TITLE:

DETERMINANTS OF JOB SATISFACTION AND PERFORMANCE OF LAW

ENFORCEMENT DEPARTMENT EMPLOYEES AT SUBIC BAY

METROPOLITAN AUTHORITY

INTRODUCTION:

Job satisfaction is a person's emotional response to aspects of work (such as

pay, supervision and benefits) or the work itself. Job satisfaction is determined by

various factors, e.g. how well our needs and wants are met through work, work

conditions, sense of belonging to the company, self-achievement, fulfillment

personality traits, relationships with superiors, subordinates and colleagues, and so on.

Conventional theory believed that high satisfaction causes high performance.

However, modern theory suggests that the relationship may be the other way

round, i.e. high performance provides high satisfaction, which is reinforced by

rewards. Performance leads to rewards that produce satisfaction. Consequences of

dissatisfaction are defensive behavior, sabotage, absenteeism, and turnover. When

employees perform below their full potential, the organization suffers from reduced

effectiveness and efficiency.

The costs of absenteeism and turnover are the concern of managers and HR

personnel.A job that is rewarded fairly, a service that is recognized by the employer or

clients, a product that often receives feedback from the public can be a constant

motivational factor to an employee. Rewards and/or awards granted by the employer

can further increase job satisfaction as well as performance of employees. These

include incentive plans that are introduced to harness maximum energy during the

workday and to increase productivity. There are four types of incentive plans
commonly used to win the heart of employees: Individual incentive program: give

income over and above base salary to individual who meets a specific individual

performance standard; group incentive program: all team members are rewarded when

the team collectively meet a specific performance standard; profit sharing plan:

organization-wide program that provide employees with a share of the organization's

profit in a given period; profit-sharing program: pay plan designed to reward

employees for improvements in organizational productivity. This includes employee

suggestion system and focuses on reducing labor costs through employee suggestion

and participation.

There are noticeable differences in how different categories of employees are

rewarded. For employees at the operations level, piecework plan, standard hour plan,

team or group incentive plan would be useful to maximize output. For executives at

the managerial level, monetary rewards such as annual bonus, stock option and the

provision of company car and/or a driver would be attractive. For salespeople, a good

salary and/or commission plan is essential to motivate them to go beyond their

potential.

As for other professionals, merit plan, fringe benefits, insurance and

retirement benefits are important to ensure loyalty for a longer term of service. For

employees who care less about money, flexitime, on-the-job training, retraining, and

other career advancement programs are necessary to keep them motivated throughout

their employment. In times of economic downturn, many employees also begin to

value job security, rather than material returns of their jobs as more and more workers

are being retrenched.

However, not all would agree with what incentive plans can do to boost

employees' motivation and improve their job performance. Pitfalls in some of these
incentive plans include more quantity but less quality goods due to rushed production,

and lenient quality control due to performance pay. Even with the existence of fair

award system, rewards to some may cause dissatisfaction for others, and may rupture

relationship when employees work for individual gain. Rewards also undermine

interest and motivation for those who do a good job voluntarily. In short, a good

reward scheme when mismanaged can bring disaster rather than improve performance

of employees in a company.

Today, incentive plans are more effective when implemented as part of a

comprehensive management program. As Alfie Kohn put it, "Pay people well and

fairly, then do everything possible to help them forget about money." Or more

pragmatically, Frederick Herzberg said, "If you want people to be motivated to do a

good job, give them a good job to do." When a good job is satisfying by all means,

only the most shortsighted employee would job hop for a salary difference of a few

hundred ringgit.

It is in this line that the researcher considered this study on the job satisfaction

and performance of the Law Enforcement Department Employees to be significant for

the determination of what factors or determinants really affect job satisfaction and

performance.

PARTICIPANTS:

The respondents of this study are the conveniently selected employees with

permanent status with at least 5 years work experience at the law enforcement

department in Subic Bay Metropolitan Authority during the fiscal year 2023-2024.

CONCEPTUAL FRAMEWORK:

This study will be conducted in Subic Bay metropolitan Authority. Stipulated

in the Republic Act No. 7227, otherwise known as “ An act accelerating the
conversion of military reservations into other productive uses, creating the bases

conversion and development authority for the purpose, providing funds therefore and

for other purposes”, under section 12 stated that a body corporate to be known as the

Subic Bay Metropolitan Authority, is hereby created as an operating and

implementing arm of the Conservation Authority.

The Subic Bay Metropolitan Authority shall have the following functions: to

operate, administer, manage and develop the ship repair and ship building facility,

container port, oil storage and refueling facility ND Subic Air Base within the Subic

Special Economic and Freeport Zone as a free market in accordance with the policies;

to accept any local or foreign investment, business or enterprise, subject only to such

rules and regulations to be promulgated by the SBMA in conformity with the policies

of the Conversion Authority without prejudice to the nationalization requirements

provided for in the constitution; to undertake and regulate the establishment, operation

and maintenance to utilities, other services and infrastructure in the Subic Special

Economic Zone including shipping and related business; to construct, acquire, own,

operate and maintain on its or through contract, franchise, license, permits bulk

purchase from the private and build-operate-transfer scheme or joint-venture the

required utilities and infrastructure in coordination with local government units and in

conformity with existing applicable laws therefore; to adopt, alter and use a corporate

seal, to contract, lease, sell, dispose, acquire and own properties, to sue and be sued in

order to carry its duties and functions as provided for this Act; to raise and/or borrow

the necessary funds from local and international financial institutions and to issue

bonds, promissory notes and other securities for that purpose; to operate directly or

indirectly or license tourism-related activities subject to priorities and standards; to

authorize the establishment of appropriate educational and medical institutions; to

protect, maintain and develop the virgin forest within the base lands; and to adopt and

implement measures and standards for environmental pollution control of all areas

within its territory.

There are thirty-one departments in SBMA. These are accounting, airport,

budget, CSSD, ecology center, engineering, fire, foreign assisted project, health and

welfare, human resource management, internal audit service, intelligence and

investigation, investment processing, labor center, land and asset development, law

enforcement Department, legal, locator assistance, maintenance, media relations,

MIS, MVRO, promotion and marketing, pass processing and control, planning and

development, procurement, seaport, telecommunications, tourism, transportation,

treasury and utilities departments.

The law enforcement department which is the venue of the study, provides

security and law enforcement function throughout the areas under SBMA jurisdiction,

including forest protection and coast guard services on 24-hour basis; provides

security in areas falling under jurisdiction of SBMA; administers security measures to

maintain law and order preserve the peaceful atmosphere as a basic feature in

promoting investments in the areas; apprehends any criminal or violator of the

security measures administered and turn them over the local authorities for

prosecution; responds to crime scenes having direct impact on security operation;

coordinates operation of security services and with the related functions as maybe

assigned the authority.

 INPUT PROCESS OUTPUT

Profile of the
Respondents

►Age
►Gender Gathering of Data
►Educational
Qualification ►Survey-
►Salary Questionnaire.
►Number of ►Interview. Improved
Years in Service. ►Observation.
►Documentation.
Job Satisfaction Job Satisfaction
Inventory

Determinants of
Job Satisfaction And
and Performance Data Analysis

►Opportunity ►Frequency Count Work Performance

►Stress ►Percentage
►Leadership ►Mean
►Work Standards ►Weighted Mean
►Adequate ►T-test
Authority

Work Performance

Figure 1. Paradigm Showing the Research Process of the Study

SIGNIFICANCE:

The researcher believes that this study will be of great help and beneficial to

the following:

The Department Manager. The department manager will benefit in this study

for he will become aware of the determinants or factors that affect job satisfaction and

performance of the employees. The result of this study will serve him in the

identification of ways and means of planning, structuring and implementing

guidelines in the formulation of personnel policies and procedures of the department

to increase satisfaction and productivity of the employees.

The Respondents. Through the findings of this study, they will become aware

of the different factors that determines their job satisfaction and performances not

only the financial or monetary aspect. The analysis of their inputs on the determinants

may lead to the improvement of their work performances or higher productivity. The

findings also serve as baseline information for the determination of factors that must

be considered the most serious based on the department’s strengths and weaknesses

which can be seen and analyze from their responses.

The Subic Bay Metropolitan Authority Chairman. The findings of this study

will serve as initial information for the planning of personnel policies and programs

that will help the department head, the employees of the law enforcement department

increase their job satisfaction and performance for longer stay and service to the

department.

OBJECTIVES:

The study determined the factors that affect job satisfaction and performance

of Law Enforcement Department employees at Subic Bay Metropolitan Authority.

Specifically, it sought to answer the following questions:

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

Age;

Gender;

Educational Attainment;

Salary; and

Length of Service?
 2. What is the Level of job satisfaction of the respondents?

3. What is the level of work performance of the respondents?

4. Which of the following factors affect job satisfaction and performance of

the respondents:

4.1 Opportunity;

4.2 Stress;

4.3 Leadership;

4.4 Work Standards; and

4.5 Adequate Authority?