1

Chapter 1

THE PROBLEM AND ITS SCOPE

Introduction

Many organizations fail to understand the importance of working

environment for employees motivation and thus face a lot of difficulties

during their work. Such organizations are internally weak therefore

unable to introduce innovative products or services into the market to

outshine their competitors (Aiken, et. al., 2002).

The employee is an essential component in the process of

achieving the mission and vision of a work environment. Employees

should meet the performance criteria set by the organization to ensure

the quality of their work. To meet the standards of organization,

employees need a working environment that allows them to work freely

without problems that may restrain them from performing up to the level

of their full potential (Raziq & Maulabakhsh, 2015).

All organizations want to be successful, even in current

environment which is highly competitive. Therefore, organizations,

irrespective of size and target service, strive to retain the best employees,

acknowledging their important role and influence on organizational

effectiveness. In order to overcome these challenges, organizations

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should create a strong and positive relationship with its employees and

direct them towards task fulfillment (Dobre, 2013).

In order to achieve their goals and objectives, organizations develop

strategies to compete in highly competitive environments and to increase

their performance. Nevertheless, just a few organizations consider

thehuman capital as being their main asset, capable of leading them to

success or if not managed properly, to decline. If the employees are not

satisfied with their jobs and not motivated to fulfill their tasks and

achievetheir goals, the organization cannot attain success.

In the local government of Iligan City, it has been observed that

numerous regular employees get moved from one department to another

depending on the mandate of the current administrators. It is on this

train of thought that the researchers have decided to look into the work

environment of employees who are rendering government-related services

in the Local Government Unit of Iligan City, especially those who are

working in the different divisions of the City Mayor’s Office. Thus, it is

the intention of the study to analyze the impact of working environment

on employees work performance.

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Theoretical Framework

In order to facilitate the conduct of this study, theories and

principles that are relevant to the scope of work environment, employee

motivation and job satisfaction will be employed and applied. The

concepts that shall be utilized in this study include Frederick Herzberg’s

Two-Factor Theory and B.F. Skinner’s Reinforcement Theory.

Two-Factor Theory. Frederick Herzberg was a psychologist

interested in the correlation between employee attitude and workplace

motivation. He wanted to find out what made people feel satisfied and

unsatisfied when it came to the workplace. After spending countless

hours interviewing employees about what made them feel both good and

bad about their jobs, Herzberg developed a theory of workplace

motivation called the Two-Factor Theory. The two-factor theory is based

on the assumption that there are two sets of factors that influence

motivation in the workplace by either enhancing employee satisfaction or

hindering it.The first of the two are called hygiene factors and no, it is

not about the personal hygiene of employees. Rather, Herzberg used the

term 'hygiene' to describe factors that cause dissatisfaction in the

workplace, are extrinsic (or independent of the work itself), and are

linked to things such as compensation, job security, organizational

politics, working conditions, quality of leadership, and relationships

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between supervisors, subordinates, and peers.According to Herzberg,

these factors do not motivate employees. However, when they are missing

or inadequate, hygiene factors can cause serious dissatisfaction. Hygiene

factors are all about making an employee feel comfortable, secure, and

happy. When hygiene factors are not fulfilled, it feels like something is

missing or not quite right. The second factor is motivators or satisfiers.

These are linked to employee motivation and arise from intrinsic, or

dependent, conditions of the job itself. Factors for satisfaction include

responsibility, job satisfaction, recognition, achievement, opportunities

for growth, and advancement (Hartzell, 2012).

Skinner’s Reinforcement Theory or just Reinforcement Theory is

one of the theories focusing on human motivation. Reinforcement Theory

was published by American social philosopher, psychologist and

behaviorist Burrhus Frederic Skinner in 1957. The theory is based on

the principles of causality and knowledge that a worker’s behavior is

regulated by the type of reward. The theory does not assess personality,

but focuses on behavior and recognizes three basic rules of

consequences: Reward for positive behavior reinforces positive behavior;

Punishment for negative behavior weakens negative behavior; and If

there is no reward or punishment, behavior is fading (Mania, 2016).

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Conceptual Framework

This study aims to determine the work environment experienced by

the employees of the City Mayor’s Office of Iligan City and its effect on

their job satisfaction and employee engagement.

The succeeding research paradigm shows the relationship of the

variables involved in this study. The work environment of the employees

both intrinsic and extrinsic factors. Extrinsic work environment variables

are supervisor relationship, co-worker relationship, organizational

commitment, training and development, alignment with departmental

vision and goals while the intrinsic work environment variables are

compensation, current job qualities, physical work environment,

communication practices and it is considered as the independent

variable, with their profile (includes age, sex, position title, length of

service, and department/division) as the intervening variable. On the

other hand, the dependent variable is the respondents’ job satisfaction

and employee engagement.

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Figure 1 displays the relationship between the variables involved.

Work Environment

 Co-workers and supervisor

Profile of the  Physical aspects of the Work
Respondents Environment JOB
 Overall satisfaction with SATISFACTION
• Age Government and their
• Sex Department AND EMPLOYEE
• Position  Current Job ENGAGEMENT
• Length of  Training and Development
Service Opportunities
• Department
 Communication Practices
/Division
 Departmental Vision and
Goals

Figure 1. Research Paradigm of the Study

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Statement of the Problem

This study is designed to understand the work environment of the

employees of the City Mayor’s Office of Iligan City, their job satisfaction

and employee engagement.

Specifically, it attempted to answer the following questions:

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

1.1. Age;

1.2. Sex;

1.3. Position Title

1.4. Length of Service; and

1.5. Department/Division?

2. What is the work environment of the respondents in terms of:

2.1. Co-workers and Supervisor;

2.2. Physical Aspects of the Work Environment;

2.3. Overall Satisfaction with Government and their Department;

2.4. Current Job;

2.5. Training and Development Opportunities;

2.6. Communication Practices; and

2.7. Departmental Vision and Goals

3. Is there a significant difference in the work environment of the

respondents when grouped according to their profile?

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4. Is there a significant relationship between the work environment of

the respondents job satisfaction and employee engagement?

Null Hypotheses

H01: There is no significant difference in the work environment of the

respondents when grouped according to their profile.

H02: There is no significant relationship between the work

environment of the respondents’ job satisfaction and employee

engagement.

Significance of the Study

The result of this study is expected to provide some insight and

information about the work environment of the employees of the City

Mayor’s Office of Iligan City and its relationship to their motivation and

job satisfaction. This will be beneficial to the following:

CMO Employees. This study will enable the employees to look into

their current working conditions and evaluate whether or not they are

satisfied with their jobs.

LGU Administration. This study will allow the local government

administration to sustain and/or improve the working environment and

conditions of their employees to provide for a better workplace.

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Human Resource Management Office. The results of this study

will make way for better understanding government employees’ work

satisfaction.

Researchers. The result of the study gave the researchers an

insight on the topic that they are about to examine, which is about the

work environment and motivation of government employees in the City

Mayor’s Office.

Future Researchers. This study will be informative to all future

researchers who will pursue and focus on a similar topic. This will also

serve as a guide, if and when further studies will be conducted to fathom

the topic’s broader information. Future researchers can base or anchor

their papers on the outcome of this study, by making this as one of their

reference materials.

Scope and Delimitation

This study found on the work environment of the employees of the

City Mayor’s Office of Iligan City and its relationship to their motivation.

Moreover, this is limited to only the regular employees of the various

divisions/departments of the City Mayor’s Office to measure the

motivation of the employees and it relationship to intrinsic and extrinsic

work environment. Despite the fact that a standardized questionnaire

was used in this study, it shall be ensured that the research instrument
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will be streamlined to suit the needs and limitations of the chosen

research locale. Such that that regular government employees that are to

be involved, this paper shall be constrained to the information and data

that the researchers will be able to collect successfully.

Definition of Terms

In order to provide a clear understanding of the study, the

following terms were defined conceptually and operationally:

Employees. Employee is a person who is hired to provide services

to a company on a regular basis in exchange for compensation and who

does not provide these services as part of an independent business or in

a government (Merriam-Webster Dictionary, 2015). In this study, this

term refers to the regular employees of the Iligan City Mayor’s Office.

Government. It is the system by which a state or community is

controlled means by which state policy is enforced, as well as the

mechanism for determining the policy of the state (Merriam-Webster

Dictionary, 2015). In this study, this refers to the Local Government Unit

of the City of Iligan.

Motivation. Motivation is internal and external factors that

stimulate desire and energy in people to be continually interested and

committed to a job, role or subject, or to make an effort to attain a goal

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(Merriam-Webster Dictionary, 2015). In this study, this term refers to the

drive of the CMO employees in relation to their work.

Work Environment

Job Satisfaction

Employee Engagement

Co-workers and Supervisor

Physical Aspects of the Work Environment

Overall Satisfaction with Government and their Department

Current Job

Training and Development Opportunities

Communication Practices

Departmental Vision and Goals

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Chapter 2

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter discusses the available related literature and studies

to this topic, which are taken from both local and foreign authors.

Related Literature

Work has been done to understand the relationship between work

environment and motivation all around the world in different contexts

over the years. The study is gaining more and more importance with the

passage of time because of its nature and impact on the society. The

findings of a Danish study suggest that a firm can increase its

productivity through the improvement of physical dimensions of work

environment (internal climate) and may have a positive impact on firms’

productivity (Buhai, Cottini, & Nielseny, 2008).

Herzberg et al. (2000) developed motivational model for job

satisfaction and through research he found that the job related factors

can be divided into two categories, Hygiene factors and motivation

factors. Hygiene factors can not cause satisfaction but they can change

dissatisfaction into no dissatisfaction or short term motivation, whereas

motivational factors have long lasting effect as they raise positive feelings
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towards job and convert no dissatisfaction into satisfaction. In the

absence of hygiene factors (that are working conditions, supervision

quality and level, the company policy and administration, interpersonal

relations, job security, and salary) the employees chances of getting

dissatisfied increase.

Baah and Amoako (2011) described that the motivational factors

(the nature of work, the sense of achievement from their work, the

recognition, the responsibility that is granted to them, and opportunities

for personal growth and advancement) helps employees to find their

worth with respect to value given to them by organization. Further, this

can increase motivational level of employees which will ultimately raise

internal happiness of employees and that the internal happiness will

cause satisfaction. Hygeine factor can only cause external happiness but

they are not powerful enough to convert dissatisfaction into satisfaction

but still its presence is too much important. According to them the

Herzberg Two Factor Theory, both Hygiene and Motivation factors are

linked with each other, as Hygiene factors move employee from Job

dissatisfaction to No Job dissatisfaction, whereas motivation factors

moves employees from no job dissatisfaction to job satisfaction (Herzberg

et al., 2003).
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The working environment consists of two broader dimensions such

as work and context. Work includes all the different characteristics of the

job like the way job is carried out and completed, involving the tasks like

task activities training, control on one’s own job related activities, a

sense of achievement from work, variety in tasks and the intrinsic value

for a task. Many research papers have focused on the intrinsic aspect of

the job satisfaction. Results have shown that there is a positive link

between work environment and intrinsic aspect of the job satisfaction.

Further they described the second dimension of job satisfaction known

as context comprises of the physical working conditions and the social

working conditions (Sousa-Poza & Sousa-Poza, 2002; Gazioglu &

Tanselb, 2006; Skalli, Theodossiou, & Vasileiou, 2008).

Spector (2004) observed that most businesses ignore the working

environment within their organization resulting in an adverse effect on

the performance of their employees. According to him, working

environment consists of safety to employees, job security, good relations

with co-workers, recognition for good performance, motivation for

performing well and participation in the decision making process of the

firm. He further elaborated that once employees realize that the firm

considers them important, they will have high level of commitment and a

sense of ownership for their organization.

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Different factors within the working environment such as wages,

working hours, autonomy given to employees, organizational structure

and communication between employees & management may affect job

satisfaction (Lane, Esser, Holte, & Anne, 2010). Arnetz (2001) argue that

in organizations, it can be observed that mostly employees have

problems with their supervisor who is not giving them the respect they

deserve. Supervisors also show harsh behaviors to employees due to

which they are not comfortable to share good and innovative ideas with

their supervisors. Furthermore, he describes that top management limits

employees to their tasks rather than creating a sense of responsibility in

employees by making them work in teams to attain high performance.

Petterson (2002) argues that the interaction between employees

within a business is crucial for accomplishing the organizational goals.

Further he describes that the communication of information must be

properly done in a timely manner so that the operations of the business

are running smoothly. If there is a clash between co-workers then it is

difficult to achieve the objectives of organization.

According to Vroom Job satisfaction is an orientation of emotions

that employees possess towards role they are performing at the work

place. Job Satisfaction is the essential component for employee

motivation and encouragement towards better performance. Many people

have defined job satisfaction over the years. Hoppok & Spielgler (2004)
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defines job satisfaction as the integrated set of psychological,

physiological and environmental conditions that encourage employees to

admit that they are satisfied or happy with their jobs .Further, the role of

employees at workplace is emphasized as there is an influence of various

elements on an employee within the organization.

Clark (2001) argue that if employees are not satisfied with the task

assigned to them, they are not certain about factors such as their rights,

working conditions are unsafe, co-workers are not cooperative,

supervisor is not giving them respect and they are not considered in the

decision making process; resulting them to feel separate from the

organization. Furthermore, he highlighted that in current times, firms

cannot afford dissatisfied employees as they will not perform up to the

standards or the expectations of their supervisor, they will be fired,

resulting firms to bear additional costs for recruiting new staff. So, it is

beneficial for firms to provide flexible working environment to employees

where they feel their opinions are valued and they are a part of the

organization. Employee morale should be high as it will be reflected in

their performance because with low morale, they will make lesser efforts

to improve.

Heath (2006) states, the biggest goal of all the business

organization is to increase their productivity, thus decreasing their cost

of production and making high profits. Although, there is very less

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amount of effort, which these organizations make in order to increase

their productivity. Many employers have a very wrong view that

productivity can be increased by giving their employees good pay

package and timely increments for their work. What these employers are

not aware of is that there are many other factors, which affects the

performance of the employees in an organization. One of the major

factors, which have an impact on the motivation level of the employees

and their performance, is the workplace environment.

The importance of motivational factors of employees at the centers

provides useful information for the centers' director and employees.

Knowing how to use this information in motivating centers' employees is

complex. The strategy for motivating centers' employees depends on

which motivation theories are used as a reference point. If Hertzberg's

theory is followed, management should begin by focusing on pay and job

security (hygiene factors) before focusing on interesting work and full

appreciation of work done (motivator factors). If Adams' equity theory is

followed, management should begin by focusing on areas where there

may be perceived inequities (pay and full appreciation of work done)

before focusing on interesting work and job security. If Vroom's theory is

followed, management should begin by focusing on rewarding (pay and

interesting work) employee effort in achieving organizational goals and

objectives.
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Regardless of which theory is followed, interesting work and

employee pay appear to be important links to higher motivation of

centers' employees. Options such as job enlargement, job enrichment,

promotions, internal and external stipends, monetary, and non-monetary

compensation should be considered. Job enlargement can be used (by

managers) to make work more interesting (for employees) by increasing

the number and variety of activities performed. Job enrichment can used

to make work more interesting and increase pay by adding higher level

responsibilities to a job and providing monetary compensation (raise or

stipend) to employees for accepting this responsibility. These are just two

examples of an infinite number of methods to increase motivation of

employees at the centers. The key to motivating centers' employees is to

know what motivates them and designing a motivation program based on

those needs.
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Related Studies

Sell and Cleal (2011) developed a model on job satisfaction by

integrating economic variables and work environment variables to study

the reaction of employees in hazardous work environment with high

monetary benefits and non-hazardous work environment and low

monetary benefits. The study showed that different psychosocial and

work environment variables like work place, social support has direct

impact on job satisfaction and that increase in rewards does not improve

the dissatisfaction level among employees.

The supervisors’ availability at time of need, ability to interlink

employees, stimulate creative thinking and knowledge of worth of open

mindedness in view of workers, and ability to communicate with

employees, are the basic supervision traits. Results revealed that with

good and effective supervision, employees’ satisfaction level was high

whereas with poorer communication ability, dissatisfaction level among

employees was high (Schroffel, 2002).

Another study by Catillo & Cano (2004) on the job satisfaction level

among faculty members of colleges showed that if proper attention is

given towards interpersonal relationships, recognition and supervision,

the level of job satisfaction would rise.

Bakotic & Babic (2013) found that for the workers who work under

difficult working conditions, working condition is an important factor for

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job satisfaction, so workers under difficult working conditions are

dissatisfied through this factor. To improve satisfaction of employees

working under difficult working conditions, it is necessary for the

management to improve the working conditions. This will make them

equally satisfied with those who work under normal working condition

and in return overall performance will increase.

A study in telecom sector by Tariq et al (2013) revealed that there

are different variables like workload, salary, stress at work place and

conflicts with family due to job leads an employee towards dissatisfaction

that further results in turnover. At final stage these independent factors

impacts negatively on organizational performance which is negatively

influenced by these factors.

Chandrasekar (2011) argue that an organization needs to pay

attention to create a work environment that enhances the ability of

employees to become more productive in order to increase profits for

organization. He also argued that Human to human interactions and

relations are playing more dominant role in the overall job satisfaction

rather than money whereas management skills, time and energy, all are

needed for improving the overall performance of the organization in

current era.

At one time, employees were considered just another input into

the production of goods and services. What perhaps changed this way of
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thinking about employees was research, referred to as the Hawthorne

Studies, (Dickson, 2010). This study found employees are not motivated

solely by money and employee behavior is linked to their attitudes

(Dickson, 2010). The Hawthorne Studies began the human relations

approach to management, whereby the needs and motivation of

employees become the primary focus of managers (Bedeian, 2005).

Why do we need motivated employees? The answer is survival

(Smith, 2007). Motivated employees are needed in our rapidly changing

workplaces. Motivated employees help organizations survive. Motivated

employees are more productive. To be effective, managers need to

understand what motivates employees within the context of the roles

they perform. Of all the functions a manager performs, motivating

employees is arguably the most complex. This is due, in part, to the fact

that what motivates employees changes constantly (Bowen &

Radhakrishna, 2008). For example, research suggests that as employees'

income increases, money becomes less of a motivator (Kovach, 2005).

Also, as employees get older, interesting work becomes more of a

motivator.

Work environment is a mixture of many factors, which when come

together form the environment of an organization. These factors are: -

goal setting, workplace incentives, defined processes, performance

feedback, Role congruity, mentoring, resource availability and supervisor

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support. All these factors together have an impact on the performance of

an employee. Therefore, in order to gain better results from the

employees, it becomes very essential that they should be provided with

proper work environment factors.

Goal setting, for every employee is a very important task and

employees want they should also be involved in setting their goals and

performance measures. This factor can easily be taken care of by

deciding these factors through an informal meet between the employee

and his/her supervisor. This will allow all the employees to be a part of

their goal setting procedure, which will influence the employees to

perform well in order to achieve goals set by them. Another important

factor for creating a good work environment is to provide employees with

regular feedback on their performance. The feedback should include both

the negative and positive aspects of the employee's performance. It

should not be so that only the mistakes of an employee are being pointed

but good performance done by an employee should also be appreciated.

Organization should take care that the delivery of the feedback is

appropriate, so that the employee does not feel awful after getting a

negative feedback. Areas where he/she should improve should be made

clear in the feedback so that the employee can improve upon his/her

skills. Next important factor, in order to provide an employee with a

cordial environment, is to provide the employee with a job which

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complies with his/her expectations from the job. The job description and

the role which the employee is supposed to perform should be in

uniformity with the tasks allocated by the manager. Not only this, the

processes of performing the tasks should also be well defined. The

process management should be proper and any requirements of the job

should be properly communicated to the employees (Taiwo, 2010).

In order to enhance the performance of the employees, it is very

important that the organization should determine what motivates their

employees. As according to the requirements of the employees and their

performance, the employees should be provided with proper workplace

incentives. Incentives can be both internal and external like challenging

tasks and better compensation. As mentioned above, one of the biggest

reason because of which the employees leave organization is due to bad

experiences with their managers. Therefore, another important factor for

creating a suitable environment for the employees is to provide them with

supervisor support. The supervisor's should be supportive of the

employees and help them in performing their tasks. The supervisors

should have good interpersonal skills so that they can maintain proper

relationship with their employees and enhance their self-confidence. It is

very necessary that the supervisor's should appreciate the employees

whenever they do a good job.

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An essential requirement of the employees is that they want to

learn more and enhance their skills. If a job is not enriching their skills

then they might not be interested in doing that job. Therefore, it is very

important that the employees should be provided with regular trainings

in order to enhance their existing skills and developing new skills.

Another important factor to create a better work environment is resource

availability. Employees should be provided with required resources so

that they can perform well. All the above mentioned factors are required

to be present in an organization in order to provide the employees with a

good working environment.

The results presented in this paper also have implications for the

entire Cooperative Extension Sysyem. The effectiveness of Extension is

dependent upon the motivation of its employees (Chesney, 2006; Buford,

2006; Smith, 2006. Knowing what motivates employees and

incorporating this knowledge into the reward system will help Extension

identify, recruit, employ, train, and retain a productive workforce.

Motivating Extension employees requires both managers and employees

working together (Buford, 2010). Extension employees must be willing to

let managers know what motivates them, and managers must be willing

to design reward systems that motivate employees. If properly designed

reward systems are not implemented, however, employees will not be

motivated.
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Chapter 3

RESEARCH METHOD

This chapter covers the discussion of the methodologies used in

this study. Included, as part of this chapter, are: the research design, the

locale of the study, the research respondents, the sampling and data-

gathering procedures, the research instrument used, and the statistical

tools used to treat the data.

Research Design

This study used of the quantitative and qualitative research design

in undertaking the course of data collection and analysis. A quantitative

because it’s emphasize objective measurement and the statistical,

mathematical and numerical analysis of data collected through

questionnaire and qualitative research so that the researcher gained to

understand of underlying reason about their motivation. This is co-

relational study determines whether or not two variables are correlated.

This means to study whether an increase or decrease in one variable

corresponds to an increase or decrease in the other variable.

It is very important to remember that correlation doesn't imply

causation and there is no way to determine or prove causation from a

correlational study.
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Locale of the Study

The City of Iligan (Cebuano: Dakbayan sa Iligan; Tagalog: Lungsod

ng Iligan) is a highly urbanized industrial city north of the province of

Lanao del Norte, Philippines, and the province's former capital. It is

approximately 795 kilometers southeast of Manila. According to the 2010

census, it has a population of 322,821 people. Iligan City has a land area

of 813.37 km2 (314.04 sq mi). Iligan is also known as City of Majestic

Waterfalls because of its numerous waterfalls that are located within its

area of jurisdiction. There are about 23 waterfalls in the city. Iligan City

has a land area of 813.37 km2 (314.04 sq mi).

In particular, this study shall take place in the different divisions

of the City Mayor’s Office of the Iligan City Hall located at Buhanginan

Hills, Pala-o, Iligan City.

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Figure 2. Location Map of the Iligan City Hall

 28

Research Respondents

The respondents for this study were the regular employees of the

different departments of the City Mayor’s Office, as identified by the

Human Resource Office of the Iligan City Hall. The respondents were

chosen regardless of their age and designation, provided that they

qualified with the criteria that they are permanent and regular employees

under the City Mayor’s Office.

Sampling Procedure

The researchers used of purposive sampling in order to come up

with a substantial number of respondents for this study. The employees

were identified per assistance of the staff of Human Resource Office of

the Iligan City Hall.

Purposive sampling was utilized because there are only a minimal

number of regular employees in the City Hall as compared to the number

of casual or job order employees.

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Data-Gathering Procedure

Before the distribution of questionnaires was conducted, approval

from the City Mayor was secured to ensure that the conduct of this

particular study will not cause any inconvenience among the desired

respondents. Also, by seeking the aforementioned approval, full

participation and cooperation of the identified respondents was ensured.

The researchers then secured a list of the regular employees from

the Human Resource Office. The researchers proceed to provide the

questionnaires to the appropriate individuals.

The collected information will then be recorded, tallied and

tabulated accordingly for analysis and interpretation.

Research Instrument

This study utilized standardized questionnaires pertaining to work

environment (intrinsic and extrinsic) and motivation. These

questionnaires were retrieved accordingly from the Public Service

Secretariat (PSS) and were modified in order to allow the respondents to

rate things that they can identify with.

The said questionnaires will allow the respondent to determine the

status of their work environment and how motivated they are in their

current role by rating the statement by means of the following scale:

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Work Environment Rating Scale

5 – Strongly Agree

4 – Somewhat Agree

3 – Neither Agree nor Disagree

2 – Somewhat Disagree

1 – Strongly Disagree

Scoring System

This study will make use of the following scoring guidelines:

5 – point scale Reporting Percent Agree INTERPRETATION

response Categories

Strongly Agree 80% or

Somewhat Agree Agree Higher Organizational

Strength

Neither Agree nor Neutral 60% - 79% Emerging

Disagree best practices

Somewhat 59% or

Disagree Disagree Less Areas

Strongly Disagree for Improvement

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Statistical Treatment of the Data

To derive comprehensive, valid and reliable results, the following

statistical methods and techniques will be utilized:

Frequency and Percentage. These tools was used to determine

the distribution of the responses in each category, while percentage will

be employed to determine the position of the respondents’ responses out

of the total number of responses utilized in the study. In this study, it

will be used to measure the distribution of the profile of the respondents.

Weighted Mean. This tool will be used to describe the motivation

of the respondents; including their working environment in the various

departments or divisions of the City Mayor’s Office in the Iligan City Hall.

ANOVA (Analysis of Variance). This tool will be used to determine

the difference in the work environment of the respondents when grouped

according to their profile.

Pearson Correlation. This tool will be used to determine the

relationship between the variables. In this study, it will be used to

determine the relationship between the work environment of the

respondents and their motivation and job satisfaction.

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Chapter 4

PRESENTATION, ANALYSIS, AND INTERPRETATION OF THE DATA

This chapter presents the data collected during the duration of this

study. The results are presented in tabular form according to the order

mentioned in the statement of the problem. Each table is followed by a

worded interpretation, including analysis and implications.

1. What is the profile of the respondents?

Table 1.1

Age Distribution of the Respondents

AGE FREQUENCY PERCENTAGE

22 – 32 years old 22 22.0 %

33 – 42 years old 33 33.0 %

43 – 52 years old 22 22.0 %

53 – 62 years old 23 23.0 %

TOTAL 100 100.0 %

Table 1.1 presents the frequency distribution of the respondents in

terms of age. It shows that out of the one hundred (100) respondents,
 33

twenty-two or 22.0% are 22-32 years old; thirty-three or 33.0% are 33-42

years old; twenty-two or 22.0% are 43-52 years old; and twenty-three or

23.0% are 53-62 years old.

The figures imply that most of the respondents are aged 33 to 42

years old in the Erickson developmental theory at this aged it is in the

stage in which people are usually working and contributing to society in

some ways. Career and work are the most important things at this stage,

along with family. Middle adulthood is also the time when people can

take on greater responsibilities and control. For this stage, working to

establish stability and Erikson’s idea of generativity – attempting to

produce something that makes a difference to society. Inactivity and

meaninglessness are common fears during this stage (Erickson,2002)

Table 1.2

Gender Distribution of the Respondents

GENDER FREQUENCY PERCENTAGE

Male 42 42.0 %

Female 58 58.0 %

TOTAL 100 100.0 %

 34

Table 1.2 presents the frequency distribution of the respondents in

terms of gender. It shows that of the one hundred (100) respondents,

forty-two or 42.0% are male; and fifty-eight or 58.0% are female.

The figures imply that majority of the respondents are female.

Females are more likely to participate than man (Curtin, 2002) Females

are more likely to respond survey because most of female are positive

and satisfied with their lives and might be more motivated to participate.

However, It depends on the survey, the time of day, the screening

question, the number of questions, the type, the length, and of course,

the survey topic. It also depends on the population, the sample, the

collection method (Beharry, 2016). According to Deux and Lewis (2003)

Gender stereotypes vary on four dimensions: traits, role behaviors,

physical characteristics, and occupations. whereas men are more likely

to be perceived as aggressive and competitive, women are more likely to

be viewed as passive and cooperative. In contrast, females develop traits

that manifest communal or expressive behavior, which inhibits their

aggression. Communal traits entails the tendency to be friendly,

unselfish, and expressive (Eagly & Wood, 2002). Eagly's social role theory

of gender differences explains that the inherent physical differences

between men and women led to a division of labor in society. More

specifically, men are usually physically larger and stronger than women.

Conversely, females tend to be smaller in size and not as physically

 35

strong as men. Eagly's theory cites these innate differences as causative

factors in the development of gender roles for men and women. Gender

roles are behaviors that are common for one's gender. Simply stated,

gender roles are societal and cultural differences between what behaviors

we expect to see from men and from women .

Table 1.3

Position Distribution of the Respondents

POSITION FREQUENCY PERCENTAGE

Admin Officer 9 9.0 %

Records Officer 11 11.0 %

Supply Officer 13 13.0 %

Admin Assistant 6 6.0 %

Book Binder 8 8.0 %

Clerk 11 11.0 %

Utility 12 12.0 %

Metro Aide 30 30.0 %

TOTAL 100 100.0 %

 36

Table 1.3 presents the frequency distribution of the respondents in

terms of their position in the government. It shows that of the one

hundred (100) respondents, nine or 9.0% are administrative officers

which has the lowest frequency and thirty or 30.0% are metro aides has

the higher frequency.

The figures imply that the most of the respondents are metro

aides, they give more time and willingness to participate answering the

survey about their intrinsic and extrinsic work environment and its

relationship to motivation. It is also aimed the quality of a person‟s work

life should improve as more and needed values are satisfy by that

individuals job and career progression (Mclntosh, 2005). According to

Rom Harré (2012) based on the principle that not everyone involved in a

social episode has equal access to rights and duties to perform particular

kinds of meaningful actions at that moment and with those people. In

many interesting cases, the rights and duties determine who can use a

certain discourse mode.

Table 1.4

Length of Service Distribution of the Respondents

NUMBER OF YEARS FREQUENCY PERCENTAGE

1 – 5 years 15 15.0 %

6 – 10 years 31 31.0 %
 37

11 – 15 years 23 23.0 %

16 – 20 years 10 10.0 %

21 years & above 21 21.0 %

TOTAL 100 100.0 %

Table 1.4 presents the frequency distribution of the respondents in

terms of length of service. It shows that of the one hundred (100)

respondents, fifteen or 15.0% have served the government for 1-5 years;

thirty-one or 31.0% have served for 6-10 years; twenty-three or 23.0%

have served for 11-15 years; ten or 10.0% have served for 16-20 years;

and twenty-one or 21.0% have served for 21 years or more.

The figures imply that most of the respondents have served in the

local government unit of Iligan City for 6-10 years. The enquiry is

premised on the assumption that the less satisfied workers tend to

resign while the more satisfied ones tend to remain in a job (Titus, 2001).

Six to ten years of experience in the workforce are seasoned mid-career

professional expert at something even if that something is being jack of

all trades they will do the task even if it’s difficult. Six to ten years in the

service tend to had done a lot in the workforce and balancing their work

accomplishments.
 38

Table 1.5

Department/Division Distribution of the Respondents

DEPARMENT/
FREQUENCY PERCENTAGE
DIVISION

CGSO 20 20.0 %

CCR 20 20.0 %

SP 20 20.0 %

CPDO 20 20.0 %

CAD 20 20.0 %

TOTAL 100 100.0 %

Table 1.5 presents the frequency distribution of the respondents in

terms of their department or division. It shows that of the one hundred

(100) respondents, twenty or 20.0% are from CGSO; twenty or 20.0% are

from CCR; twenty or 20.0% are from SP; twenty or 20.0% are from

CPDO; and twenty or 20.0% are from CAD.

The figures imply that an equal number of respondents came from

the chosen departments. The researcher has been decided to equally

distribute there questioner to avoid bias and the researcher can measure

easily the intrinsic and extrinsic work environment in every departments

and it’s relationship to motivation. The researcher used purposive

 39

sample is a non-probability sample that is selected based on

characteristics of a population and the objective of the study. Purposive

sampling is also known as judgmental, selective, or subjective sampling.

This type of sampling can be very useful in situations when you need to

reach a targeted sample quickly, and where sampling for proportionality

is not the main concern (Ashley, 2016).

2. What is the work environment of the respondents?

Table 2.1

Intrinsic Factors of the Work Environment of the Respondents

FREQUENCY PERCENTAGE

Area of Improvement 0 0.0 %

Emerging Best
0 0.0 %
Practice

Organizational
100 100.0 %
Strength

TOTAL 100 100.0 %

Table 2.1 presents the frequency distribution of the work

environment of the respondents in terms intrinsic factors. It shows that

of the one hundred (100) respondents, zero or 0.0% come from area of
 40

improvement; zero or 0.0% come from emerging best practices; and one

hundred or 100.0% come from organizational strength.

The figures imply that all of the intrinsic factors of the work

environment of the respondents come from organizational strength. It is

derived from intangible factors, employees get maximum productivity

from the employees and help the employee reach the career development,

recognized as a valuable employee and has strong inspiration for talented

employees to become better leaders. Intrinsic work environment were

motivated by rewards that are largely intangible, this means it place

more value on outcomes that are sourced from within, rather than from

external factors(Silver, 2008). The company can encourage the pursuit of

knowledge by offering that employee greater training opportunities, the

chance to become a highly paid specialist or by offering tuition

assistance in the employee's desire for higher education. According to

Herzberg, intrinsic factor tend to create motivation when they are

present. Intrinsic factor tend to represent less tangible, more emotional

needs, such as challenging work, recognition, relationships, and growth

potential.

Table 2.2

Extrinsic Factors of the Work Environment of the Respondents

FREQUENCY PERCENTAGE

Area of Improvement 0 0.0 %

 41

Emerging Best
13 13.0 %
Practice

Organizational
87 87.0 %
Strength

TOTAL 100 100.0 %

Table 2.2 presents the frequency distribution of the work

environment of the respondents in terms extrinsic factors. It shows that

of the one hundred (100) respondents, zero or 0.0% come from area of

improvement; thirteen or 13.0% come from emerging best practices; and

eighty-seven or 87.0% come from organizational strength.

The figures imply that majority of the extrinsic factors of the work

environment of the respondents come from organizational strength. They

gave their employees as direct, quantifiable and benefit to competing

their objectives. This can be a focus from which renewed energy and

determination for the job is the money that they get, which can be used

as to meet obligations when it comes completing a project, it may be

overtime pay, free dinners when working late and anything else that can

physically give to employees (Sutton, 2008). According to Herzberg,

extrinsic motivators tend to reduce motivation when they are absent.

Extrinsic factor tend to represent more tangible, basic needs, such as

 42

status, job security, salary, and fringe benefit and expected and so cause

dissatisfaction if they are absent.

3. Is there are significant difference in the work environment of the

respondents when grouped according to their profile?

Table 3.1

Difference in the Work Environment

when grouped according to Age

WORK AGE

ENVIRONMENT p – value Remarks

Intrinsic Factors 0.511 Not Significant

Extrinsic Factors 0.120 Not Significant

Table 4.1 presents the difference in the work environment of the

respondents when grouped according to their age. The table shows that

the intrinsic factors garnered a p-value of 0.511, which then is decided

as not significant; and extrinsic factors garnered a p-value of 0.120,

which is also decided as not significant.

The figures imply that the results indicate that there are no

significant differences in age to intrinsic and extrinsic work environment.

Sustainability features are valued more by the older respondents than

the younger ones. A work environment composed of different age

demographics creates an environment where each generation brings

 43

different skills and talents to the table. For example, young employees

likely have a strong grasp on the use of high-tech business mediums

such as social networking, online product demonstrations and

webcasting. More mature professionals often have exceptional

interpersonal skills and perform well in environments where traditional

in-person communication is used. This diverse range of skills sets can

offer an advantage to a company that caters to a multi-generational

demographic (McQuerrey, 2007).

Table 3.2

Difference in the Work Environment

when grouped according to Sex

WORK SEX

ENVIRONMENT p – value Remarks

Intrinsic Factors 0.456 Not Significant

Extrinsic Factors 0.332 Not Significant

Table 4.2 presents the difference in the work environment of the

respondents when grouped according to their sex. The table shows that

the intrinsic factors garnered a p-value of 0.456, which then is decided

as not significant; and extrinsic factors garnered a p-value of 0.332,

which is also decided as not significant.

 44

The figures imply that there’s no significant relationship between

sex and intrinsic and extrinsic environment. Gender operates at all levels

of social life and is deeply embedded in how work is organized, rewarded,

and experienced. gender and work are especially valuable for introducing

the topic and conveying the range of issues that have been investigated

(Padavic and Reskin, 2002). A more recent stream of literature in the

gender and work area views gender as embedded within work structures

and organizations. In this view, gender is not just an attribute that

people bring with them to the job, but is built into the workplace itself.

The development of new conceptual frameworks has been accompanied

by new issues and topics (Goodman,2012).

Table 3.3

Difference in the Work Environment

when grouped according to Position

WORK POSITION

ENVIRONMENT p – value Remarks

Intrinsic Factors 0.346 Not Significant

Extrinsic Factors 0.586 Not Significant

Table 4.3 presents the difference in the work environment of the

respondents when grouped according to their position. The table shows

 45

that the intrinsic factors garnered a p-value of 0.346, which then is

decided as not significant; and extrinsic factors garnered a p-value of

0.586, which is also decided as not significant.

The figures imply that the table shows that the intrinsic and

extrinsic work environment has no significant relationship when grouped

according to position. It is also aimed the quality of a person‟s work life

should improve as more and needed values are satisfy by that

individuals job and career progression (Mclntosh, 2005).

Table 3.4

Difference in the Work Environment

when grouped according to Length of Service

WORK LENGTH OF SERVICE

ENVIRONMENT p – value Remarks

Intrinsic Factors 0.985 Not Significant

Extrinsic Factors 0.584 Not Significant

Table 4.4 presents the difference in the work environment of the

respondents when grouped according to their length of service. The table

shows that the intrinsic factors garnered a p-value of 0.985, which then

is decided as not significant; and extrinsic factors garnered a p-value of

0.584, which is also decided as not significant.

 46

The table shows that there’s no significant difference between

length of servive to intrinsic and extrinsic work environment. The

relationship between work environment and length of service (tenure)

holds considerable interest for management. Not only understand the

manner in which physiological and psychological changes of aging

impact responses to the work environment, but we must also be able to

understand the impact of its covariate, tenure.

Table 3.5

Difference in the Work Environment

when grouped according to Department/Division

WORK DEPARTMENT/DIVISION

ENVIRONMENT p – value Remarks

Intrinsic Factors 0.029** Significant

Extrinsic Factors 0.023** Significant

Table 4.5 presents the difference in the work environment of the

respondents when grouped according to their department/division. The

table shows that the intrinsic factors garnered a p-value of 0.029, which

then is decided as significant; and extrinsic factors garnered a p-value of

0.023, which is also decided as significant.

 47

The figure implys that the Department has significant relationship

to extrinsic and intrinsic work environment. It has significant

relationship because every department has different surrounding

conditions in which an employee operates.

4. Is there a significant relationship between the work environment of

the respondents’ job satisfaction and employee engagement?

Table 5

Relationship between the Respondents’

Work Environment and their Motivation

RESPONDENTS’ WORK ENVIRONMENT WORK MOTIVATION

Correlation -0.376
Intrinsic Factors
p-value 0.049

Correlation 0.001 *
Extrinsic Factors
p-value 0.991

Table 5 presents the relationship between the respondents’ work

environment and their motivation. It is presented in the figures that the

intrinsic factors have a negative relationship to work motivation, while

the extrinsic factors have a positive significant relationship to work

motivation.
 48

The table shows in terms of relationship between the work

environment of the respondents and their motivation to work, intrinsic

factors have a negative relationship to work motivation and positive

significant relationship was found between the extrinsic factors and

motivation. Employees get motivated in terms of extrinsic work

environment it is more tangible, basic needs, such as status, job

security, salary, and fringe benefit and expected and so cause

dissatisfaction if they are absent rather than on intrinsic work

environment. Motivation is different for each of your employees. Every

employee has a different motivation for why he or she works. The reasons

for working are as individual as the person. But, employees work

because they obtain something that they need from work. The something

that they need to obtain from work has an impact on our morale and

motivation (Lees, 2001). Work environment affects the quality of lives. It

brought you the most recent thinking about motivation, what people

want from work. For many employees, work is about the money. With

money in hand, employees look for motivation elsewhere.

 49

Chapter 5

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

This chapter summarizes the findings, generated conclusions and

recommendations based on the analysis of the results of the study.

Summary

This study examined the work environment of the local government

unit workers and its effect to their motivation to work. It specifically

focused on the intrinsic and extrinsic factors of work environment.

This study used of the quantitative and qualitative research design

in undertaking the course of data collection and analysis. A quantitative

because it’s emphasize objective measurement and the statistical,

mathematical and numerical analysis of data collected through

questionnaire and qualitative research so that the researcher gained to

understand of underlying reason about their motivation. This was

conducted during the second semester of academic year 2016-2017. This

study made use of a total of one hundred respondents, who were

employed in five identified departments of the LGU: City General Services

Office (CGSO), City Civil Registrar (CCR), Sangguniang Panglungsod (SP),

City Planning and Development Office (CPDO), and the City

Administrator’s Office (CAD).

 50

The researchers made use of standard questionnaires to collect the

necessary data for this study, which were modified and streamlined to

cater to the needs of this study. The collected data were then treated by

the statistician in the most appropriate means and tools such as the

frequency and percentage, average weighted mean, analysis of variance

(ANOVA) and t-test, and Pearson’s correlation coefficient.

The following findings were obtained from the data that was

collected during the conduct of this study:

1. Based on the profile of one hundred respondents: in terms of age,

most were 33-42 years old it has the frequency of thirty-three or

33.0% ; in terms of sex, majority were female it has the percentage of

58% while male has 42%; in terms of position, most were metro aides

has thirty or 30.0%; in terms of Department Distribution to the

Respondents it’s equal or same frequency and percentage and in

terms of length of service, most have served for 6-10 years for a

frequency of thirty-one or 31.0%.

2. For the work environment of the respondents: intrinsic factors in

terms of organizational strength had a frequency of 100%, while

extrinsic factors in terms of emerging best practices had a frequency

of 13% and in terms of organizational strength had a frequency of

87%.
 51

3. 37.5% answered neither motivated to the question how motivated are

the Iligan City Hall Employees.

4. When grouped according to profile, no differences were found in the

work environment of the respondents, except in terms of their

depertment/division.

5. Lastly, in terms of relationship between the work environment of the

respondents and their motivation to work, intrinsic factors have a

negative relationship to work motivation and positive significant

relationship was found between the extrinsic factors and motivation.

Conclusions

Based on the findings, the following conclusions are drawn:

Work environment provides a motivating factor for employees to

have a better work motivation, especially on the extrinsic level. Physical

and social working conditions can play an integral role on how a worker

performs his job, thus affecting the quality of their job output.

In this study, it was found out that extrinsic factors have a positive

significant relationship on how the involved government workers are

motivated to perform their jobs.

 52

Recommendations

The following recommendations are being put forward:

To the CMO Employees

They should look into the conditions of their work environment in

order to make it conducive for them to become motivated in their work.

To the LGU Administration and Human Resource Management

Office

They should ensure that their workers in the City Mayor’s Office

will have a favorable environment for them to work in. They should also

come up with programs that will enhance and improve work motivation

and job satisfaction.

 53

REFERENCE LIST

Internet Source
James, R.L. (2003). Understanding Employee Motivation. Volume 36.
Ohio State University. http://www.joe.org/joe/1998june/rb3.php

Essays, UK. (November 2013). Literature Review On The Workplace

Environment. Retrieved from
https://www.ukessays.com/dissertation/literature-review-on-the-
workplace-environment.php?cref=1?cref=1

PSS (2007). Work Environment Survey. Retrieved from

http://www.exec.gov.nl.ca/exec/hrs/publications/work_environment_su
rvey_2007.pdf

Erick Erickson (2003). Stages of Development. Retrieved

fromhttp://www.psychologycharts.com/erikson-stages-of-development-
chart.html

Book Source
Herzberg, Frederick; Mausner, Bernard; Snyderman, Barbara B. (1959).
The Motivation to Work (2nd ed.). New York: John Wiley.

Porter, Lyman W., Gregory Bigley, and Richard M. Steers. Motivation and
Work Behavior. 7th ed. New York: McGraw-Hill/Irwin, 2002.
 54

Appendix A
Letter to City Mayors Office

December 5, 2016

Hon. CELSO G. REGENCIA

Mayor, Iligan City

Thru: Atty. RAFAEL A. BENEDICTOS, JR.

Chief of staff, City Mayor’s Office

Dear Sir:

The undersigned are currently BS-Psychology students of St. Michael’s

College taking up the course “Thesis Writing 2” for the second semester
of academic year 2016-2017. We are in the process of undertaking our
research study with the title, “Work Environment: It’s Relationship on
Iligan City Hall Employees Motivation”.

On this note, we would like to request your good office to allow us to

conduct our study in the chosen offices and departments under your
administration. The offices that were identified as part of this study are:
City General Services Office (CGSO), City Civil Registrar (CCR),
Sangguniang Panglungsod (SP), City Planning and Development
Office (CPDO), and the City Administrator’s Office (CAD). We will be
distributing questionnaire to the regular employees of the
aforementioned offices, in order for us to collect the necessary data for
our study.

We sincerely hope that you recognize the merits of this request and that
you may have a favorable response towards it.

Very respectfully yours,

YANI LYNN P. ARANA

APRIL VENCE T. CAPA
 55

Appendix B
Letter to the Respondents

December 20, 2016

Dear Sir/Madam:

Warmest greetings!

The following undersigned are senior students at St. Michael’s College, in

Iligan City taking up Bachelor’s Degree in Psychology in presently
conducting a research entitled “Work Environment: It’s Relationship
on Iligan City Hall Employees Motivation” and we need your help to
realize our objectives.

In view of this, we would like to request your participation by answering

our questionnaire and rest assured that all information derived herein
will be treated with utmost confidentiality.

Thank you and God bless.

Respectfully yours,

Yani Lynn P. Arana

April Vence T. Capa
 56

CURRICULUM VITAE

Personal Profile
Full Name: Yani Lynn P. Arana
Home Address: Purok-7, Pala-o, Iligan City
Course: Bs-Psychology
Sex: Female
Age: 20
Birthdate: May 13, 1996
Religion: Roman Catholic
Dialect: English, Tagalog and Bisaya
Email-add: aranayanilynn@yahoo.com

Educational Background

Elementary: Doña Juana Actub Lluch Memorial Central School

Secondary: Sto.Niño Academy de Iligan
Tertiary: St.Michael’s College

Family Background Occupation

Father’s Name: Nimrod P. Arana Deceased

Mother’s Name: Tiffany P. Arana Government Employee

Special Skills:

Multi-tasking, Can work under pressure and

Computer literate
 57

CURRICULUM VITAE

Personal Profile
Full Name: April Vence T. Capa
Home Address: Buru-un, Iligan City
Course: BS - Psychology
Sex: Female
Age: 24 years old
Birthdate: April 20, 1992
Religion: Roman Catholic
Dialect: Bisaya, English and Tagalog
Email-add: aprealvence@ymail.com

Educational Background

Elementary: Iligan City Central School

Secondary: Corpus Christi Parochial School of Iligan
Tertiary: St. Michael’s College

Family Background Occupation

Father’s Name: Carlos P. Capa Jr. Construction Manager

Mother’s Name: Marjorie T. Capa Public School Teacher

Special Skills:

 Adaptability
 Computer literate