019) agree that the employees will feel satisfied when they achieve a set of goals and

are recognized for their efforts. This further enhanced the employees to be more

innovative, productive, efficient, committed and belonging to the organization. Job

satisfaction is a worker’s sense of achievement and success. It is generally perceived to

be directly linked to productivity and personal well-being. An employee feels joy and

achievement when he loves what he is doing, doing it well, and being rewarded for the

efforts.

3. ASSESSMENT IN THE WORK PERFORMANCE RELATIVE TO THE

FOLLOWING FACTORS:

Three factors were used in the study to assess work performance. The three

factors indicate declarative knowledge, procedural knowledge and skills, and motivation.

3.1 Declarative Knowledge. Table 12 indicates the mean distribution of

responses in terms of Declarative Knowledge presented in the first column. The mean,

standard deviation, and verbal interpretation are presented in the second, third, and

fourth column.

58
 TABLE 12

Mean Distribution of Respondents in terms of Declarative Knowledge

Declarative Knowledge Weighte Standard Verbal Ranking

d Mean Deviation Interpretation

I kept in mind the results that I 3.57 0.59 Strongly Agree 1

had to achieve in my work.
I worked at keeping my job skills 3.55 0.55 Strongly Agree 2
up to date.

I take my work very seriously. 3.53 0.61 Strongly Agree 3

I worked at keeping my job. 3.52 0.61 Strongly Agree 4

I exhibit the eagerness to 3.51 0.52 Strongly Agree 5

improve at work.

I work well with my peers. 3.47 0.64 Agree 6

I receive right amount of salary at 3.46 0.59 Agree 7

work.

I never come to work late. 3.07 0.86 Agree 8

Overall 3.46 0.65 Agree

59
 SCALE RANGE Verbal Interpretation

4 3.50 – 4.00 Strongly Agree

3 2.50 – 3.49 Agree

2 1.50 – 2.49 Disagree

1 1.00 – 1.49 Strongly Disagree

The table above presents the mean distribution of responses of the respondents

in terms of declarative skills. As shown in the table, I kept in mind the results that I had

to achieve in my work ranked 1 has the highest mean of 3.57 with the verbal

interpretation of Strongly Agree, I worked at keeping my job skills up to date ranked 2

has the mean of 3.55 with the verbal interpretation of Strongly Agree, I take my work

very seriously ranked 3 has the mean of 3.53 with the verbal interpretation of Strongly

Agree, I worked at keeping my job ranked 4 has the mean of 3.52 with the verbal

interpretation of Strongly Agree, I exhibit the eagerness to improve at work ranked 5 has

the mean of 3.51 with the verbal interpretation of Strongly Agree, I work well with my

peers ranked 6 has the mean of 3.47 with the verbal interpretation of Agree, I receive

right amount of salary at work ranked 7 has the mean of 3.46 with the verbal

interpretation of Agree, and I never come to work late ranked 8 with the lowest mean of

3.07 with the verbal interpretation of Agree.

The composite mean for the declarative skills of the respondents is 3.46 with the

verbal interpretation of Agree. It shows that the employees agree to be trained and

enhance working performance skills.

60
 Declarative Knowledge shows the employees' skills that satisfy the work

performance in the fast-food chain. It is assumed to be a function of a person’s abilities,

personality, interests, education, training, experience, and aptitude-treatment

interactions. In this study, (Gunzelmann et al., 2012) agrees that this component of

cognitive functioning is critical in various tasks and comprises a core set of mechanisms

around. Employees possess declarative knowledge of managing information, planning

their work, and knowing their habits and differences in accomplishing a task.

3.2 Procedural Knowledge and Skills. Table 13 indicates the mean distribution

of responses in terms of procedural knowledge and skills presented in the first column.

The mean, standard deviation, and verbal interpretation are presented in the second,

third, and fourth columns.

TABLE 13

Mean Distribution of Respondents in terms of Procedural Knowledge and Skills

Procedural Knowledge and Weighte Standard Verbal Ranking

Skills d Mean Deviation Interpretation

I have a full understanding on 3.63 0.54 Strongly Agree 1

how to handle foods.

I always follow safety 3.62 0.52 Strongly Agree 2

precautions.

I understand how to prepared 3.59 0.60 Strongly Agree 3

menu.

I have knowledge and pricing 3.57 0.55 Strongly Agree 4

about the menu.

61
Know how to prepare items in a 3.56 0.52 Strongly Agree 5.5
timely manner.

A degree in which an activity 3.56 0.55 Strongly Agree 5.5

could be successfully done
ahead of time by coordinating
with others and maximizing the
time for some activities.

I Consider neatness, accuracy, 3.55 0.55 Strongly Agree 6

and dependability of results
regardless of volume.

Considering a degree where a 3.45 0.64 Agree 7

job function can be done without
any assistance or supervision
from the supervisor.

Overall 3.57 0.56 Strongly

Agree

SCALE RANGE Verbal Interpretation

4 3.50 – 4.00 Strongly Agree

3 2.50 – 3.49 Agree

2 1.50 – 2.49 Disagree

1 1.00 – 1.49 Strongly Disagree

The table above presents the mean distribution of responses of the respondents

in terms of declarative skills. As shown in the table, I have a full understanding on how

to handle foods ranked 1 has the highest mean of 3.63 with the verbal interpretation of

Strongly Agree, I always follow safety precautions ranked 2 has the mean of 3.62 with

the verbal interpretation of Strongly Agree, I understand how to prepared menu ranked

62
3 has the mean of 3.59 with the verbal interpretation of Strongly Agree, I have

knowledge and pricing about the menu ranked 4 has the mean of 3.57 with the verbal

interpretation of Strongly Agree, Know how to prepare items in a timely manner ranked

5.5 has mean of 3.56 with the verbal interpretation of Strongly Agree, A degree in which

an activity could be successfully done ahead of time by coordinating with others and

maximizing the time for some activities ranked 5.5 has the mean of 3.56 with the verbal

interpretation of Strongly Agree, I Consider neatness, accuracy, and dependability of

results regardless of volume ranked 6 has mean of 3.55 with the verbal interpretation of

Strongly Agree, Considering a degree where a job function can be done without any

assistance or supervision from the supervisor ranked 7 has the lowest mean of 3.47

with verbal interpretation of Agree.

The composite mean for the procedural knowledge and skills of the respondents

is 3.57, with the verbal interpretation of Strongly Agree. It shows that the employees

strongly agree that should know the don’ts’ and do’s on working performance.

Predictors of procedural knowledge and skills of employees are again abilities,

personality, interests, education, training, experience, aptitude-treatment interactions,

and practice. According to J. et al., (2017), it concerns the ability to perform the

prescribed tasks. Therefore, the employee must know ‘what to do’ and ‘how to do’ the

activities to perform an assigned task. Therefore, the employee must know ‘what to do’

and ‘how to do’ the activities to perform an assigned task. For example, employees in

the fast-food chain possess procedural knowledge and skills on serving the menu and

assisting the customers correctly. Performing or doing a specific task that is necessary

base on their roles.

63
 3.3 Motivation. Table 14 indicates the mean distribution of responses in terms of

motivation presented in the first column. The mean, standard deviation, and verbal

interpretation are presented in the second, third, and fourth column.

TABLE 14

Mean Distribution of Respondents in terms of Motivation

Motivation Weighte Standard Verbal Ranking

d Mean Deviation Interpretation

At work, I usually make an 3.63 0.54 Strongly Agree 1

effort to do my best.

Our Management is 3.53 0.61 Strongly Agree 2

interested in motivating the
employees.

My job is challenging and 3.52 0.64 Strongly Agree 3

exciting.

I feel I am contributing to the 3.45 0.65 Agree 4.5

overall goals of my
organization.

I put my best effort in the 3.45 0.61 Agree 4.5

workplace to perform the
given task during job.

I look forward to go to work 3.44 0.62 Agree 5

every day.

I feel that my work is seen 3.42 0.59 Agree 6

and appreciated within my
organization.

My Job gives me opportunity 3.6 0.55 Agree 7

to develop my skills.

Overall 3.51 0.61 Strongly Agree

SCALE RANGE Verbal Interpretation

64
 4 3.50 – 4.00 Strongly Agree

3 2.50 – 3.49 Agree

2 1.50 – 2.49 Disagree

1 1.00 – 1.49 Strongly Disagree

The table above presents the mean distribution of the respondents in terms of

motivation. As shown in the table, at work, I usually try to do my best ranked 1 has the

highest mean of 3.63 with the verbal interpretation of Strongly Agree, Our Management

is interested in motivating the employees ranked 2 has the mean of 3.53 with the verbal

interpretation of Strongly Agree. My job is challenging and exciting ranked 3 has the

mean of 3.52 with the verbal interpretation of Strongly Agree, I feel I am contributing to

the overall goals of my organization ranked 4.5 has the mean of 3.45 with the verbal

interpretation of Strongly Agree, I put my best effort in the workplace to perform the

given task during job ranked 4.5 has the mean of 3.45 with the verbal interpretation of

Strongly Agree, I look forward to go to work every day ranked 5 has the mean of 3.44

with the verbal interpretation of Agree, I feel that my work is seen and appreciated

within my organization ranked 6 has the mean of 3.42 with the verbal interpretation of

Agree, and My Job gives me opportunity to develop my skills ranked 7 has the lowest

mean of 3.6 with the verbal interpretation of Agree.

The composite mean for the respondents' motivation is 3.51 with the verbal

interpretation of Strongly Agree. It shows that the employees strongly agrees that they

are motivated on working performance.

65
 Motivation is a factor that the employees got satisfied with their work

performance. Several aspects of intrinsic and extrinsic motivation can shape the basis

of people working in the food industry. De Freitas et al., (2020). It is a complex human

behavior issue, which varies from person to person. As a result, different people are

motivated in different ways. However, everyone motivated is inspired by certain factors,

and people's behavior is determined by what motivates them and their performance.

4. Hypothesis of the Study. Table 15 – 17 indicate the significant relationship of

assessment of the level of Job Satisfaction and the Work Performance.

Correlation Analysis (N=100)

Responsibility

Advancement

Achievement
Recognition

Declarative
Knowledge
Work Itself
Personal
Growth

Responsibility 1

Recognition 0.578 1

Personal Growth 0.459 0.640 1

Work Itself 0.613 0.554 0.544 1

Advancement 0.389 0.544 0.691 0.661 1

Achievement 0.357 0.559 0.618 0.579 0.668 1

Declarative Knowledge 0.377 0.361 0.533 0.523 0.531 0.689 1

The table above shows the Pearson r correlation of coefficient that responsibility

and recognition factors value of R=0.377 or 37.70% and R=0.361 or 36.10%,

respectively has slight positive relation or association, while personal growth, work itself,

66
advancement and achievement factors value of R=0.533 or 53.30%, R=0.523 or

52.30%, R=0.531 or 53.10% and R=0.689 or 68.90%, respectively has moderate

positive relation or association to declarative knowledge as one of the determinants of

employees’ work performance.

TABLE 15

Significant Relationship of Declarative Knowledge of Employees’ Work

Performance to their Level of Job Satisfaction

Factors p-values Decision on Ho Verbal Interpretation

Responsibility 0.158 Failed to Reject Not Significant

Recognition 0.024 Reject Significant

Personal Growth 0.084 Failed to Reject Not Significant

Work Itself 0.249 Failed to Reject Not Significant

Advancement 0.993 Failed to Reject Not Significant

Achievement 0.001 Reject Significant

Significance level is 95% (<.05)

As presented in Table 15, the significant relationship of responsibility to

declarative knowledge resulted from the p-value of 0.158 is greater than .05, which

failed to reject the null hypothesis. The table shows no significant relationship between

the responsibility to the declarative knowledge.

67
 On the other hand, the relationship of Recognition to declarative knowledge

shows a p-value of 0.024. This means the null hypothesis of no significance is rejected,

while the relationship of Personal Growth to the declarative knowledge shows the p-

value of 0.084 is greater than .05, which failed to reject the null hypothesis that there is

no significant relationship between the declarative knowledge to the personal growth.

Similarly, the work itself, with the p-value of 0.249 failed to reject the null hypothesis.

The findings of this study presented above show no significant relationship between

work itself and declarative knowledge. While the relationship of Advancement to

declarative knowledge shows a p-value of 0.993, the null hypothesis of no significance

is accepted that there is no relationship significant between advancement to declarative

knowledge.

Lastly, the relationship of achievement to declarative knowledge does have a

significant relationship, indicated by the p-value of 0.001; therefore, the no significant

null hypothesis is rejected.

There is enough conclusive evidence that declarative knowledge as one of the

determinants of employees’ work performance is significantly associated with

recognition and achievement; and there is not enough evidence to conclude that

declarative knowledge as one of the determinants of employees’ work performance is

significantly associated with responsibility, personal growth, work itself and

advancement.

According to Angelovska (2020). declarative knowledge pertains to facts and

objective information about a certain subject or matter of interest. She further added that

68
as opposed to the other kinds of knowledge, the declarative one aims to answer the

“what” and not the process (i.e., how) and the reason (i.e., why). Moreover, Woolf

(2009) asserts that declarative knowledge involves experiential data and, at the same

time, is goal-unrestrained or goal-independent.

Correlation Analysis (N=100)

Responsibility

Advancement

Achievement
Recognition

Knowledge
Procedural
Work Itself

and Skills
Personal
Growth
Responsibility 1

Recognition 0.578 1

Personal Growth 0.459 0.640 1

Work Itself 0.613 0.554 0.544 1

Advancement 0.389 0.544 0.691 0.661 1

Achievement 0.357 0.559 0.618 0.579 0.668 1

Procedural Knowledge
0.404 0.505 0.613 0.565 0.696 0.702 1
and Skills

The table above shows the Pearson r correlation of coefficient that responsibility

factor value of R=0.404 or 40.40% has slight positive relation or association, while

responsibility, personal growth, work itself, advancement, and achievement factors

value of R=0.505 or 50.50%, R=0.613 or 61.30%, R=0.565 or 56.50%. R=0.696 or

69.60% and R=0.702 or 70.20%, respectively, have moderate positive relation or

association to procedural knowledge and skills as one of the determinants of

employees’ work performance.

69
 Table 16

Significant Relationship of Procedural Knowledge and Skills of Employees’

Work Performance to their Level of Job Satisfaction

Factors p-values Decision on Ho Verbal Interpretation

Responsibility 0.351 Failed to Reject Not Significant

Recognition 0.821 Failed to Reject Not Significant

Personal Growth 0.278 Failed to Reject Not Significant

Work Itself 0.774 Failed to Reject Not Significant

Advancement 0.004 Reject Significant

Achievement 0.001 Reject Significant

Significance level is 95% (<.05)

As presented in Table 16, the significant relationship between responsibility to

procedural knowledge and skills resulted in the p-value of 0.351 is greater than .05,

which failed to reject the null hypothesis. The table shows no significant relationship

between responsibility for procedural knowledge and skills. Similarly, the relationship

between Recognition to Procedural knowledge with the p-value of 0.821 also resulted to

failed to reject the null hypothesis. Therefore, there is no significant relationship

between recognition procedural knowledge and skills. While the relationship significant

between Personal Growth to Procedural Knowledge and skills has a p-value of 0.278.

This means that no significant null hypothesis is accepted. Therefore, there is also no

significant relationship between personal growth to procedural knowledge and skills.

70
 On the other hand, the relationship of Work itself to procedural knowledge and

skills has a p-value of 0.774 which means there is also no significant null hypothesis.

The findings in this study show that there is no significant relationship between work

itself and procedural knowledge. At the same time, the relationship between

Advancement in Procedural knowledge and skills has a p-value of 0.004. This means

that no significant null hypothesis is rejected. Therefore, in this study's findings, there is

a significant relationship between procedural knowledge and skill advancement.

Lastly, the relationship of achievement to procedural knowledge and skills has a

p-value of 0.001 which means no significant null hypothesis is also rejected. Therefore,

there is a significant relationship between achievement to procedural knowledge and

skills.

There is enough evidence to conclude that procedural knowledge and skills as

one of the determinants of employees’ work performance are significantly associated

with advancement and achievement; and there is not enough evidence to conclude that

procedural knowledge and skills as one of the determinants of employees’ work

performance are significantly associated with responsibility, recognition, personal

growth and work itself.

Correlation Analysis (N=100)

71
 Responsibility

Advancement

Achievement
Recognition

Work Itself

Motivation
Personal
Growth
Responsibility 1

Recognition 0.578 1

Personal Growth 0.459 0.640 1

Work Itself 0.613 0.554 0.544 1

Advancement 0.389 0.544 0.691 0.661 1

Achievement 0.357 0.559 0.618 0.579 0.668 1

Motivation 0.445 0.557 0.638 0.611 0.636 0.713 1

The table above shows the Pearson r correlation of coefficient that achievement

factor value of R=0.713 or 71.30% has high positive relation or association, while

responsibility, recognition, personal growth, work itself, and advancement factors value

of R=0.445 or 44.50%, R=0.557 or 55.70%, R=0.638 or 63.80%. R=0.611 or 61.10%

and R=0.636 or 63.60%, respectively, have moderate positive relation or association

with motivation as determinants of employees’ work performance.

72
 Table 17

Significant Relationship of Motivation of Employees’ Work Performance to

their Level of Job Satisfaction

Factors p-values Decision of Ho Verbal Interpretation

Responsibility 0.517 Failed to Reject Not Significant

Recognition 0.666 Failed to Reject Not Significant

Personal Growth 0.064 Failed to Reject Not Significant

Work Itself 0.126 Failed to Reject Not Significant

Advancement 0.437 Failed to Reject Not Significant

Achievement 0.001 Reject Significant

Significance level is 95% (<.05)

As presented in Table 17, the significant relationship between responsibility

motivation resulted in a p-value of 0.517 than .05, which failed to reject the null

hypothesis. The table shows that there is no significant relationship between the

assessment of the level of job satisfaction and work performance. The relationship of

recognition to motivation also has a p-value of 0.517, which means that no significant

null hypothesis is accepted. Therefore, there is no significant relationship between

recognition and motivation. While the relationship of personal growth to motivation has a

p-value of 0.064, the no significant null hypothesis is also accepted. Indicated that there

is no significant relationship between personal growth and motivation.

73
 On the other hand, the Advancement relationship to Motivation has a p-value of

0.437, resulting in no significant null hypothesis. The study's findings show above that

there is no significant relationship between advancement and motivation.

And lastly, the significant relationship between Achievement to Motivation has a p-

value of 0.001, which is less than .05. So that means there is a significant relationship

between achievement and motivation.

There is enough evidence to conclude that motivation as one of the determinants

of employees’ work performance is significantly associated with achievement; and there

is not enough evidence to conclude that motivation as one of the determinants of

employees’ work performance is significantly associated with responsibility, recognition,

personal growth, work itself and advancement. High motivation enhances learning, and

success or perceived success can sustain motivation. Motivation is interdependent with

achievement. Fast-food employees' motivation promotes their achievement. On the

other hand, achievement can lead to higher motivation.

5. Work improvement Plan.

The researchers proposed a work improvement plan that will benefit fast-food

chains by improving existing employees’ performance. In addition, the research

develops certain strategies based on the study's findings.

There have been many aspects of satisfaction to the employees in doing their

work performance. It features the employees' attitudes that are commonly seen in the

workplace or in the fast-food chains by doing their responsibilities or tasks. The fast-

food chains have strategies on how to have good feedback from the customers because

74
it will positively impact the fast-food chains, especially the employees who worked so

hard. The fast-food chains are growing, from the addition of newly hired employees to

the expansion of the fast-food chain stores and the growth of their loyal customers.

These are some of the Work Improvement plans that can help the employees be

satisfied with their workplace.

Factors Goal Action Assessment

Criteria

Enhancing in To make the Practice the Employees will be

Being On- employees more employees to be satisfied on going
time satisfied with their more punctual by early in the fast-food
work performance giving them allowance chain.
they should go to time before the work
work 1 hour before hours start.
their work hours
start.
It helps the
To avoid employees to have a
dissatisfaction with good evaluation of
the performance of their work
the employees when performance in the
it comes to fast-food chain.
evaluation.

Engaging Let the employees Monitoring the acts or The employees will
Employees to learn by their the performance of gain confidence to
seek help capabilities by the employees while seek help from their
asking or seeking doing their supervisors/manager
help from their tasks/responsibilities s.
supervisor/manager. to let the employees
And to avoid seek help from their
wrongdoing while managers/supervisors
doing their own .
responsibilities/task
in the workplace.

75
 The employees will Providing extra The employees will
develop more skills training that can help be more confident in
Developing and knowledge while the employees their
New Skills doing their develop their skills responsibilities/tasks
responsibilities/tasks and help the fast-food in the fast-food chain.
. Provide them to chain perform well in
help their co- front of the customers
employees who are and determine how
not familiarized in far the employees can
the duties they are enhance their skills
taking care of. that can be helpful to
their co-workers.

Letting the The employees will To prepare the The employees will
Employees to take the risk when it employees to be be more satisfied and
take risk is needed while more independent motivated to do their
doing their themselves when responsibilities/tasks
task/responsibilities they need to take the in the fast-food chain,
and to help them to risk if needed and and it will also affect
be more prepare the their work
understanding when employees to be performance in their
there is a problem or more ready when the workplace and in
an unexpected unexpected their personal growth
outcome in the fast- happenings are done as an individual.
food chain. It also to the fast-food while
satisfies the they are in their work
employee to perform hours.
well and have new
learnings and
discoveries that he
can use in the
workplace.
Promote They were Organized social The employees will
Good promoting the work activities outside of consider their
Environment environment and work hours are workplace a good
Culture creating sociable beneficial, like environment by
culture. Employers encouraging birthday showing how
can help facilitate its celebrations or comfortable they are
development by attending events while working.
encouraging together demonstrate
socialization and greater engagement

76
 communication. and contentment at
work.

Chapter 5

SUMMARY, FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

This chapter presents the summary of findings obtained from the data gathered,

the researcher’s conclusions drawn from the study's findings, and the recommendation.

77
Summary

This study discussed the impact of job satisfaction on the employees based on

the information gathered. Employees from the fast-food chain are satisfied with their

work performance, which helps to be more effective in doing their duties in their

workplace.

The researchers use the theory of the Two-Factor theory by Herzberg to

determine the level of job satisfaction by evaluating the six factors: responsibility,

recognition, personal growth, work itself, advancement, and achievement. And the last

theory is the Model of Job Performance by Campbell to determine the determinants of

work performance by evaluating the 3 factors: declarative knowledge, procedural

knowledge and skill, and motivation. The study uses the descriptive method with the

questionnaires serving as the data gathering instrument. This survey has 100

employees from the fast-food chains. In the study, the participants were chosen to use

the random sampling method.

This study contained five objectives, and the first objective identified the profile of

the employees that indicates their sex, age, employment status, length of service, and

educational attainment. The second objective was an assessment of the level of job

satisfaction in terms of responsibility, recognition, personal growth, work itself,

advancement, and achievement. The third objective was an assessment of

determinants of work performance in terms of declarative knowledge, procedural

knowledge and skills, and motivation. The fourth objective was to identify if there was a

significant relationship between the level of job satisfaction and the determinants of

78
work performance. And the last objective was the proposed work performance plan that

will help the employees be satisfied more with their work performance.

Findings

The following are the summarized major findings of the study from the data gathered,

interpreted and analyzed:

1. Profile of the Respondents

1.1. Sex

Based on the findings of 100 employees, 52 employees (52%) were male, and

48 employees (48%) were female. Therefore, the data implies that most of the

employees in the fast-food chain were male.

1.2.Age

Based on the 100 respondent’s answers, (13%) of the respondents belong to the age of

18 – 20, (53%) of the respondents belong to the age of 21 – 24, (24%) of the

respondents belong to the age of 25 – 29, and (10%) of the respondents belong to the

age of 30 – 40. Therefore, the data implies that most of the employees in the fast-food

chains were 21 – 24 years old. Thus, belonging to the young adult group out of the 100

respondents.

1.3 Employment Status

79
 In the total of the 100 respondents in the study, 21% of the employees’ positions

were managers, 47% of the employees’ positions were Service crew, 23% of the

employees’ positions were Cashier, and 9% of the employees’ positions were Cook.

The data implies that most of the employees’ positions were Service Crew.

1.4 Length of Service

In terms of the 100 respondents’ length of service, 21% of employees are

working for 2 – 6 months, 31% of the employees are working for 7 months – 1 year,

37% of the employees are working for 2 – 5 years, 6% of the employees are working for

6 – 9 years, and 5% of the employees are working for 10 years – present. The data

implies that most of the employees were working for 2 -5 years in the fast-food chain.

1.5 Educational Attainment

The frequency distribution of the 100 respondents regarding their educational

attainment shows that 24% of the respondents are High School graduates, 42% of the

respondents are Senior High School graduates, 31% of the respondents are College

graduates, and 3% of the respondents are respondents are Vocational. The data

implies that most of the employees are Senior High Graduates.

2. Factors Influencing the Level of Job Satisfaction

2.1 Responsibility

Most of the respondents strongly agreed that I always make sure that I did my

duty well has the highest ranking 1 with weighted mean of 3.67. While I am expecting

80
feedback from the customers with the weighted mean of 3.11 which has verbal

interpretation of Agree led to the last rank with the composite mean of 3.39.

2.2 Recognition

Most of the respondents strongly agreed that “I always make sure that I did my

duty well” has the highest-ranking 1 with a mean of 3.67. While “I am expecting

feedback from the customers” has a mean of 3.11, which has a verbal interpretation of

“Agree” led to the last rank with a composite mean of 3.39.

2.3 Personal Growth

Most of the respondents strongly agreed that they were recognized and

respected by their co-employees, with the highest mean of 3.54. While “I am always

looking for commentary from the customers”, the mean of 3.1 with the verbal

interpretation of “Agree” is the last in rank, with a composite mean of 3.33.

2.4 Work Itself

Most of the respondents strongly agreed that they enjoy the type of work they do,

with the highest mean of 3.65. “And I think that the company needs an improvement”

has a mean of 3.11, which has a verbal interpretation of “Agree,” ranked last with a

composite mean of 3.39.

2.5 Advancement

Most of the respondents strongly agreed that opportunities are available to

develop new skills, with the highest mean of 3.54. And the managers/owners are open

81
to suggestions coming from their employees, with a mean of 3.4, which has a verbal

interpretation of “Agree,” ranked last, with the composite mean of 3.48.

2.6 Achievement

Most of the respondents strongly agreed that they consider their accomplishment

in their work as an achievement, with a mean of 3.57. “And I took significant risk to

accomplish my task in my work” has a mean of 3.41, and a verbal interpretation of

“Agree,” which ranked last with the composite mean of 3.45.

3.Determinants of Work Performance

3.1 Declarative Knowledge

Most of the respondents strongly agree that they kept in mind the results they

had to achieve in their work with the highest mean of 3.57. “And I never come to work

late” has a mean of 3.51, and a verbal interpretation of “Agree” ranked last with the

composite mean of 3.57.

3.2 Procedural Knowledge and Skills

Most of the respondents strongly agreed that they fully understand how to handle

foods, with the highest mean of 3.63. While “considering a degree where a job function

can be done without any assistance or supervision from the supervisor” has a mean of

3.45, verbal interpretation of “Agree” ranked last, with the composite mean of 3.57.

3.3 Motivation

82
 Most of the respondents strongly agreed that they usually try to do their best at

work, with the highest mean of 3.63. While “my job gives me opportunity to develop my

skills” has a mean of 3.6, which has a verbal interpretation of “Agree”, ranked last with a

composite mean of 3.51.

4.Hypothesis of the Study

A. Declarative Knowledge

The relationship of responsibility to declarative knowledge resulted in a p-value of

0.158 greater than .05, which failed to reject the null hypothesis. The results showed

that there is no significant relationship between the responsibility to the declarative

knowledge.

On the other hand, the relationship of Recognition to declarative knowledge

shows a p-value of 0.024. This means the null hypothesis of no significance is rejected,

while the relationship of Personal Growth to the declarative knowledge shows the p-

value of 0.084 is greater than .05, which failed to reject the null hypothesis that there is

no significant relationship between the declarative knowledge to the personal growth.

Similarly, the work itself, with the p-value of 0.249, failed to reject the null hypothesis.

The findings of this study presented above show no significant relationship between

work itself and declarative knowledge. While the relationship of Advancement to

declarative knowledge shows a p-value of 0.993, the null hypothesis of no significance

is accepted that there is no relationship significant between advancement to declarative

knowledge.

83
 Lastly, the relationship of achievement to declarative knowledge does have a

significant relationship, indicated by the p-value of 0.001; therefore, the no significant

null hypothesis is rejected.

The researcher found that declarative knowledge as one of the determinants of

employees’ work performance was significantly associated with recognition and

achievement.

B. Procedural Knowledge and Skills

The relationship between responsibility to procedural knowledge and skills

resulted in a p-value of 0.351 greater than .05, which failed to reject the null hypothesis.

The results showed no significant relationship between responsibility for procedural

knowledge and skills. Similarly, the relationship between Recognition to Procedural

knowledge with the p-value of 0.821 also failed to reject the null hypothesis. Therefore,

there is no significant relationship between recognition procedural knowledge and skills.

While the relationship significant between Personal Growth to Procedural Knowledge

and skills has a p-value of 0.278. This means that no significant null hypothesis is

accepted. Therefore, there is no significant relationship between personal growth and

procedural knowledge and skills.

On the other hand, the relationship of Work itself to procedural knowledge and

skills has a p-value of 0.774 which means there was no significant null hypothesis.

Therefore, the findings in this study show that there was no significant relationship

between work itself and procedural knowledge. At the same time, the relationship

between Advancement in Procedural knowledge and skills has a p-value of 0.004. This

84
means that no significant null hypothesis is rejected; therefore, in the findings in this

study, there was a significant relationship between advancement in procedural

knowledge and skill.

Lastly, the relationship of achievement to procedural knowledge and skills has a

p-value of 0.001 which means no significant null hypothesis is also rejected. Therefore,

there is a significant relationship between achievement to procedural knowledge and

skills.

The researcher found that procedural knowledge and skills as one of the

determinants of employees’ work performance is significantly associated with

advancement and achievement.

C. Motivation

The relationship responsibility motivation resulted in a p-value of 0.517 than .05,

which failed to reject the null hypothesis. The results showed no significant relationship

between the assessment of the level of job satisfaction and work performance. The

relationship of recognition to motivation also has a p-value of 0.517, which means that

no significant null hypothesis is accepted. Therefore, there was no significant

relationship between recognition and motivation. While the relationship of personal

growth to motivation has a p-value of 0.064, the no significant null hypothesis was also

accepted. Indicated that there was no significant relationship between personal growth

and motivation.

85
 On the other hand, the Advancement relationship to Motivation has a p-value of

0.437, resulting in no significant null hypothesis being accepted. The study's findings

showed that there was no significant relationship between advancement and motivation.

And lastly, the significant relationship between Achievement to Motivation has a p-

value of 0.001, which is less than .05. So that means there was a significant relationship

between achievement and motivation.

The researcher found that motivation as one of the determinants of employees’

work performance was significantly associated with achievement.

5.Work Improvement Plan

The researchers proposed a work improvement plan that will help improve

employees' satisfaction in the fast-food chains. Some of the work performance that can

help the employees be satisfied is being on time, engaging employees to seek help,

developing new skills, letting employees take the risk, and promoting a good

environment culture.

Conclusion

Based on the findings of the study, the following conclusions were drawn:

1. Most of the respondents working in the fast-food chain were males aged 21-24

who worked on the Service crew for 2-5 years and graduated senior high.

2. Most of the respondents strongly agree with the level of job satisfaction and the

determinants of work performance of the employees in the fast-food chains.

86
 3. Most of the employees were satisfied to be motivated to do their work

performance in the fast-food chain.

4. There was a significant relationship between declarative knowledge as one of the

determinants of work performance recognition and achievement. In Procedural

Knowledge and Skills, there was a significant relationship between advancement

and achievement, while in Motivation, there had a significant relationship to

achievement.

5. The work performance plan will help the employees be more satisfied with their

work performance.

Recommendation

Based on the result of the study and the conclusions are drawn, the researchers

offer the following recommendations:

1. The managers should use metrics valuable for understanding productivity that

consistently measures managers’ performance against criteria.

2. Managers need to know that their goals and tasks contribute to the organization’s

success and understand the rationale behind tasks. They will become more likely

to see themselves as personally important in the fast-food chain.

3. The management should communicate with the managers about their values,

goals, and interests and help them consider how they can incorporate them into

their roles for them to be able to be fitted to their liking.

87
4. The management should put some encouragement and motivation to their

employees to satisfy the work performance of the employees in the workplace

and give the right training for the employees to learn more in the fast-food chain.

5. The management should have a work performance plan to help the employees

be more attentive and more motivated in their work performance. And, to help the

business to have good feedback or background to the customers.

88
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Influencing Job Satisfaction in the Higher Learning Institutions in Malaysia.
International Journal of Academic Research in Business and Social Sciences, 9(2),
10–20. Retrieved from https://doi.org/10.6007/ijarbss/v9-i2/5510

Khan, A. H., Nawaz, M. M., Aleem, M., & Hamed, W. (2012). Impact of job satisfaction
on employee performance: An empirical study of autonomous Medical Institutions
of Pakistan. African Journal of Business Management, 6(7), 2697–2705. Retrieve
from https://doi.org/10.5897/AJBM11.2222

Kampkötter, P. (2017). Performance appraisals and job satisfaction. The International

Journal of Human Resource Management Retrieved from
https://psycnet.apa.org/record/2017-13181-005

C. Online Sources

Shaju, M. & Subhashini, D. (2017). A study on the impact of job satisfaction on job
performance of employees working in Automobile Industry, Retrieved From
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%20JOB.pdf

Theresa, I. & Henry, C. (2016). Impact of Job Satisfaction on Employees Performance:

A Study of Nigerian Breweries PLC Kaduna State Branch, Nigeria . Retrieved From.
https://www.arabianjbmr.com/pdfs/KD_VOL_5_11/2.pdf

Beriales, M. R. P., Permocillo, D. G. J., Bartizo, C. M. C., & Porras, C. P. (2017). Level
of Job Satisfaction of the Employees in Selected Fast Food Establishments.
https://doi.org/10.17758/uruae.uh0117431

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OOD-with-cover-page-v2.pdf?

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https://doi.org/10.1016/B978-0-08-097086-8.92059

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 ANNEX A: LETTER FOR RESPONDEDNTS

QUESTIONAIRE
To the Respondents,

Good day, the purpose of this survey is to find out your job satisfaction and work

performance. To ensure confidentiality you are given the choice to write or not your

name in this survey. Kindly fill out all the information needed and do not leave any box

unmarked. Rest assured that your information will be treated with highly confidentiality

and for research purposes only.

Thank you and God Bless.

Respectfully yours,

Aguilar, Haezel Mae U.

Castillo, Niña Emerald Q.

Maranan, Ayessa Janniena O.

Parto, Gia Carla G.

Noted By:
Richelle C. Medina
Research Adviser

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 QUESTIONNAIRE

Part 1. Profile Of Respondents

Direction: Put a check (/) mark on the box of your preferred answer.

Name: (Optional)

Sex : Female Male

Age: 18-20 21-24

25-29 30-40

Employment Status:
Manager Cashier
Service Crew Cook

Length of Service:
2-6 months 7 months – 1 year
2- 5 years 6-9 years
10 years - present

Educational Attainment:
High School Graduate College Graduate
Senior High Graduate Vocational

92
 Direction: Kindly Check (/) the preferred box that corresponds to your answer. The
following scale will be your guide to answer:
4 - Strongly Agree
3 – Agree

B. Recognition 2 - Disagree 4 3 2 1
1 - Strong Disagree
1.My customers recognize my good work.
2. How do respondents assess the level of job satisfaction relative to the following
2. Currently I have received recognition or
factors:
praise for doing good work

3. Responsibility
A. I get appropriate recognition when I have 4 3 2 1
done something extraordinary
1. I have control over how I do my work
4. Some of our clients recognize me for my
2. My opinion counts at work
good service.
3. I am always on time in terms of attendance.
5. There are things I have done that contributed
toIthe
4. goodfollow
always imagethe
of rules
the company.
and regulations of the
company even though my rights is being
6. There is always a token for a pleasant work
violated.
done.
5. The bad comments I get gives me an idea of
7. I am recognized and respected by my co-
learning new things.
employees.
6.
8.I Ialways makelooking
am always sure that
forI commentary
did my duty well.
from the
customers.
7. I am just doing whatever our
employer/manager
C. Personal Growth have told us to fulfill our goals 4 3 2 1
as an employee.
1. My work offers training that helps me to grow.
8. I am expecting feedback from the customers
2. I have had opportunities at work that help me
to learn and grow in the past years.

3. I was given assessment for my performance

in the past years

4. There is someone at work who encourages

my development
4 3 2 1
5. I actively work to improve myself

6. The company care for the welfare of it’s

employees.

7. They make sure that the working environment

93
is healthy for everyone..
8. All the staff in my department are supportive.
D. Work Itself

1. I enjoy the type of work I do

2. My job is interesting

3.My job gives me a sense of accomplishment

4. I make a difference in my work

5. My job at current position is permanent and

secure

6. Our company are investing into feasible study.

7. The managers/owners are open from suggestion

coming from it’s employees

8. I think that the company needs an improvement.

E. Advancement 4 3 2 1

1.The organization invests in training and

education.

2. Opportunities for advancement or promotion exist

in my work

3. There are opportunities available to developed

new skills.

4. I am encouraged to take the initiative in

determining my own career development.

5. We all receive fair consideration for open

positions.

6.In my work, I find it easy to apply the trainings that

I learned.

7. The managers/owners are open from suggestion

coming from it’s employees.

8.There are opportunities for me to cross-train and

learn new skills.

94
 F. Achievement 4 3 2 1

1.I received incentives and benefits because of

my performance.

2. I am motivate and confident to innovate new

strategies at work

3. I solved difficult challenges at work

4. I was satisfied that I have achieved my goals

5. I took significant risk to accomplish my task in

my work.

6. I took risk to achieve my job.

7. I consider my accomplishment in my work as

achievement.

8. I received achievement in my work.

3.How may employees assess work performance relative to the following determinants?

G. Declarative Knowledge 4 3 2 1

1.I take my work very seriously.

2. I never come to work late.

3. I exhibit the eagerness to improve at work.

4. I work well with my peers.

5. I kept in mind the results that i had to

achieve in my work.

6. I worked at keeping my job skills up to

date.

7. I worked at keeping my job.

8. I receive right amount of salary at work.

95
H. Procedural Knowledge and Skills 4 3 2 1

1. I have a full understanding on how to handle foods

2. Know how to prepare items in a timely manner.

3. I always follow safety precautions.

4.I have knowledge and pricing about the menu

5. I understand how to prepared menu

6. Considering a degree where a job function can be

done without any assistance or supervision from the
supervisor.

7.I .Consider neatness. accuracy. and dependability of

results regardless of volume.

8.A degree in which an activity could be successfully

done ahead of time by coordinating with others and
maximizing the time for some activities

I.Motivation 4 3 2 1

1.At work, I usually make an effort to do my best.

2. I feel I am contributing to the overall goals of my

organization.

3. My job is challenging and exciting.

4. I feel that my work is seen and appreciated within

my organization.

5. I look forward to go to work every day.

6. I put my best effort in the workplace to perform the

given task during job.

7. Our Management is interested in motivating the

employees.

8. My Job gives me opportunity to develop my skills.

96
ANNEX B: CERTIFICATION OF STATISTICIAN

97
ANNEX C: CERTIFICATION OF GRAMMARIAN

98
 Curriculum Vitae

Haezel Mae U. Aguilar

Gulod Itaas, Batangas City
09500160848
haezelmaeaguilar0@gmail.com

PERSONAL INFORMATION:
Date of Birth: May 23, 2000
Place of Birth: Batangas City
Age: 21
Citizenship: Filipino
Civil Status: Single
Gender: Female
Religion: Roman Catholic
Father’s Name: Rodel B. Aguilar
Occupation: OFW
Mother’s Name: Benedict U. Aguilar
Occupation: Housewife
Height: 4’9
Weight: 45kg

EDUCATIONAL BACKGROUND

 TERTIARY BSBA Major in Human Resource

Developement Management
University of Batangas
Batangas City, Philippines

2018-Present

 SECONDARY STI College

Batangas City, Philippines

99
 2016-2018
Batangas National High School
Batangas City, Philippines
2012-2016

 PRIMARY Gulod Elementary School

Batangas City, Philippines

2006-2012

100
 Curriculum Vitae

Niña Emerald Q. Castillo

San Andres Uno, Bauan, Batangas
091650226345
niniaemeraldcastillo@gmail.com

PERSONAL INFORMATION:
Date of Birth: January 16, 2000
Place of Birth: San Andres Uno, Bauan, Batangas
Age: 22 years old
Citizenship: Filipino
Civil Status: Single
Gender: Female
Religion: Roman Catholic
Father’s Name: Edgar T. Castillo
Occupation: Structural Fitter
Mother’s Name: Eugenia Q. Castillo
Occupation: Housewife
Height: 5’3”
Weight: 87 kl

EDUCATIONAL BACKGROUND

TERTIARY : COURSE: BSBA Major in Human Resource

Development Management
University of Batangas
Hilltop Road, Batangas City 4200
Philippines
2018-2022
SECONDARY : Bauan Technical High School (Senior High)
Poblacion 1 Bauan, Batangas
2017-2018

: Bauan Technical High School (Junior High)

Poblacion 1 Bauan, Batangas
2015-2016

101
PRIMARY : San Andres Elementary School
San Andres Proper Bauan, Batangas
2011-2012

102
 Curriculum Vitae

Ayessa Janniena O. Maranan

Cupang Bauan Batangas
09664400326
ayessamaranan02@gmail.com

PERSONAL INFORMATION:

Date of Birth: September 11,2000

Place of Birth: San Juan De Dios, Pasay City
Age: 21
Citizenship: Filipino
Civil Status: Single
Gender: Female
Religion: Roman Catholic
Father’s Name: Benjamin Perez Jr.
Occupation: Government Official
Mother’s Name: Shireley O. Maranan
Occupation: Housewife
Height: 5’3
Weight: 55 kg

EDUCATIONAL BACKGROUND

TERTIARY : Bachelor of Science in Business

Administration Major in Human
Resource Development Management
University of Batangas
Hilltop Road, Batangas City
2018-2022

SECONDARY : Bauan Technical High School

Pedro Munoz Street, Poblacion
Bauan, Batangas
2016-2018

Sta. Teresita National High School

Bihis, Santa Teresita, Batangas

103
 2015-2016

Governor Luis A. Ferrer Jr. East National

High School
General Trias Cavite
2013-2015

Benigno Ninoy S. Aquino High School

Aguho St. Address Barangay Comembo,
Makati City
2012-2013

PRIMARY : Marcela Marcelo Elem. School

Malibay, Pasay City
2006-2012

104
 Curriculum Vitae

Gia Carla G. Parto

6345 ME ST. Anthony St Magnusville Subdivision
Pallocan West Batangas City
09754859014
giacarlaparto15@gmail.com

PERSONAL INFORMATION:

Date of Birth : April 1, 2000

Place of Birth : Batangas Regional Medical Hospital, Batangas City
Age : 21
Citizenship : Filipino
Civil Status : Single
Gender : Female
Religion : Iglesia Ni Cristo
Father’s Namer : Manuel D. Parto
Occupation : Overseas Filipino Worker
Mother’s Name : Marialina G. Parto
Occupation : N/A
Height : 5’3
Weight : 55 kg

EDUCATIONAL BACKGROUND

TERTIARY : Bachelor of Science in Business

Administration Major in Human
Resource Development Management
University of Batangas
Hilltop Road, Batangas City
2018-2022

SECONDARY : University of Batangas

Hilltop Road, Batangas City
2012-2018

105
PRIMARY : University of Batangas
M.H. Del Pilar Street, Batangas City
2006-2012

106