BIBLIOGRAPHY LICUASEN, BILLY ROY D....
BIBLIOGRAPHY
LICUASEN, BILLY ROY D. APRIL 2012. Performance and Job Satisfaction of
Employees of Cooperatives in Buguias, Benguet. Benguet State University, La Trinidad,
Benguet.
Adviser: Evangeline B. Cungihan, MSc.
ABSTRACT
The study determined the profile of the respondents, the level of job satisfaction
and job performance of employees of cooperatives in Buguias, Benguet. The study also
correlates the level of job satisfaction and job performance of the employees.
Seven primary cooperatives in the municipality of Buguias, Benguet were
identified as study units. The study covered 21 employees composed of seven (7)
managers, six (6) bookkeepers, five (5) treasurers, two (2) loan officers, and one (1) teller.
Results showed that on the employees’ level of job satisfaction they were satisfied
with their jobs and the level of job performance of employees was good. Job satisfaction
and job performance of employees were moderately correlated and highly significant.
Employees who were satisfied with their job performed well and vice versa.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
INTRODUCTION
Rationale
The study on the job satisfaction, along with job performance has been a priority
topic of many researchers in the past and up to this date. Researchers are religiously
studying the impact of satisfaction to the workforce as it affects their effectiveness and
efficiency in performing individual roles within an organization (Dulnuan, 2010).
According to Wahayna (2003), job satisfaction studies often focus on job content
and context. As a set of feelings, job satisfaction is dynamic. It is also a positive feeling of
an individual towards his job. Indeed, managers often try to formulate solutions in order to
have a working force that is aimed at realizing the organization’s objectives which is also
an amount to the employee’s self-fulfillment and self-actualization.
However, there are various factors affecting job satisfaction that lead employees to
becoming a positive worker or a negative worker. Previous related studies indicated that
pay, work itself, work environment, promotion and supervision are the factors that affect
job satisfaction. Job satisfaction is also a part of life satisfaction.
Cooperatives are group of people with common goal. They pool their resources to
achieve their social, economic, and cultural needs and aspirations. However, managers
should strive to create a work-friendly environment. This should start by acknowledging
that employees are partners in achieving the goals and vision by knowing that their
untapped capabilities are appreciated through an environment that allows growth and
development beneficial to all.
Thus, this study intended to determine the level of job satisfaction of employees
affecting their job performance which can be a tool for the sustainability of a cooperative.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Importance of the Study
The result of this research work would serve as an avenue for better working
environment between and among cooperative managers and staffs. Furthermore, it would
served as a guide by the management on how to develop and maintain highly skilled and
competent employees.
Likewise, the findings of this study would provide benchmark information
regarding the job satisfaction of employees of the primary cooperatives operating in
Buguias, Benguet. It would provide insights to cooperatives and other institutions or
agencies engaged in the cooperative movement in the formulation of relevant, sound and
effective policies and programs that are essential for the improvement of the cooperatives.
The result of the study does not guarantee that it would be applicable to other operating
cooperatives. Rather, it could serve as a starting point for the conduct of a deeper and
thorough analysis on the relationship between job satisfaction and job performance.
Furthermore, the result of this study can be used as a source of information for
further research on other related studies. It would also serve as a guide for students and
researchers who were interested in conducting similar and/or related studies.
Finally, the findings of the study would be used by the cooperatives studied to
improve their management strategies.
Statement of the Problem
This study aimed to determine the level of job satisfaction of employees affecting
their job performance.
Specifically, it seeks to answer the following questions:
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
1. What is the level of satisfaction of employees along the following components:
a. Teamwork
b. Career Development
c. Working Conditions and Environment
d. Compensation and Benefits
2. What is the level of satisfaction of employees along the following aspects:
a. Leadership
b. Cooperative Culture
c. Communication
d. Management Practices
3. What is the level of job performance of employees as to their:
a. Role towards the success of the cooperative
b. Overall performance
4. Is there a correlation between the level of job satisfaction and job performance
of employees?
Objectives of the Study
The study aimed to:
1. Determine the level of job satisfaction of employees along the following
components:
a. Teamwork
b. Career Development
c. Working conditions
d. Compensation and Benefits
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
2. Determine the level of satisfaction of employees on existing practice with
regard to:
a. Leadership
b. Cooperative Culture
c. Communication
d. Management practices
3. Determine the level of job performance of employees as to their:
a. Role towards the success of the cooperative
b. Overall performance
4. Determine the correlation between the level of job satisfaction and job
performance of employees.
Scope and Delimitation of the Study
The study dealt with the determination of the level of job satisfaction of employees
affecting their job performance. There were many aspects of job satisfaction, such as
individual elements, social elements, cultural elements, environmental elements, and
organizational elements.
The researcher focused only on the organizational elements more specifically in
terms of teamwork, work conditions, compensation and benefits. The respondents of the
study were the key employees of the selected cooperatives in Buguias, Benguet,
specifically, the managers, treasurers, bookkeepers, loan officers, and tellers of each of the
cooperatives operating in Buguias, Benguet. The Board of Directors (BOD’s) was not
included in the respondents of the study.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
REVIEW OF LITERATURE
Job Satisfaction
Durante (1997) cited that job satisfaction is an emotional, affective orientation
towards one work. More generally, job satisfaction can be defined in terms of the match
between what we want from a job and what we actually receive. Anyone who is grossly
mismatched is apt to feel unhappy and uncomfortable. Job satisfaction is correlated
positively with the extent to which work effects personal interest and promotes use of
abilities.
Furthermore, Durante (1997) stated that job satisfaction, which can be set of
attitudes developed from work, is not only emotional but also can also be informational
and behavioral. It can vary in intensity and consistency, can be acquired from a variety of
sources, and can serve a number of functions for the individual.
Many authors states that the employees are generally satisfied in their jobs but this
high satisfaction is declining due to factors that can only be answered by the employees
themselves. High job satisfaction is desired by management because it tends to be
connected with the positive outcomes that managers want (Davis and Newstrom, 1985).
Factors Affecting Job Satisfaction
Are satisfied workers more productive? Or more productive workers more
satisfied? The link between satisfaction and performance has been widely explored. One
view holds that satisfaction causes good performance. If this were true, then the manager’s
job would simply to keep workers happy. Although this may be the case for certain
individuals job satisfaction, and for most people it is one of several causes of good
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
performance. Another view holds that good performance causes satisfaction. If these were
true, managers would follow. However, some employees who are having high performance
are not satisfied with their jobs (Nelson and Quick, 1997).
Factors Affecting Job Performance
Martires (1999) cited seven factors affecting job performance as follows:
1. Goal clarity (a clear picture of the ends to be attained). People must have in
mind a clear picture of any end or goal they are to achieve.
2. Repertoire (a suitable repertoire). To achieve a goal, the people working toward
it must possess a suitable, flexible repertoire. They must be able to engage in whatever
behaviors that goal despite changing circumstances and environmental disturbances.
3. Knowledge of structures of the situation. Figuring out what to do in a particular
situation requires knowledge of the structure of that situation.
4. Feedback (a functional feedback loop). Without information about actual
conditions in relation to intended goals or results, no one can perform the standard. Such
information is known as “feedback”.
5. Mental Models (sound mental models). In the absence of feedback, people have
no choice except to act in ways that are consistent with internally-views-mental models of
what is appropriate or what should be worked instead to externally-based information about
what is and isn’t actually working.
6. Motivation (adequate motivation). This is one thing to be capable of doing; it
is something to else altogether to want to do.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
7. Environmental (a support or manageable task environment). The task
environment must support the desired performance; at the very least, it must be
manageable.
Job Performance
Job performance is a commonly known used, yet poorly defined concept in
industrial and organizational psychology, the branch of psychology that deals with the
workplace. It is commonly refers to whether a person performs their job well or not.
Despite the confusion over how it should be defined, performance is an extremely
important criterion that relates to organizational outcomes and success.
Campbell et al., (1990), describes job performance is something or a single person
does. This differentiates it from more encompassing constructs such as organizational
performance or national performance which are higher variables.
Job Performance – Job Satisfaction Relationship
Top management now recognizes that productivity objectives depend to a large
extent on the implementation of the law performance:
High Performance = F (motivation x abilities)
High Performance is a function of motivation multiplied by abilities (Noe, 2002).
In pursuing this view, Terry (1975), stressed that managers commonly wonder why
their people are not motivated with good working conditions, high pay, long vacations and
work free from pressure.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Job Satisfaction – Job Performance Relationship
In an analysis of 20 correlated studies using both supervisory ratings and objective
performance, there is no simple relationship between job satisfaction and job performance.
Thus, satisfaction does not necessarily lead to better job performance (Bagano, 1999).
Davis et al., (1989), contested that some managers cling to an old myth that
satisfaction always leads to high employee performance, this assumption is not correct.
According to the Behavior Modification Model, satisfied workers actually may be high,
average or even excellent producers, and they will tend to continue the level of performance
that continuously brought them satisfaction. The satisfaction-performance relationship is
complex relationship.
When employees are dissatisfied with their jobs, and the feelings are not strong and
persistent, they are more likely to be tardy or absent, lessen the productivity level, steal
from the organization, or quit (Davis et al., 1989).
Lopez (1985), concurred that the higher or stronger the regard for work of an
employee, the higher is the level of his/her job satisfaction and the higher the level of job
performance, the more effective an individual in performing his/her job. In other words,
high level of job performance is the result of high level of job satisfaction as shown by
his/her work values.
Relationships with Managers
Farren (2000), stated that the quality of the manager-employee relationship is
critical feature of the work forced environment for an employee. Everyone more is much
more motivated when they are going into a positive environment to relationship between
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
the organization and its staff. Style of supervision and relationship with supervisors and
managers are impossible because of the broader lack of integrity in the working condition.
Durante (1997), cited that organizational communication has a significant
relationship to job satisfaction on working condition. Organizational communication is not
related to working condition but it serves to enhance the relationship of communication to
working condition. The equity theory explain this contention this since whatever a person
does is a result of what people around him do and how they react to him. The supports he
gets from his superior and associates greatly affect not only his performance but also his
feelings of belonging and satisfaction.
Relationship with Co-employees/Colleagues
Landisan (2003), cited that jealousies, rivalries, anxieties and frustrations exist to
some degree in most offices which affect the employees’ behavior and the employer-
employee relationship. Experiencing continual conflicts with a supervisor or peer is
mentioned by Davis et al., (1989), as one of the causes of dissatisfaction of employee.
In addition, Landisan stated that when people received rewards that are something
meaningful to them, they are encouraged to perform better, thus increasing their personal
worth. These are ten best ways to reward good work: (1) money; (2) recognition; (3) time;
(4) a piece of the action; (5) favorite work; (6) advancement; (7) freedom; (8) personal
growth opportunities; (9) special time together; and, (10) gifts. Among these factors
everybody responds to praises and raises such as money and recognition.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Work Place
Landisan (2003) cited the importance of creating a pleasant work environment. It
is related to how employees feel toward other people, especially management members of
the same organization. His research showed that work environment influences the entire
behavioral process leading to job satisfaction.
Communication
According to Terry (1975), managers and non-managers usually desire open
communication, up and down the organization, acknowledgement of their ideas and reply
indicating management’s evaluation of suggestions.
Davis et al., (1989) affirmed that employees at lower levels have communication
needs. Managers understand that they understand these needs, but often their employees
do not think so. Downward communication tends to be overconfident and probably not to
take enough care with their downward messages.
Benefits and Privileges
Benefits and privileges in the government sector according to the Civil Service
Commission Omnibus Rules are provided in terms of leaves of absence (vacation leave),
sick leaves, mandatory leaves, privilege leaves, maternity/paternity leaves, steps-
increment, clothing allowances, and bonuses among others (Landisan, 2003).
Furthermore, Landisan (2003) emphasized that a well-conceived, well administered
salary and benefits program is important in establishing and maintaining good employee-
employer relations. In setting up a salary and benefits program, there are several elements
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
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involved and important issues to consider. In recent times, providing balanced benefit
programs have been getting more attention from employers and employees.
Working Conditions
According to Martires (1999), the first things that impress or depress any worker
are the physical working conditions. Management is responsible for affording a wholesome
workplace that is free from unnecessary hazards and conditions that do not constitute a risk
to the physical and mental health of the employee.
In addition, the lighting, temperature of the workplace, scope, space allocation,
physical layout, facilities, equipment and tools are to be inspected and maintained
continuously for ease, comfort and safety of employees (Martires, 1999).
Career Development
Workers should acquire additional capabilities for more responsibilities in their
current and future positions and this could be possible through trainings with the assistance
from the management (Martires, 1999).
Employees at all levels have strong feelings about what they want and what they
value. Concern for one’s career has emerged prominently in the list of employee concerns.
What about me? Who will take care of me? are questions frequently asked of management
nowadays (Terry, 19975). Thus, an organization should sharpen its perception to the need
to commit resources in order to develop an ever ready workforce that will be effective in
the cognitive, psychomotor and effective domains when needed by equipping the personnel
with the necessary skills and knowledge as the environment and situations change.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Competent and Fair Leadership
The want for good leadership is driven by psychological and security needs. Good
leadership helps to assure that the organization and its job will continue to exist. Likewise,
the ego demands, that one respects persons from who orders and directions are to be
received. It is very frustrating to be subjected personally to a command from an individual
who is deemed unworthy and in competent (Flippo, 1971).
Definition of Terms
Job satisfaction refers to the work output of the employees of selected primary
cooperatives in Buguias, Benguet in doing their duties and responsibilities.
Job performance is the feeling of contentment or discontentment of the employees
of selected primary cooperatives in Buguias, Benguet towards their organization.
Self-fulfillment is the contentment or happiness as a result of personal work,
initiative or talent.
Self-actualization refers to the personal interests of employees, welfare, especially
when placed before those of others.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Conceptual Framework
The conceptual framework of this study was shown through a diagrammatic
presentation in Figure 1. Figure 1 is the paradigm of the study stating the independent
variables, intervening variables and the dependent variables.
Independent Variables
Intervening Variables
Dependent Variables
1. Teamwork
1. Cooperative policies
1. Level of job
2. Career development
satisfaction of
3. Work conditions
2. Cooperative goals and
employees
4. Compensation and
objectives
benefits
2. Level of job
5. Leadership
3. Attendance to trainings
performance of
6. Cooperative culture
and seminars
employees
7. Communication
8. Management practices
Figure 1. Paradigm of the study
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
METHODOLOGY
Locale and Time of the Study
The study was conducted in the municipality of Buguias, Benguet which comprises
of fourteen barangays. The active cooperatives were: (1) Bad-ayan Buguias Development
Multipurpose Cooperative, located at Barangay Baculungan Sur; (2) Buguias Rural
Waterworks and Water services Cooperative, located at Barangay Abatan; (3) Progressive
Citizens Multipurpose Cooperative also located at Barangay Abatan; (4) Buguias National
High School Multipurpose Cooperative found at Barangay Poblacion; (5) Natubleng
Multipurpose Cooperative found at Barangay Natubleng; (6) Immaculate Conception
Community Multipurpose Cooperative found at Km. 73, Amgaleyguey; (7) Bangao
Savings and Development Cooperative located at Barangay Bangao.
This study was conducted from December 2011 to Januay 2012.
Respondents of the Study
Primary cooperatives operating in Buguias, Benguet, having at least three (3)
employees was the criteria of selecting the cooperatives. The key respondents of each of
the active cooperatives were the bookkeeper, the manager, the treasurer, the teller, and the
loan officer.
Data Collection
A survey questionnaire was used as a tool in gathering relevant data and
information from the respondents. To facilitate the data gathering procedure, a request
letter was sent to the cooperative managers asking permission to administer the
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
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questionnaire and to conduct actual interviews among employees and observation to
validate data. The questionnaire used was adopted from the Cooperative Bank of Benguet.
Respondents answered the following questions using likert scale with the following
descriptions:
Level of Job Satisfaction
Level of Job Performance
5 - Highly Satisfied (HS) 5 - Excellent (E)
4 - Very Satisfied (VS)
4 - Very Good (VG)
3 - Satisfied (S)
3 - Good (G)
2 - Fairly Satisfied (FS)
2 - Poor (P)
1 - Not Satisfied (NS)
1 - Dissatisfactory (D)
Data Gathered
The data gathered were the socio-demographic profile of the respondents, level of
job satisfaction of employees in terms of teamwork, career development, working
conditions, compensation and benefits, Level of satisfaction of employees on existing
practice with regard to leadership, cooperative culture, communication, and management
practices, Level of job performance of employees as to their role towards the success of
the cooperative and for their overall job performance.
Data Analysis
The data gathered were tabulated, analyzed, and interpreted based on the objectives
of the study using statistical tools such as frequency counts, percentage distribution,
weighted mean and spearman correlation coefficient.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Several questions were asked under each category/subject. For each question, the
weighted mean was computed as:
Weighted Mean Xw = ∑ fi xi
fi
Where:
fi = frequencies
Xi = weighted as per scale
Xw = weighted mean
The weighted mean correspond to a verbal description where:
Respondents' Level of Respondents' Level of
Arbitrary value
Limits
Job Satisfaction
Job Performance
5
4.51 – 5.00
Highly Satisfied
Excellent
4
3.51 - 4.50
Very Satisfied
Very Good
3
2.51 - 3.50
Satisfied
Good
2
1.51 - 2.50
Fairly Satisfied
Poor
1
1.50 – 1.00
Not satisfied
Dissatisfactory
The spearman correlation coefficient was used to analyze the correlation between
job satisfaction and job performance. The spearman correlation coefficient was computed
as follows:
6 ∑ di2
Spearman’s rho rs = 1-
N3−N
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
RESULTS AND DISCUSSION
Socio-demographic Profile of Respondents
The respondents of the study were the 21 management staff of the seven active
primary cooperatives in Buguias, Benguet. The management staff was composed of seven
managers, six bookkeepers, five treasurers, two loan officers and one teller. Table 1
presents the respondents profile according to their age, sex, civil status, monthly salary,
length of service, educational attainment and training/seminars attended.
Age. The age of the respondents ranged from 26 to 55. The findings show that
majority of the respondents belonged to the age bracket of 36 to 45 (42.86%). Six of the
respondents belonged to the age bracket of 26 to 35 (28.57%) and six also belonged to age
the bracket 46 to 55 (28.57%). These results indicate that most of them are experienced
and knowledgeable on the development of their cooperative.
Gender. Most of the respondents were females (85.71%) and the rest were males
(14.29%).This shows that female respondents outnumbered the male respondents in the
cooperatives.
Civil status. Majority of the respondents were married (66.67%). Five of the
respondents in the cooperatives were single (23.81%) while two respondents were
widowed (9.52%). The results indicate that most employees in the cooperative were
married.
Monthly salary. Out of the 21 respondents, 12 or 57.14% answered that they have
below Php. 5,000 monthly salary. Nine remaining respondents (42.86%) answered that
they have monthly salary ranging from Php. 5,000 to Php. 10,000. Based on the results,
most of the employees have a monthly salary not exceeding to Php. 5,000.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 1. Profile of the respondents
CHARACTERISTICS
FREQUENCY
PERCENTAGE
Age
26-35
6
28.57
36-45
9
42.86
46-55
6
28.57
TOTAL
21
100
Sex
Female
18
85.71
Male
3
14.29
TOTAL
21
100
Civil Status
Single
5
23.81
Married
14
66.67
Widow/Widower
2
9.52
TOTAL
21
100
Monthly Salary
Below 5,000
12
57.14
5,000 - 10,000
9
42.86
TOTAL
21
100
Length of Service
1 year - 3 years
1
4.76
4 years - 6 years
7
33.33
7 years - 9 years
7
33.33
Above 10 years
6
28.57
TOTAL
21
100
Educational Attainment
High School graduate
9
42.86
Vocational graduate
2
9.52
College undergraduate
4
19.05
College graduate
6
28.57
TOTAL
21
100
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Length of service. There were six respondents (28. 57%) that served the cooperative
for more than 10 years. Seven respondents (33.33%) served for 7 to 9 years; seven
respondents (33.33%) served for 4 to 6 years while one respondent (4.76%) served for 1 to
3 years. The results show that majority of the respondents served the cooperative between
four to nine years. It was followed by six respondents who served the cooperative for more
than ten years.
Educational attainment. Nine (42.86%) out of the 21 respondents are high school
graduate. Six (28.57%) were college graduates while four (19.05 %) were college
undergraduates. Only two (9.52%) respondents were vocational graduates. Most of the
respondents didn’t finished or stepped college level but they were employed in the
cooperative. Only six staff out of 15 respondents graduated from college.
Position in the Cooperative
Table 2 shows the position of the respondents in the cooperative. Most of the
respondents were managers (seven or 33.33%) followed by bookkeepers (six or 28.57%).
Five or 23.81 % of the respondents were treasurers, two or 9.52 % were loan officers and
one or 4.76 % teller. The findings indicate that some of the active cooperatives lack the
key informants which were the manager, treasurer and bookkeeper.
Trainings and Seminars
Almost all of the respondents attended several relevant trainings/seminars. The Top
three most attended were leadership and management (attended by 12), internal control
(attended by 9), and time management (attended by 8). On the other hand the top least
attended were basic rural banking course (attended by only 1) team building microfinance
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
literacy program, each was attended by only two respondents’. The result implies that most
of the respondents have attended leadership and management training.
Table 2. Position of respondents in the cooperative
POSITION
FREQUENCY
PERCENTAGE
Manager
7
33.33
Bookkeeper
6
28.57
Treasurer
5
23.81
Teller
1
4.76
Loan Officer
2
9.52
TOTAL
21
100
Table 3. Training/seminars attended by the employees
TRAININGS AND SEMINARS
FREQUENCY
PERCENTAGE
Leadership/Management training
12
57.14
Time Management Training
8
38.10
Gender Sensitivity Training
3
14.29
Team Building Training
2
9.52
Basic Rural Banking Course
1
4.76
Internal Control Seminar
9
42.86
Computer Software Training
3
14.29
Microfinance Literacy Program
2
9.52
Basic Bookkeeping and Accounting
1
4.76
* Multiple responses
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Level of Job Satisfaction of Employees
This section discusses the level of job satisfaction along the following components;
as to teamwork, career development, work conditions/environment and compensation and
benefits.
Teamwork. Table 4 presents the respective level of job satisfaction of management
staff as to teamwork.
According to the management and staff, they were satisfied on the sense of
belongingness in a team towards a common goal and there is fair performance appraisal
because they play an important role towards the realization of the coop success. In addition,
management staffs were satisfied that they have enough authority based on (duties and
responsibilities) to make decision and that everyone in the organization were team players.
They were very satisfied on the democratic control and willingness of the managers and
supervisors to accept subordinates ideas about their task.
They added that they were also satisfied on the reward and recognition given to
them for a job well done because they were motivated to perform their task better. This
corroborates to study of Landisan (2003) that when people received rewards that are
something meaningful to them, they are encouraged to perform better, thus increasing their
personal worth.
The average weighted mean for all the questions under teamwork shows that they
were satisfied. This result implies that management staffs work as a team and they have
unity and cooperation for the development of the cooperative.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 4. Level of job satisfaction of employees as to teamwork
LEVEL OF JOB SATISFACTION
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
WEIGHTED
TEAMWORK
DESCRIPTION
MEAN
F
%
F
%
F
%
F
%
F
%
1. Sense of belongingness
0
0
0
0
15 71.43
6
28.57
0
0
3.29
Satisfied
in a team towards a
common goal
2. Performance appraisal is
0
0
2
9.52
16 76.19
3
14.29
0
0
3.05
Satisfied
fair, thus reflects my
performance
3. There is enough
0
0
0
0
14 66.67
7
33.33
0
0
3.33
Satisfied
authority of staff(based on
his duties and
responsibilities) to make
decision
4. Supervisors handles
0
0
1
4.76
16 76.19
4
19.05
0
0
3.14
Satisfied
work-related issues
satisfactorily
5. Individual talent is
0
0
2
9.52
18 85.71
1
4.76
0
0
2.95
Satisfied
recognized
6. Reward and recognition
0
0
2
9.52
12 57.14
7
33.33
0
0
3.24
Satisfied
for a job well done
Table 4. continued . . .
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
7. Supervisors take
0
0
0
0
10 47.62
6
28.57
0
0
3.38
Satisfied
responsibility in shaping
the attitudes and
relationship within the
organization
8. Supervisors
0
0
1
4.76
16 76.19
4
19.05
0
0
3.14
Satisfied
demonstrates
professionalism, firm but
fair in decision making
9. Everyone in the
0
0
5
23.81 11 52.38
5
23.81
0
0
3.00
Satisfied
organization are team
players
10. With peers -
0
0
0
0
17 80.95
4
19.05
0
0
3.19
Satisfied
appreciation with the way
worker interact with me
and vice versa
11. With subordinates -
0
0
2
9.52
16 76.19
3
14.29
0
0
3.05
Satisfied
who is courteous,
affectionate, helpful in their
social and personal with
superiors
12. With superiors - a
0
0
0
0
18 85.71
2
9.52
0
0
3.10
Satisfied
presence of collegiality and
friendliness.
Table 4. continued . . .
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
13. The desire of everyone
0
0
1
4.76
13
61.9
6
28.57
1
4.76
3.33
Satisfied
to achieve, to create and to
innovate and peer pressure
to contribute to the success
of the organization
14. Managers and
0
0
2
9.52
9
42.86
9
42.86
1
4.76
3.43
Satisfied
supervisors are supportive,
responsive and concerned
about the needs of staff
15. Managers and
0
0
0
0
10 47.62
8
38.10
1
4.76
3.53
Very Satisfied
supervisors are democratic
and willing to accept
subordinates ideas about
task
AVERAGE WEIGHTED MEAN
3.21
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Career development. The weighted average mean of table 5 shows that
management staffs were satisfied in terms of career development.
The staff said that they were very satisfied on their job security because of the
presence of benefits like mutual aid and health fund and that there is an open opportunity
for them to acquire and make use of knowledge, skills and trainings. They were satisfied
on the quality of training and development that they receive because these help them to
improve their quality of work thus affects their professional growth and self development.
This supports the statement of Martires (1999) that workers should acquire
additional capabilities for more responsibilities in their current and future positions and
this could be possible through trainings with the assistance from the management. Martires
added that employees at all levels have strong feelings about what they want and what they
value.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 5. Level of job satisfaction of employees as to career development
LEVEL OF JOB SATISFACTION
WEIGHTED
CAREER
DESCRIPTION
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
MEAN
DEVELOPMENT
F
%
F
%
F
%
F
%
F
%
1. As to job security
0
0
0
0
9
42.86
9
42.86
3
14.29
3.71
Highly Satisfied
2. As to possessing a
0
0
5
23.81
15
71.43
1
4.762
0
0
2.81
Satisfied
feeling of pride in the job
and being a part of a
respectable institution
3. As to acquired
0
0
6
28.57
12
57.14
3
14.29
0
0
2.86
Satisfied
competence for the
performance of duties and
responsibilities
4. As to development of
0
0
4
19.05
13
61.9
4
19.05
0
3
Satisfied
career path
5. Opportunities for self
0
0
6
28.57
8
38.1
7
33.33
0
0
3.05
Satisfied
development
6. With your professional
0
0
3
14.29
14
66.67
3
14.29
1
4.76
3.10
Satisfied
growth
7. Specified training given 0
0
8
38.1
8
38.1
2
9.52
3
14.29
3
Satisfied
to staff are relevant
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 5. continued . . .
8. With the quality of
0
0
4
19.05
16
76.19
1
4.76
0
0
2.86
Satisfied
training or development
that you receive
9. Consideration for
0
0
3
14.29
10
47.62
4
19.05
1
4.76
3.17
Satisfied
opportunities and
challenges to achieve self-
actualization and personal
growth
10. An open opportunity
0
0
1
4.76
9
42.86
10
47.62
2
9.52
3.76
Highly Satisfied
to acquire and make use of
knowledge, skills,
trainings
AVERAGE WEIGHTED MEAN
3.13
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Working conditions/environment. Table 6 presents the level of satisfaction of
employees in terms of working conditions and environment.
Results show that management staffs were satisfied on the physical working
conditions and that there is safe working environment. Most of the key informants claim
that they were satisfied because they only work eight hours a day that is not stressing to
them and most of the time they go home earlier. They added that most of the time if they
finished their work they go home earlier beyond working hours. They were also satisfied
on the facilities maintenance, information systems and buildings were conducive and
satisfying to job life. Management staffs were satisfied on how the management treats
everyone as a family, hands, associates and employees.
According to the respondents, they were satisfied because if problems or conflict
arises from the staff, management calls an emergency meeting to look for some remedies
and arrangements. These associates to the study of Martires (1999) that the first things that
impress or depress any worker are the physical working conditions. Management is
responsible for affording a wholesome workplace that is free from unnecessary hazards
and conditions that do not constitute a risk to the physical and mental health of the
employee.
The average weighted mean shows that management staffs were satisfied on the
working conditions and environment. However, some of the employees claim that they
were fairly satisfied due to unpleasant work environment.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 6. Level of job satisfaction of employees as to working conditions and environment
LEVEL OF JOB SATISFACTION
WORKING CONDITIONS
WEIGHTED
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
DESCRIPTION
AND ENVIRONMENT
MEAN
F
%
F
%
F
%
F
%
F
%
1. Workload is reasonable
0
0
2
9.52
17
80.95
2
9.52
0
0
3
Satisfied
2. Physical working
0
0
2
9.52
18
85.71
1
4.76
0
0
2.95
Satisfied
conditions are good
3. Safe working
0
0
0
18
85.71
3
14.29
0
0
3.14
Satisfied
environment
4. Facilities maintenance
0
0
5
23.81
14
66.67
2
9.52
0
0
2.86
Satisfied
5. Information systems are
0
0
4
19.05
14
66.67
2
9.52
1
4.76
3
Satisfied
available to perform the job
6. Job security
0
0
2
9.52
12
57.14
4
19.05
1
4.76
3.21
Satisfied
7. There is a reasonable
0
0
1
4.762
14
66.67
6
28.57
0
0
3.24
Satisfied
balance between work and
personal life
8. The working
0
0
6
28.57
14
66.67
1
4.76
0
0
2.76
Satisfied
environment, buildings and
facilities are highly
conducive and satisfying
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 6. continued . . .
9. Intergroup or
0
0
4
19.05
16
76.19
1
4.76
0
0
2.86
Satisfied
interpersonal conflicts are
usually dealt with in a
manner that maintains good
working relationships and
the chances of people being
hurt
10. Intergroup or
0
0
2
9.524
17
80.95
2
9.52
0
0
3
Satisfied
interpersonal conflicts are
dealt with by the personal
interventions of people of
high levels of authority and
resolved thru discussions
aimed at getting the best
outcomes possible for the
work issues involved
11. The management treats
everyone
11a. As “ family” or as 0
0
3
14.29
9
42.86
7
33.33
2
9.52
3.38
Satisfied
“friends” who like being
together and who care about
and support each other
11b. As “hands” whose 0
0
5
23.81
9
42.86
6
28.57
1
4.76
3.14
Satisfied
time and energy are at the
disposal of persons at higher
levels
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 6. continued . . .
11c. As “employees”
0
0
4
19.05
7
33.33
7
33.33
3
14.29
3.43
Satisfied
whose time and energy are
purchased thru a contract,
with rights and obligations
for both sides
11d. As “associates”
0
0
3
14.29
8
38.1
8
38.1
2
9.52
3.43
Satisfied
or peers who is mutually
committed to the
achievements of common
purpose
AVERAGE WEIGHTED MEAN
3.10
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Compensation and benefits. The weighted average mean of table 7 shows that
employees were purely satisfied regarding compensation and benefits.
Respondents claim that they were satisfied on the cooperative benefits,
remuneration and that compensation is fair with the duties and responsibilities because.
Management staffs were also satisfied on the prompt payment for overtime pay for services
rendered outside official working time, on earnings and allowances are stepping stone for
a much better lifetime career substantially enough for decent living, on the equal pay for
equal work and on the fairness in the allocation of honorarium for extra services. The
respondent said that he was satisfied because it helps increase his family income for their
daily needs.
This affirms the statement of Landisan (2003) that a well-conceived, well
administered salary and benefits program is important in establishing and maintaining good
employee-employer relations. In setting up a salary and benefits program, there are several
elements involved and important issues to consider. In recent times, providing balanced
benefit programs have been getting more attention from employers and employees.
While some of the key informants said that they were fairly satisfied on the benefits
and compensation that they receive because it seems that it was not enough for them as
compared to other private sector.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 7. Level of job satisfaction of employees as to compensation and benefits
LEVEL OF JOB SATISFACTION
COMPENSATION AND
NS (1)
FS (2)
S (3)
VS (4)
HS (5) WEIGHTED DESCRIPTION
BENEFITS
F
%
F
%
F
%
F
%
F %
MEAN
1. Remuneration
0
0
10
47.62
7
33.33
4
19.05
0
0
2.71
Satisfied
2. Cooperative benefits
0
0
8
38.1
12
57.14
1
4.76
0
0
2.67
Satisfied
3. Compensation is fair
0
0
2
9.52
18
85.71
1
4.76
0
0
2.95
Satisfied
with the duties and
responsibilities
4. Remuneration is
0
0
9
42.86
8
38.1
4
19.05
0
0
2.76
Satisfied
competitive as compared to
other private sector
5. Prompt payment for
0
0
11
52.38
8
38.1
2
9.52
0
0
2.57
Satisfied
overtime pay for services
rendered outside official
working time
6. Timely issuance of pay
0
0
6
28.57
14
66.67
1
4.76
0
0
2.76
Satisfied
7. There is equal pay for
0
0
10
47.62
9
42.86
2
9.52
0
0
2.62
Satisfied
equal work
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 7. continued . . .
8. Earnings, compensation,
0
0
8
38.1
11
52.38
2
9.52
0
0
2.71
Satisfied
and allowances are stepping
stone for a much better
lifetime career substantially
enough for decent living
9. Fairness in the allocation
0
0
7
33.33
9
42.86
3
14.29
0
0
2.79
Satisfied
of honorarium for extra
services
AVERAGE WEIGHTED MEAN
2.73
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Level of Job Satisfaction of Employees on Existing Practice
This section discusses the level of satisfaction of employees on existing practice
with regards to leadership, cooperative culture, communication and management practices
of the cooperative.
Leadership. Table 8 presents the level of satisfaction of employees on existing
practice with regards to leadership.
The results show that management staffs were satisfied that there is adequate
planning of cooperative objectives, that management does not play favorites and does not
“say one thing do another”. The key informants claim that they were also satisfied on the
leadership of the management because they attained some of their goals and objectives.
This support the study of Flippo (1971) that, want for good leadership is driven by
psychological and security needs. He added that leadership helps to assure that the
organization and its job will continue to exist. Likewise, the ego demands, that one respects
persons from who orders and directions are to be received.
Though the average weighted mean indicate that management staffs were satisfied
and they have confidence on the leadership of the cooperative.
Cooperative culture. Table 9 shows the level of job satisfaction on existing practice
with regards to cooperative culture. The weighted average mean implies that they were
satisfied on the culture of the cooperative.
Management staffs were satisfied that service to members was top priority of
management, that individual initiative is encouraged, that there is strong desire to achieve,
to create, and to innovate and peer pressure to contribute to the success of the organization
as a primary result of work motivation. Respondent’s claim that they were
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 8. Level of job satisfaction on existing practice with regard to leadership
LEVEL OF JOB SATISFACTION
WEIGHTED
LEADERSHIP
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
DESCRIPTION
MEAN
F
% F
%
F
%
F
%
F
%
1. I have confidence in
0
0 5
23.81
9
42.86
5
23.81
2 9.524
3.19
Satisfied
the leadership of the
cooperative
2. There is adequate
0
0 4
19.05
13
61.9
1
4.762
3 14.29
3.14
Satisfied
planning of cooperative
objectives
3. Management does not
0
0 8
38.1
8
38.1
4
19.05
0
0
2.80
Satisfied
play favorites
4. Management does not
0
0 4
19.05
11
52.38
3
14.29
0
0
2.94
Satisfied
“say one thing do
another”
AVERAGE WEIGHTED MEAN
3.02
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 9. Level of job satisfaction on existing practice with regard to cooperative culture
LEVEL OF JOB SATISFACTION
COOPERATIVE
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
WEIGHTED DESCRIPTION
CULTURE
F
% F
%
F
%
F
%
F
%
MEAN
1. Service to members as
0
0 3
14.29
8
38.1
8
38.1
2
9.52
3.43
Satisfied
top priority of
management
2. Individual initiative is
0
0 3
14.29
11
52.38
6
28.57
0
0
3.15
Satisfied
encourage
3. Nothing keeps me from
0
0 1
4.76
10
47.62
5
23.81
4
19.05
3.43
Satisfied
doing my best everyday
4. Strong desire to
0
0 1
4.76
13
61.9
4
19.05
2
9.52
3.35
Satisfied
achieve, to create and peer
pressure to contribute to
the success of the
organization as a primary
result of work motivation
5. Employees are
0
0 2
9.52
16
76.19
2
9.52
1
4.76
3.10
Satisfied
technically competent and
effective, with a strong
commitment, to getting
the job done
AVERAGE WEIGHTED MEAN
3.26
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
satisfied on the service of the cooperative to make service to members as a top priority
because they believed that without the members the cooperative won’t survive. They were
also satisfied that employees were technically competent and effective, with a strong
commitment, to getting the job done.
Communication. The weighted average mean of Table 10 shows that employees
were satisfied with regards to communication.
They were satisfied on the adequate communication between manager and staff, on
the use of consensus decision-making methods to gain acceptance and support for
decisions, and on how their supervisor worked with them in identifying their strengths and
development areas. Respondents claim that there were times that they often communicate
with each other. This corroborates to the statements of Terry (1975) that managers and
non-managers usually desire open communication, up and down the organization,
acknowledgement of their ideas and reply indicating management’s evaluation of
suggestions.
Management practices. Table 11 shows that the management staffs were satisfied
on the existing practice of the cooperative with regards to management practices.
The key informants were satisfied on the cooperative flexibility on their family
responsibilities, on the leadership of management, on how employees were recognized as
individual and on how employees competence are recognized and enhanced. Respondents
said that there is a time balance with their job and family.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 10. Level of job satisfaction on existing practice with regard to communication
LEVEL OF JOB SATISFACTION
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
WEIGHTED
COMMUNICATION
DESCRIPTION
MEAN
F % F
%
F
%
F
%
F
%
1. There is adequate
0
0 4
19.05
7
33.33
8
38.10
2 9.52
3.38
Satisfied
communication between
managers and staff
2. The use of consensus
0
0 2
9.52
8
38.10
10
47.62
1 4.76
3.48
Satisfied
decision-making methods
to gain acceptance and
support for decisions
3. As to how your
0
0 2
9.52
12
57.14
7
33.33
0
0
3.24
Satisfied
supervisor worked with you
in identifying your
strengths and development
areas
4. There is adequate
0
0 5
23.81
14
66.67
2
9.524
0
0
2.86
Satisfied
communication between
supervisors and staff
AVERAGE WEIGHTED MEAN
3.24
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 11. Level of job satisfaction on existing practice with regard to management practices
LEVEL OF JOB SATISFACTION
MANAGEMENT
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
WEIGHTED DESCRIPTION
PRACTICES
MEAN
F % F
%
F
%
F
%
F
%
1. Employees are
0
0 2
9.52
15
71.43
4
19.05
0
0
3.10
Satisfied
recognized as individuals
2. Cooperative is flexible
0
0 3
14.29
13
61.90
4
19.05
0
0
3.05
Satisfied
on family responsibilities
3. Employees competence
0
0 5
23.81
12
57.14
3
14.29
1 4.76
3.00
Satisfied
are recognized and
enhanced.
4. Management does not
0
0 2
9.52
13
61.90
5
23.81
0
0
3.15
Satisfied
play favorites
5. Management does not
0
0 2
9.52
14
66.67
4
19.05
0
0
3.10
Satisfied
“say one thing and do
another”
6. Leadership of
0
0 4
19.05
11
52.38
3
14.29
0
0
2.94
Satisfied
Management
AVERAGE WEIGHTED MEAN
3.05
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Level of Job Performance of Employees
This section presents the level of job performance of employees as to their role
towards the success of the cooperative and the rate of their overall performance.
Role towards the success of the cooperative. Table 12 shows the employee’s level
of job performance as to their role towards the success of the cooperative.
The performance of staff was good as to their concern to every staff. They can be
better resources in managing people as a whole. They also performed better as to their
contribution to the coop’s success and for ensuring that everything is in proper. The key
informants claimed that they were performing better because at least they contributed a
portion of the cooperatives’ success. They added that although they were concern to their
co-employee, they were also concerned with the development of their cooperative.
Overall job performance. Table 13 presents the respective level of performance of
management staff on the overall performance. The average weighted mean of employee’s
shows that their level of job satisfaction were good.
The result implicate that their sensitivity to other staff members related to work,
fairness in dealing with other staff members confronted in conflicting situations, self
confidence, acceptance of tasks even its difficult, acceptance of suggestions, opinion of
others and implements it whenever the need arises, ability to cope with problems maturely
and effectively, and to their capacity to submit reports on time were satisfactory or good.
This supports the statement of Lopez (1985) that the higher the level of job performance,
the more effective an individual in performing his/her job.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias,
Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 12. Respondents’ level of job performance as to their role towards the success of the cooperative
LEVEL OF JOB PERFORMANCE
ROLE TOWARDS THE
DS (1)
P (2)
G (3)
VG (4)
E(5)
WEIGHTED
SUCCESS OF THE
DESCRIPTION
MEAN
COPERATIVE
F
% F
%
F
%
F
%
F
%
1. Ensuring that everything
0
0 4
19.05
13
61.90
3
14.29
1
4.76
3.05
Good
is in proper procedures
2. Your area of concern
0
0 7
33.33
13
61.90
1
4.76
0
0
2.71
Good
was grooming to every
staff so they can become
better resources
3. Your area of concern
0
0 6
28.57
11
52.38
4
19.05
0
0
2.90
Good
was managing people as a
whole
4. You contributed at least
0
0 4
19.05
12
57.14
3
14.29
0
0
2.95
Good
a portion of the coop’s
success
AVERAGE WEIGHTED MEAN
2.90
Good
DS - Dissatisfactory P - Poor G - Good VG – Very Good E – Excellence
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 13. Respondents’ level of job performance as to their overall performance
LEVEL OF JOB PERFORMANCE
OVERALL JOB
WIEGHTED
DS (1)
P (2)
G (3)
VG (4)
E(5)
DESCRIPTION
PERFORMANCE
MEAN
F
% F
%
F
%
F
%
F
%
1. You are sensitive to
0
0 6
28.57
13
61.9
2
9.52
0
0
2.81
Good
other staff members
related to work
2. You are fair in dealing
0
0 5
23.81
15
71.43
1
4.76
0
0
2.81
Good
with other staff members
confronted in conflicting
situations.
3. You are always on time
0
0 7
33.33
10
47.62
0
0
0
0
2.59
Good
in submitting reports
4. You are open to the
0
0 5
23.81
11
52.38
2
9.52
0
0
2.83
Good
opinion of others
5. You openly accept
0
0 4
19.05
13
61.90
3
14.29
0
0
2.95
Good
suggestions and
implements the whenever
the need arises
6. You are a team player
0
0 7
33.33
13
61.90
1
4.76
0
0
2.71
Good
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 13. continued . . .
7. You are committed to
0
0 4
19.05
15
71.43
3
14.29
0
0
3.10
Good
the cooperative, its people
and its purposes
8. You have self
0
0 3
14.29
13
61.90
5
23.81
0
0
3.10
Good
confidence
9. You can cope with
0
0 5
23.81
11
52.38
4
19.05
1
4.762
3.05
Good
problems maturely and
effectively
10. You accept tasks even
0
0 4
19.05
10
47.62
3
14.29
0
0
2.94
Good
it is difficult
11. You play an important
0
0 1
4.76
12
57.14
6
28.57
0
0
3.26
Good
role towards the
realization of the coop’s
success
AVERAGE WEIGHTED MEAN
3.09
Good
DS - Dissatisfactory P - Poor G - Good VG – Very Good E – Excellence
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Correlation Between the Level of Job Satisfaction and Job Performance
Table 14 presents the correlation between job satisfaction and performance of
employees of active cooperatives in Buguias, Benguet.
The null hypothesis was rejected at 5%; therefore, way may accept the assumption
that job satisfaction and job performance is moderately correlated (0.6331). There is a high
significant difference between job satisfaction and job performance because the computed
value (0.0021) is lesser than 0.05. Thus, if employees were satisfied with their job, they
performed well, and if their performance was good, they were satisfied with their job.
This affirms the study of Lopez (1985) that the higher or stronger the regard for
work of an employee, the higher is the level of his/her job satisfaction and the higher the
level of job performance, the more effective an individual in performing his/her job. In
other words, high level of job performance is the result of high level of job satisfaction as
shown by his/her work values.
This also supports the statement of Davis et al. (1989) that when employees are
dissatisfied with their jobs, and the feelings are not strong and persistent, they are more
likely to be tardy or absent, lessen the productivity level, steal from the organization, or
quit.
Spearman Correlation Coefficient (rho)
Number of respondents = 21
Spearman’s rho = 0.6331
Test of Ho: Job performance and job satisfaction are uncorrelated.
Ha: Job satisfaction and job performance are correlated.
Probability > /t/ = 0.0021 ** highly significant
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Summary
The study covered seven operating cooperatives in the municipality of Buguias,
Benguet. The representatives of the seven cooperative were composed of seven (7)
managers, six (6) bookkeepers, five (5) treasurers, two (2) loan officers and one (1) teller
with a total of 21 respondents. This study aimed to determine the level of job satisfaction
of employees along the following components; teamwork, career development, working
conditions, and compensation and benefits, to determine the level of job satisfaction of
employees on existing practice with regards to leadership, cooperative culture,
communication and management practices, to determine the level of job performance of
employees as to their role towards the success of the cooperative and their overall
performance, and to determine the level of relationship of job satisfaction and job
performance.
Survey questionnaire were used, after which the data were tabulated, categorized
and were analyzed. Statistical tools such as frequency table, percentage distribution,
weighted and spearman correlation coefficient were used to further analyze the data.
The respondents’ aged 26 to 55. There were more female than male respondents
and most of them were married. Majority of the employees were employed in the
cooperative for 4-9 years and did not attend formal education.
The employees of the primary cooperatives were satisfied with their jobs; they were
satisfied or contented in their work with regards to teamwork, career development, working
conditions, compensation and benefits; on the existing practice of the cooperative with
regards to leadership, cooperative culture, communication, and management practices.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Most of the key informants claim that they were satisfied with their job because at
this time, they find it hard to seek for other jobs to support their family and to sustain their
daily needs. While other employees say that it was because they feel that they were being
helped together with their family in terms of their job. They also added that they were
satisfied because they love their work and they were happy to be helped and to be of help
to others. The employees’ levels of job performance were good in terms of their role
towards the success of the cooperative and for their overall job performance. They have
good performance because they were satisfied on their job.
With regards to the relationship of employee’s level of job satisfaction between job
performances, it was found out that there is a high significant difference between job
satisfaction and job performance and they are moderately correlated. Thus, if the level of
job satisfaction increases the level of job performance also increases. On the other hand, if
the level of job performance increases, the level of job satisfaction would also increase.
Conclusions
Based on the findings, the following conclusions were drawn:
1. The employees were employed to the cooperative without formal education.
2. Generally, the employees were satisfied with their job. Most of the employees
were happy with their job because they love their work.
3. The employees perform well for the success of the cooperative because they
were satisfied with their remuneration and job benefits.
4. The employees’ level of job satisfaction increases when their job performance
increases.
Recommendations
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
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Based on the findings and conclusions, the following recommendations were
forwarded:
1. The cooperative should consider the components used by the researcher in
assessing their employees’ job satisfaction and for the employees’ job performance.
2. The benefits given by the cooperatives should be maintained or even made better
for the employees job satisfaction and to improve their job performance
3. A similar study should be conducted in other cooperatives to further assess their
job satisfaction and job performance and to verify if there is a significant relationship
between job satisfaction and job performance of employees.
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LITERATURE CITED
BAGANO, J.P. 1999. Course Module. Human Resource Management.Module 7. Benguet
State University, Open University, La Trinidad, Benguet. Pp. 7-9.
DAVIS, K., and J.W. NEWSTROM. 1989. Human Behavior at work: Organizational
Behavior (7th Edition). New York: MC-Graw Hill Book Co. P. 230.
DULNUAN, G.J. 2010. Factors affecting job satisfaction and job performance of
employees of financial institutions in La, Trinidad, Benguet. MHRD Thesis.
Benguet State University, La Trinidad, Benguet.
DURANTE, L.M. 1997. Job satisfaction of employees of the BNCRDC, Bureau of Plant
Industry; An analysis. Benguet State University. La Trinidad, Benguet.
FARREN, C. 2000. Build a Better Relationship with your Manager. Philippine Daily
Inquirer. October 18, 2000. Pp. B12.
FLIPPO, E.B. 1971. Principles of Personnel Management. 3rd Edition. New York: McGraw
Hill Book Company. Pp. 356-359.
LANDISAN, C.A. 2003. Job performance and job satisfaction of uniformed and non-
uniformed personnel of the Police Regional Office-Cordillera Administrative
Region. MS Thesis. Benguet State University.
LOPEZ, E.A. 1976. The Nature and Cause of Job Satisfaction, Handbook of Industrial and
Organizations Psychology. Chicago: Rand Mcally College Publishing Company.
P. 126.
MARTIRES, C.R. 1999. Human Resources Management. 3rd Edition. Mandaluyong City:
Cacho Hermanos, Inc. Pp. 156-265, 270.
NELSON and QUICK, 1997. Organizational Behavior: Foundations, Realities and
Challenges. West Publishing Company. Pp. 102-115.
TERRY, G.R. 1975. Office Management and Control. 2nd Edition. Homewood, Illinois:
Richard D. Irwin, Inc. P. 382.
WAHAYNA, E.B. 2003. Job satisfaction of librarians in Bagiuo City and La Trinidad.
Unpublished MS Thesis.Benguet State University, La Trinidad, Benguet.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
LICUASEN, BILLY ROY D. APRIL 2012. Performance and Job Satisfaction of
Employees of Cooperatives in Buguias, Benguet. Benguet State University, La Trinidad,
Benguet.
Adviser: Evangeline B. Cungihan, MSc.
ABSTRACT
The study determined the profile of the respondents, the level of job satisfaction
and job performance of employees of cooperatives in Buguias, Benguet. The study also
correlates the level of job satisfaction and job performance of the employees.
Seven primary cooperatives in the municipality of Buguias, Benguet were
identified as study units. The study covered 21 employees composed of seven (7)
managers, six (6) bookkeepers, five (5) treasurers, two (2) loan officers, and one (1) teller.
Results showed that on the employees’ level of job satisfaction they were satisfied
with their jobs and the level of job performance of employees was good. Job satisfaction
and job performance of employees were moderately correlated and highly significant.
Employees who were satisfied with their job performed well and vice versa.
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INTRODUCTION
Rationale
The study on the job satisfaction, along with job performance has been a priority
topic of many researchers in the past and up to this date. Researchers are religiously
studying the impact of satisfaction to the workforce as it affects their effectiveness and
efficiency in performing individual roles within an organization (Dulnuan, 2010).
According to Wahayna (2003), job satisfaction studies often focus on job content
and context. As a set of feelings, job satisfaction is dynamic. It is also a positive feeling of
an individual towards his job. Indeed, managers often try to formulate solutions in order to
have a working force that is aimed at realizing the organization’s objectives which is also
an amount to the employee’s self-fulfillment and self-actualization.
However, there are various factors affecting job satisfaction that lead employees to
becoming a positive worker or a negative worker. Previous related studies indicated that
pay, work itself, work environment, promotion and supervision are the factors that affect
job satisfaction. Job satisfaction is also a part of life satisfaction.
Cooperatives are group of people with common goal. They pool their resources to
achieve their social, economic, and cultural needs and aspirations. However, managers
should strive to create a work-friendly environment. This should start by acknowledging
that employees are partners in achieving the goals and vision by knowing that their
untapped capabilities are appreciated through an environment that allows growth and
development beneficial to all.
Thus, this study intended to determine the level of job satisfaction of employees
affecting their job performance which can be a tool for the sustainability of a cooperative.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
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Importance of the Study
The result of this research work would serve as an avenue for better working
environment between and among cooperative managers and staffs. Furthermore, it would
served as a guide by the management on how to develop and maintain highly skilled and
competent employees.
Likewise, the findings of this study would provide benchmark information
regarding the job satisfaction of employees of the primary cooperatives operating in
Buguias, Benguet. It would provide insights to cooperatives and other institutions or
agencies engaged in the cooperative movement in the formulation of relevant, sound and
effective policies and programs that are essential for the improvement of the cooperatives.
The result of the study does not guarantee that it would be applicable to other operating
cooperatives. Rather, it could serve as a starting point for the conduct of a deeper and
thorough analysis on the relationship between job satisfaction and job performance.
Furthermore, the result of this study can be used as a source of information for
further research on other related studies. It would also serve as a guide for students and
researchers who were interested in conducting similar and/or related studies.
Finally, the findings of the study would be used by the cooperatives studied to
improve their management strategies.
Statement of the Problem
This study aimed to determine the level of job satisfaction of employees affecting
their job performance.
Specifically, it seeks to answer the following questions:
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
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1. What is the level of satisfaction of employees along the following components:
a. Teamwork
b. Career Development
c. Working Conditions and Environment
d. Compensation and Benefits
2. What is the level of satisfaction of employees along the following aspects:
a. Leadership
b. Cooperative Culture
c. Communication
d. Management Practices
3. What is the level of job performance of employees as to their:
a. Role towards the success of the cooperative
b. Overall performance
4. Is there a correlation between the level of job satisfaction and job performance
of employees?
Objectives of the Study
The study aimed to:
1. Determine the level of job satisfaction of employees along the following
components:
a. Teamwork
b. Career Development
c. Working conditions
d. Compensation and Benefits
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
2. Determine the level of satisfaction of employees on existing practice with
regard to:
a. Leadership
b. Cooperative Culture
c. Communication
d. Management practices
3. Determine the level of job performance of employees as to their:
a. Role towards the success of the cooperative
b. Overall performance
4. Determine the correlation between the level of job satisfaction and job
performance of employees.
Scope and Delimitation of the Study
The study dealt with the determination of the level of job satisfaction of employees
affecting their job performance. There were many aspects of job satisfaction, such as
individual elements, social elements, cultural elements, environmental elements, and
organizational elements.
The researcher focused only on the organizational elements more specifically in
terms of teamwork, work conditions, compensation and benefits. The respondents of the
study were the key employees of the selected cooperatives in Buguias, Benguet,
specifically, the managers, treasurers, bookkeepers, loan officers, and tellers of each of the
cooperatives operating in Buguias, Benguet. The Board of Directors (BOD’s) was not
included in the respondents of the study.
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REVIEW OF LITERATURE
Job Satisfaction
Durante (1997) cited that job satisfaction is an emotional, affective orientation
towards one work. More generally, job satisfaction can be defined in terms of the match
between what we want from a job and what we actually receive. Anyone who is grossly
mismatched is apt to feel unhappy and uncomfortable. Job satisfaction is correlated
positively with the extent to which work effects personal interest and promotes use of
abilities.
Furthermore, Durante (1997) stated that job satisfaction, which can be set of
attitudes developed from work, is not only emotional but also can also be informational
and behavioral. It can vary in intensity and consistency, can be acquired from a variety of
sources, and can serve a number of functions for the individual.
Many authors states that the employees are generally satisfied in their jobs but this
high satisfaction is declining due to factors that can only be answered by the employees
themselves. High job satisfaction is desired by management because it tends to be
connected with the positive outcomes that managers want (Davis and Newstrom, 1985).
Factors Affecting Job Satisfaction
Are satisfied workers more productive? Or more productive workers more
satisfied? The link between satisfaction and performance has been widely explored. One
view holds that satisfaction causes good performance. If this were true, then the manager’s
job would simply to keep workers happy. Although this may be the case for certain
individuals job satisfaction, and for most people it is one of several causes of good
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performance. Another view holds that good performance causes satisfaction. If these were
true, managers would follow. However, some employees who are having high performance
are not satisfied with their jobs (Nelson and Quick, 1997).
Factors Affecting Job Performance
Martires (1999) cited seven factors affecting job performance as follows:
1. Goal clarity (a clear picture of the ends to be attained). People must have in
mind a clear picture of any end or goal they are to achieve.
2. Repertoire (a suitable repertoire). To achieve a goal, the people working toward
it must possess a suitable, flexible repertoire. They must be able to engage in whatever
behaviors that goal despite changing circumstances and environmental disturbances.
3. Knowledge of structures of the situation. Figuring out what to do in a particular
situation requires knowledge of the structure of that situation.
4. Feedback (a functional feedback loop). Without information about actual
conditions in relation to intended goals or results, no one can perform the standard. Such
information is known as “feedback”.
5. Mental Models (sound mental models). In the absence of feedback, people have
no choice except to act in ways that are consistent with internally-views-mental models of
what is appropriate or what should be worked instead to externally-based information about
what is and isn’t actually working.
6. Motivation (adequate motivation). This is one thing to be capable of doing; it
is something to else altogether to want to do.
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7. Environmental (a support or manageable task environment). The task
environment must support the desired performance; at the very least, it must be
manageable.
Job Performance
Job performance is a commonly known used, yet poorly defined concept in
industrial and organizational psychology, the branch of psychology that deals with the
workplace. It is commonly refers to whether a person performs their job well or not.
Despite the confusion over how it should be defined, performance is an extremely
important criterion that relates to organizational outcomes and success.
Campbell et al., (1990), describes job performance is something or a single person
does. This differentiates it from more encompassing constructs such as organizational
performance or national performance which are higher variables.
Job Performance – Job Satisfaction Relationship
Top management now recognizes that productivity objectives depend to a large
extent on the implementation of the law performance:
High Performance = F (motivation x abilities)
High Performance is a function of motivation multiplied by abilities (Noe, 2002).
In pursuing this view, Terry (1975), stressed that managers commonly wonder why
their people are not motivated with good working conditions, high pay, long vacations and
work free from pressure.
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Job Satisfaction – Job Performance Relationship
In an analysis of 20 correlated studies using both supervisory ratings and objective
performance, there is no simple relationship between job satisfaction and job performance.
Thus, satisfaction does not necessarily lead to better job performance (Bagano, 1999).
Davis et al., (1989), contested that some managers cling to an old myth that
satisfaction always leads to high employee performance, this assumption is not correct.
According to the Behavior Modification Model, satisfied workers actually may be high,
average or even excellent producers, and they will tend to continue the level of performance
that continuously brought them satisfaction. The satisfaction-performance relationship is
complex relationship.
When employees are dissatisfied with their jobs, and the feelings are not strong and
persistent, they are more likely to be tardy or absent, lessen the productivity level, steal
from the organization, or quit (Davis et al., 1989).
Lopez (1985), concurred that the higher or stronger the regard for work of an
employee, the higher is the level of his/her job satisfaction and the higher the level of job
performance, the more effective an individual in performing his/her job. In other words,
high level of job performance is the result of high level of job satisfaction as shown by
his/her work values.
Relationships with Managers
Farren (2000), stated that the quality of the manager-employee relationship is
critical feature of the work forced environment for an employee. Everyone more is much
more motivated when they are going into a positive environment to relationship between
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the organization and its staff. Style of supervision and relationship with supervisors and
managers are impossible because of the broader lack of integrity in the working condition.
Durante (1997), cited that organizational communication has a significant
relationship to job satisfaction on working condition. Organizational communication is not
related to working condition but it serves to enhance the relationship of communication to
working condition. The equity theory explain this contention this since whatever a person
does is a result of what people around him do and how they react to him. The supports he
gets from his superior and associates greatly affect not only his performance but also his
feelings of belonging and satisfaction.
Relationship with Co-employees/Colleagues
Landisan (2003), cited that jealousies, rivalries, anxieties and frustrations exist to
some degree in most offices which affect the employees’ behavior and the employer-
employee relationship. Experiencing continual conflicts with a supervisor or peer is
mentioned by Davis et al., (1989), as one of the causes of dissatisfaction of employee.
In addition, Landisan stated that when people received rewards that are something
meaningful to them, they are encouraged to perform better, thus increasing their personal
worth. These are ten best ways to reward good work: (1) money; (2) recognition; (3) time;
(4) a piece of the action; (5) favorite work; (6) advancement; (7) freedom; (8) personal
growth opportunities; (9) special time together; and, (10) gifts. Among these factors
everybody responds to praises and raises such as money and recognition.
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Work Place
Landisan (2003) cited the importance of creating a pleasant work environment. It
is related to how employees feel toward other people, especially management members of
the same organization. His research showed that work environment influences the entire
behavioral process leading to job satisfaction.
Communication
According to Terry (1975), managers and non-managers usually desire open
communication, up and down the organization, acknowledgement of their ideas and reply
indicating management’s evaluation of suggestions.
Davis et al., (1989) affirmed that employees at lower levels have communication
needs. Managers understand that they understand these needs, but often their employees
do not think so. Downward communication tends to be overconfident and probably not to
take enough care with their downward messages.
Benefits and Privileges
Benefits and privileges in the government sector according to the Civil Service
Commission Omnibus Rules are provided in terms of leaves of absence (vacation leave),
sick leaves, mandatory leaves, privilege leaves, maternity/paternity leaves, steps-
increment, clothing allowances, and bonuses among others (Landisan, 2003).
Furthermore, Landisan (2003) emphasized that a well-conceived, well administered
salary and benefits program is important in establishing and maintaining good employee-
employer relations. In setting up a salary and benefits program, there are several elements
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involved and important issues to consider. In recent times, providing balanced benefit
programs have been getting more attention from employers and employees.
Working Conditions
According to Martires (1999), the first things that impress or depress any worker
are the physical working conditions. Management is responsible for affording a wholesome
workplace that is free from unnecessary hazards and conditions that do not constitute a risk
to the physical and mental health of the employee.
In addition, the lighting, temperature of the workplace, scope, space allocation,
physical layout, facilities, equipment and tools are to be inspected and maintained
continuously for ease, comfort and safety of employees (Martires, 1999).
Career Development
Workers should acquire additional capabilities for more responsibilities in their
current and future positions and this could be possible through trainings with the assistance
from the management (Martires, 1999).
Employees at all levels have strong feelings about what they want and what they
value. Concern for one’s career has emerged prominently in the list of employee concerns.
What about me? Who will take care of me? are questions frequently asked of management
nowadays (Terry, 19975). Thus, an organization should sharpen its perception to the need
to commit resources in order to develop an ever ready workforce that will be effective in
the cognitive, psychomotor and effective domains when needed by equipping the personnel
with the necessary skills and knowledge as the environment and situations change.
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Competent and Fair Leadership
The want for good leadership is driven by psychological and security needs. Good
leadership helps to assure that the organization and its job will continue to exist. Likewise,
the ego demands, that one respects persons from who orders and directions are to be
received. It is very frustrating to be subjected personally to a command from an individual
who is deemed unworthy and in competent (Flippo, 1971).
Definition of Terms
Job satisfaction refers to the work output of the employees of selected primary
cooperatives in Buguias, Benguet in doing their duties and responsibilities.
Job performance is the feeling of contentment or discontentment of the employees
of selected primary cooperatives in Buguias, Benguet towards their organization.
Self-fulfillment is the contentment or happiness as a result of personal work,
initiative or talent.
Self-actualization refers to the personal interests of employees, welfare, especially
when placed before those of others.
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Conceptual Framework
The conceptual framework of this study was shown through a diagrammatic
presentation in Figure 1. Figure 1 is the paradigm of the study stating the independent
variables, intervening variables and the dependent variables.
Independent Variables
Intervening Variables
Dependent Variables
1. Teamwork
1. Cooperative policies
1. Level of job
2. Career development
satisfaction of
3. Work conditions
2. Cooperative goals and
employees
4. Compensation and
objectives
benefits
2. Level of job
5. Leadership
3. Attendance to trainings
performance of
6. Cooperative culture
and seminars
employees
7. Communication
8. Management practices
Figure 1. Paradigm of the study
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METHODOLOGY
Locale and Time of the Study
The study was conducted in the municipality of Buguias, Benguet which comprises
of fourteen barangays. The active cooperatives were: (1) Bad-ayan Buguias Development
Multipurpose Cooperative, located at Barangay Baculungan Sur; (2) Buguias Rural
Waterworks and Water services Cooperative, located at Barangay Abatan; (3) Progressive
Citizens Multipurpose Cooperative also located at Barangay Abatan; (4) Buguias National
High School Multipurpose Cooperative found at Barangay Poblacion; (5) Natubleng
Multipurpose Cooperative found at Barangay Natubleng; (6) Immaculate Conception
Community Multipurpose Cooperative found at Km. 73, Amgaleyguey; (7) Bangao
Savings and Development Cooperative located at Barangay Bangao.
This study was conducted from December 2011 to Januay 2012.
Respondents of the Study
Primary cooperatives operating in Buguias, Benguet, having at least three (3)
employees was the criteria of selecting the cooperatives. The key respondents of each of
the active cooperatives were the bookkeeper, the manager, the treasurer, the teller, and the
loan officer.
Data Collection
A survey questionnaire was used as a tool in gathering relevant data and
information from the respondents. To facilitate the data gathering procedure, a request
letter was sent to the cooperative managers asking permission to administer the
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questionnaire and to conduct actual interviews among employees and observation to
validate data. The questionnaire used was adopted from the Cooperative Bank of Benguet.
Respondents answered the following questions using likert scale with the following
descriptions:
Level of Job Satisfaction
Level of Job Performance
5 - Highly Satisfied (HS) 5 - Excellent (E)
4 - Very Satisfied (VS)
4 - Very Good (VG)
3 - Satisfied (S)
3 - Good (G)
2 - Fairly Satisfied (FS)
2 - Poor (P)
1 - Not Satisfied (NS)
1 - Dissatisfactory (D)
Data Gathered
The data gathered were the socio-demographic profile of the respondents, level of
job satisfaction of employees in terms of teamwork, career development, working
conditions, compensation and benefits, Level of satisfaction of employees on existing
practice with regard to leadership, cooperative culture, communication, and management
practices, Level of job performance of employees as to their role towards the success of
the cooperative and for their overall job performance.
Data Analysis
The data gathered were tabulated, analyzed, and interpreted based on the objectives
of the study using statistical tools such as frequency counts, percentage distribution,
weighted mean and spearman correlation coefficient.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Several questions were asked under each category/subject. For each question, the
weighted mean was computed as:
Weighted Mean Xw = ∑ fi xi
fi
Where:
fi = frequencies
Xi = weighted as per scale
Xw = weighted mean
The weighted mean correspond to a verbal description where:
Respondents' Level of Respondents' Level of
Arbitrary value
Limits
Job Satisfaction
Job Performance
5
4.51 – 5.00
Highly Satisfied
Excellent
4
3.51 - 4.50
Very Satisfied
Very Good
3
2.51 - 3.50
Satisfied
Good
2
1.51 - 2.50
Fairly Satisfied
Poor
1
1.50 – 1.00
Not satisfied
Dissatisfactory
The spearman correlation coefficient was used to analyze the correlation between
job satisfaction and job performance. The spearman correlation coefficient was computed
as follows:
6 ∑ di2
Spearman’s rho rs = 1-
N3−N
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
RESULTS AND DISCUSSION
Socio-demographic Profile of Respondents
The respondents of the study were the 21 management staff of the seven active
primary cooperatives in Buguias, Benguet. The management staff was composed of seven
managers, six bookkeepers, five treasurers, two loan officers and one teller. Table 1
presents the respondents profile according to their age, sex, civil status, monthly salary,
length of service, educational attainment and training/seminars attended.
Age. The age of the respondents ranged from 26 to 55. The findings show that
majority of the respondents belonged to the age bracket of 36 to 45 (42.86%). Six of the
respondents belonged to the age bracket of 26 to 35 (28.57%) and six also belonged to age
the bracket 46 to 55 (28.57%). These results indicate that most of them are experienced
and knowledgeable on the development of their cooperative.
Gender. Most of the respondents were females (85.71%) and the rest were males
(14.29%).This shows that female respondents outnumbered the male respondents in the
cooperatives.
Civil status. Majority of the respondents were married (66.67%). Five of the
respondents in the cooperatives were single (23.81%) while two respondents were
widowed (9.52%). The results indicate that most employees in the cooperative were
married.
Monthly salary. Out of the 21 respondents, 12 or 57.14% answered that they have
below Php. 5,000 monthly salary. Nine remaining respondents (42.86%) answered that
they have monthly salary ranging from Php. 5,000 to Php. 10,000. Based on the results,
most of the employees have a monthly salary not exceeding to Php. 5,000.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 1. Profile of the respondents
CHARACTERISTICS
FREQUENCY
PERCENTAGE
Age
26-35
6
28.57
36-45
9
42.86
46-55
6
28.57
TOTAL
21
100
Sex
Female
18
85.71
Male
3
14.29
TOTAL
21
100
Civil Status
Single
5
23.81
Married
14
66.67
Widow/Widower
2
9.52
TOTAL
21
100
Monthly Salary
Below 5,000
12
57.14
5,000 - 10,000
9
42.86
TOTAL
21
100
Length of Service
1 year - 3 years
1
4.76
4 years - 6 years
7
33.33
7 years - 9 years
7
33.33
Above 10 years
6
28.57
TOTAL
21
100
Educational Attainment
High School graduate
9
42.86
Vocational graduate
2
9.52
College undergraduate
4
19.05
College graduate
6
28.57
TOTAL
21
100
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Length of service. There were six respondents (28. 57%) that served the cooperative
for more than 10 years. Seven respondents (33.33%) served for 7 to 9 years; seven
respondents (33.33%) served for 4 to 6 years while one respondent (4.76%) served for 1 to
3 years. The results show that majority of the respondents served the cooperative between
four to nine years. It was followed by six respondents who served the cooperative for more
than ten years.
Educational attainment. Nine (42.86%) out of the 21 respondents are high school
graduate. Six (28.57%) were college graduates while four (19.05 %) were college
undergraduates. Only two (9.52%) respondents were vocational graduates. Most of the
respondents didn’t finished or stepped college level but they were employed in the
cooperative. Only six staff out of 15 respondents graduated from college.
Position in the Cooperative
Table 2 shows the position of the respondents in the cooperative. Most of the
respondents were managers (seven or 33.33%) followed by bookkeepers (six or 28.57%).
Five or 23.81 % of the respondents were treasurers, two or 9.52 % were loan officers and
one or 4.76 % teller. The findings indicate that some of the active cooperatives lack the
key informants which were the manager, treasurer and bookkeeper.
Trainings and Seminars
Almost all of the respondents attended several relevant trainings/seminars. The Top
three most attended were leadership and management (attended by 12), internal control
(attended by 9), and time management (attended by 8). On the other hand the top least
attended were basic rural banking course (attended by only 1) team building microfinance
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
literacy program, each was attended by only two respondents’. The result implies that most
of the respondents have attended leadership and management training.
Table 2. Position of respondents in the cooperative
POSITION
FREQUENCY
PERCENTAGE
Manager
7
33.33
Bookkeeper
6
28.57
Treasurer
5
23.81
Teller
1
4.76
Loan Officer
2
9.52
TOTAL
21
100
Table 3. Training/seminars attended by the employees
TRAININGS AND SEMINARS
FREQUENCY
PERCENTAGE
Leadership/Management training
12
57.14
Time Management Training
8
38.10
Gender Sensitivity Training
3
14.29
Team Building Training
2
9.52
Basic Rural Banking Course
1
4.76
Internal Control Seminar
9
42.86
Computer Software Training
3
14.29
Microfinance Literacy Program
2
9.52
Basic Bookkeeping and Accounting
1
4.76
* Multiple responses
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Level of Job Satisfaction of Employees
This section discusses the level of job satisfaction along the following components;
as to teamwork, career development, work conditions/environment and compensation and
benefits.
Teamwork. Table 4 presents the respective level of job satisfaction of management
staff as to teamwork.
According to the management and staff, they were satisfied on the sense of
belongingness in a team towards a common goal and there is fair performance appraisal
because they play an important role towards the realization of the coop success. In addition,
management staffs were satisfied that they have enough authority based on (duties and
responsibilities) to make decision and that everyone in the organization were team players.
They were very satisfied on the democratic control and willingness of the managers and
supervisors to accept subordinates ideas about their task.
They added that they were also satisfied on the reward and recognition given to
them for a job well done because they were motivated to perform their task better. This
corroborates to study of Landisan (2003) that when people received rewards that are
something meaningful to them, they are encouraged to perform better, thus increasing their
personal worth.
The average weighted mean for all the questions under teamwork shows that they
were satisfied. This result implies that management staffs work as a team and they have
unity and cooperation for the development of the cooperative.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 4. Level of job satisfaction of employees as to teamwork
LEVEL OF JOB SATISFACTION
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
WEIGHTED
TEAMWORK
DESCRIPTION
MEAN
F
%
F
%
F
%
F
%
F
%
1. Sense of belongingness
0
0
0
0
15 71.43
6
28.57
0
0
3.29
Satisfied
in a team towards a
common goal
2. Performance appraisal is
0
0
2
9.52
16 76.19
3
14.29
0
0
3.05
Satisfied
fair, thus reflects my
performance
3. There is enough
0
0
0
0
14 66.67
7
33.33
0
0
3.33
Satisfied
authority of staff(based on
his duties and
responsibilities) to make
decision
4. Supervisors handles
0
0
1
4.76
16 76.19
4
19.05
0
0
3.14
Satisfied
work-related issues
satisfactorily
5. Individual talent is
0
0
2
9.52
18 85.71
1
4.76
0
0
2.95
Satisfied
recognized
6. Reward and recognition
0
0
2
9.52
12 57.14
7
33.33
0
0
3.24
Satisfied
for a job well done
Table 4. continued . . .
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
7. Supervisors take
0
0
0
0
10 47.62
6
28.57
0
0
3.38
Satisfied
responsibility in shaping
the attitudes and
relationship within the
organization
8. Supervisors
0
0
1
4.76
16 76.19
4
19.05
0
0
3.14
Satisfied
demonstrates
professionalism, firm but
fair in decision making
9. Everyone in the
0
0
5
23.81 11 52.38
5
23.81
0
0
3.00
Satisfied
organization are team
players
10. With peers -
0
0
0
0
17 80.95
4
19.05
0
0
3.19
Satisfied
appreciation with the way
worker interact with me
and vice versa
11. With subordinates -
0
0
2
9.52
16 76.19
3
14.29
0
0
3.05
Satisfied
who is courteous,
affectionate, helpful in their
social and personal with
superiors
12. With superiors - a
0
0
0
0
18 85.71
2
9.52
0
0
3.10
Satisfied
presence of collegiality and
friendliness.
Table 4. continued . . .
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
13. The desire of everyone
0
0
1
4.76
13
61.9
6
28.57
1
4.76
3.33
Satisfied
to achieve, to create and to
innovate and peer pressure
to contribute to the success
of the organization
14. Managers and
0
0
2
9.52
9
42.86
9
42.86
1
4.76
3.43
Satisfied
supervisors are supportive,
responsive and concerned
about the needs of staff
15. Managers and
0
0
0
0
10 47.62
8
38.10
1
4.76
3.53
Very Satisfied
supervisors are democratic
and willing to accept
subordinates ideas about
task
AVERAGE WEIGHTED MEAN
3.21
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Career development. The weighted average mean of table 5 shows that
management staffs were satisfied in terms of career development.
The staff said that they were very satisfied on their job security because of the
presence of benefits like mutual aid and health fund and that there is an open opportunity
for them to acquire and make use of knowledge, skills and trainings. They were satisfied
on the quality of training and development that they receive because these help them to
improve their quality of work thus affects their professional growth and self development.
This supports the statement of Martires (1999) that workers should acquire
additional capabilities for more responsibilities in their current and future positions and
this could be possible through trainings with the assistance from the management. Martires
added that employees at all levels have strong feelings about what they want and what they
value.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 5. Level of job satisfaction of employees as to career development
LEVEL OF JOB SATISFACTION
WEIGHTED
CAREER
DESCRIPTION
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
MEAN
DEVELOPMENT
F
%
F
%
F
%
F
%
F
%
1. As to job security
0
0
0
0
9
42.86
9
42.86
3
14.29
3.71
Highly Satisfied
2. As to possessing a
0
0
5
23.81
15
71.43
1
4.762
0
0
2.81
Satisfied
feeling of pride in the job
and being a part of a
respectable institution
3. As to acquired
0
0
6
28.57
12
57.14
3
14.29
0
0
2.86
Satisfied
competence for the
performance of duties and
responsibilities
4. As to development of
0
0
4
19.05
13
61.9
4
19.05
0
3
Satisfied
career path
5. Opportunities for self
0
0
6
28.57
8
38.1
7
33.33
0
0
3.05
Satisfied
development
6. With your professional
0
0
3
14.29
14
66.67
3
14.29
1
4.76
3.10
Satisfied
growth
7. Specified training given 0
0
8
38.1
8
38.1
2
9.52
3
14.29
3
Satisfied
to staff are relevant
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 5. continued . . .
8. With the quality of
0
0
4
19.05
16
76.19
1
4.76
0
0
2.86
Satisfied
training or development
that you receive
9. Consideration for
0
0
3
14.29
10
47.62
4
19.05
1
4.76
3.17
Satisfied
opportunities and
challenges to achieve self-
actualization and personal
growth
10. An open opportunity
0
0
1
4.76
9
42.86
10
47.62
2
9.52
3.76
Highly Satisfied
to acquire and make use of
knowledge, skills,
trainings
AVERAGE WEIGHTED MEAN
3.13
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Working conditions/environment. Table 6 presents the level of satisfaction of
employees in terms of working conditions and environment.
Results show that management staffs were satisfied on the physical working
conditions and that there is safe working environment. Most of the key informants claim
that they were satisfied because they only work eight hours a day that is not stressing to
them and most of the time they go home earlier. They added that most of the time if they
finished their work they go home earlier beyond working hours. They were also satisfied
on the facilities maintenance, information systems and buildings were conducive and
satisfying to job life. Management staffs were satisfied on how the management treats
everyone as a family, hands, associates and employees.
According to the respondents, they were satisfied because if problems or conflict
arises from the staff, management calls an emergency meeting to look for some remedies
and arrangements. These associates to the study of Martires (1999) that the first things that
impress or depress any worker are the physical working conditions. Management is
responsible for affording a wholesome workplace that is free from unnecessary hazards
and conditions that do not constitute a risk to the physical and mental health of the
employee.
The average weighted mean shows that management staffs were satisfied on the
working conditions and environment. However, some of the employees claim that they
were fairly satisfied due to unpleasant work environment.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 6. Level of job satisfaction of employees as to working conditions and environment
LEVEL OF JOB SATISFACTION
WORKING CONDITIONS
WEIGHTED
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
DESCRIPTION
AND ENVIRONMENT
MEAN
F
%
F
%
F
%
F
%
F
%
1. Workload is reasonable
0
0
2
9.52
17
80.95
2
9.52
0
0
3
Satisfied
2. Physical working
0
0
2
9.52
18
85.71
1
4.76
0
0
2.95
Satisfied
conditions are good
3. Safe working
0
0
0
18
85.71
3
14.29
0
0
3.14
Satisfied
environment
4. Facilities maintenance
0
0
5
23.81
14
66.67
2
9.52
0
0
2.86
Satisfied
5. Information systems are
0
0
4
19.05
14
66.67
2
9.52
1
4.76
3
Satisfied
available to perform the job
6. Job security
0
0
2
9.52
12
57.14
4
19.05
1
4.76
3.21
Satisfied
7. There is a reasonable
0
0
1
4.762
14
66.67
6
28.57
0
0
3.24
Satisfied
balance between work and
personal life
8. The working
0
0
6
28.57
14
66.67
1
4.76
0
0
2.76
Satisfied
environment, buildings and
facilities are highly
conducive and satisfying
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 6. continued . . .
9. Intergroup or
0
0
4
19.05
16
76.19
1
4.76
0
0
2.86
Satisfied
interpersonal conflicts are
usually dealt with in a
manner that maintains good
working relationships and
the chances of people being
hurt
10. Intergroup or
0
0
2
9.524
17
80.95
2
9.52
0
0
3
Satisfied
interpersonal conflicts are
dealt with by the personal
interventions of people of
high levels of authority and
resolved thru discussions
aimed at getting the best
outcomes possible for the
work issues involved
11. The management treats
everyone
11a. As “ family” or as 0
0
3
14.29
9
42.86
7
33.33
2
9.52
3.38
Satisfied
“friends” who like being
together and who care about
and support each other
11b. As “hands” whose 0
0
5
23.81
9
42.86
6
28.57
1
4.76
3.14
Satisfied
time and energy are at the
disposal of persons at higher
levels
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 6. continued . . .
11c. As “employees”
0
0
4
19.05
7
33.33
7
33.33
3
14.29
3.43
Satisfied
whose time and energy are
purchased thru a contract,
with rights and obligations
for both sides
11d. As “associates”
0
0
3
14.29
8
38.1
8
38.1
2
9.52
3.43
Satisfied
or peers who is mutually
committed to the
achievements of common
purpose
AVERAGE WEIGHTED MEAN
3.10
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Compensation and benefits. The weighted average mean of table 7 shows that
employees were purely satisfied regarding compensation and benefits.
Respondents claim that they were satisfied on the cooperative benefits,
remuneration and that compensation is fair with the duties and responsibilities because.
Management staffs were also satisfied on the prompt payment for overtime pay for services
rendered outside official working time, on earnings and allowances are stepping stone for
a much better lifetime career substantially enough for decent living, on the equal pay for
equal work and on the fairness in the allocation of honorarium for extra services. The
respondent said that he was satisfied because it helps increase his family income for their
daily needs.
This affirms the statement of Landisan (2003) that a well-conceived, well
administered salary and benefits program is important in establishing and maintaining good
employee-employer relations. In setting up a salary and benefits program, there are several
elements involved and important issues to consider. In recent times, providing balanced
benefit programs have been getting more attention from employers and employees.
While some of the key informants said that they were fairly satisfied on the benefits
and compensation that they receive because it seems that it was not enough for them as
compared to other private sector.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 7. Level of job satisfaction of employees as to compensation and benefits
LEVEL OF JOB SATISFACTION
COMPENSATION AND
NS (1)
FS (2)
S (3)
VS (4)
HS (5) WEIGHTED DESCRIPTION
BENEFITS
F
%
F
%
F
%
F
%
F %
MEAN
1. Remuneration
0
0
10
47.62
7
33.33
4
19.05
0
0
2.71
Satisfied
2. Cooperative benefits
0
0
8
38.1
12
57.14
1
4.76
0
0
2.67
Satisfied
3. Compensation is fair
0
0
2
9.52
18
85.71
1
4.76
0
0
2.95
Satisfied
with the duties and
responsibilities
4. Remuneration is
0
0
9
42.86
8
38.1
4
19.05
0
0
2.76
Satisfied
competitive as compared to
other private sector
5. Prompt payment for
0
0
11
52.38
8
38.1
2
9.52
0
0
2.57
Satisfied
overtime pay for services
rendered outside official
working time
6. Timely issuance of pay
0
0
6
28.57
14
66.67
1
4.76
0
0
2.76
Satisfied
7. There is equal pay for
0
0
10
47.62
9
42.86
2
9.52
0
0
2.62
Satisfied
equal work
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 7. continued . . .
8. Earnings, compensation,
0
0
8
38.1
11
52.38
2
9.52
0
0
2.71
Satisfied
and allowances are stepping
stone for a much better
lifetime career substantially
enough for decent living
9. Fairness in the allocation
0
0
7
33.33
9
42.86
3
14.29
0
0
2.79
Satisfied
of honorarium for extra
services
AVERAGE WEIGHTED MEAN
2.73
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Level of Job Satisfaction of Employees on Existing Practice
This section discusses the level of satisfaction of employees on existing practice
with regards to leadership, cooperative culture, communication and management practices
of the cooperative.
Leadership. Table 8 presents the level of satisfaction of employees on existing
practice with regards to leadership.
The results show that management staffs were satisfied that there is adequate
planning of cooperative objectives, that management does not play favorites and does not
“say one thing do another”. The key informants claim that they were also satisfied on the
leadership of the management because they attained some of their goals and objectives.
This support the study of Flippo (1971) that, want for good leadership is driven by
psychological and security needs. He added that leadership helps to assure that the
organization and its job will continue to exist. Likewise, the ego demands, that one respects
persons from who orders and directions are to be received.
Though the average weighted mean indicate that management staffs were satisfied
and they have confidence on the leadership of the cooperative.
Cooperative culture. Table 9 shows the level of job satisfaction on existing practice
with regards to cooperative culture. The weighted average mean implies that they were
satisfied on the culture of the cooperative.
Management staffs were satisfied that service to members was top priority of
management, that individual initiative is encouraged, that there is strong desire to achieve,
to create, and to innovate and peer pressure to contribute to the success of the organization
as a primary result of work motivation. Respondent’s claim that they were
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 8. Level of job satisfaction on existing practice with regard to leadership
LEVEL OF JOB SATISFACTION
WEIGHTED
LEADERSHIP
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
DESCRIPTION
MEAN
F
% F
%
F
%
F
%
F
%
1. I have confidence in
0
0 5
23.81
9
42.86
5
23.81
2 9.524
3.19
Satisfied
the leadership of the
cooperative
2. There is adequate
0
0 4
19.05
13
61.9
1
4.762
3 14.29
3.14
Satisfied
planning of cooperative
objectives
3. Management does not
0
0 8
38.1
8
38.1
4
19.05
0
0
2.80
Satisfied
play favorites
4. Management does not
0
0 4
19.05
11
52.38
3
14.29
0
0
2.94
Satisfied
“say one thing do
another”
AVERAGE WEIGHTED MEAN
3.02
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 9. Level of job satisfaction on existing practice with regard to cooperative culture
LEVEL OF JOB SATISFACTION
COOPERATIVE
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
WEIGHTED DESCRIPTION
CULTURE
F
% F
%
F
%
F
%
F
%
MEAN
1. Service to members as
0
0 3
14.29
8
38.1
8
38.1
2
9.52
3.43
Satisfied
top priority of
management
2. Individual initiative is
0
0 3
14.29
11
52.38
6
28.57
0
0
3.15
Satisfied
encourage
3. Nothing keeps me from
0
0 1
4.76
10
47.62
5
23.81
4
19.05
3.43
Satisfied
doing my best everyday
4. Strong desire to
0
0 1
4.76
13
61.9
4
19.05
2
9.52
3.35
Satisfied
achieve, to create and peer
pressure to contribute to
the success of the
organization as a primary
result of work motivation
5. Employees are
0
0 2
9.52
16
76.19
2
9.52
1
4.76
3.10
Satisfied
technically competent and
effective, with a strong
commitment, to getting
the job done
AVERAGE WEIGHTED MEAN
3.26
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
satisfied on the service of the cooperative to make service to members as a top priority
because they believed that without the members the cooperative won’t survive. They were
also satisfied that employees were technically competent and effective, with a strong
commitment, to getting the job done.
Communication. The weighted average mean of Table 10 shows that employees
were satisfied with regards to communication.
They were satisfied on the adequate communication between manager and staff, on
the use of consensus decision-making methods to gain acceptance and support for
decisions, and on how their supervisor worked with them in identifying their strengths and
development areas. Respondents claim that there were times that they often communicate
with each other. This corroborates to the statements of Terry (1975) that managers and
non-managers usually desire open communication, up and down the organization,
acknowledgement of their ideas and reply indicating management’s evaluation of
suggestions.
Management practices. Table 11 shows that the management staffs were satisfied
on the existing practice of the cooperative with regards to management practices.
The key informants were satisfied on the cooperative flexibility on their family
responsibilities, on the leadership of management, on how employees were recognized as
individual and on how employees competence are recognized and enhanced. Respondents
said that there is a time balance with their job and family.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Table 10. Level of job satisfaction on existing practice with regard to communication
LEVEL OF JOB SATISFACTION
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
WEIGHTED
COMMUNICATION
DESCRIPTION
MEAN
F % F
%
F
%
F
%
F
%
1. There is adequate
0
0 4
19.05
7
33.33
8
38.10
2 9.52
3.38
Satisfied
communication between
managers and staff
2. The use of consensus
0
0 2
9.52
8
38.10
10
47.62
1 4.76
3.48
Satisfied
decision-making methods
to gain acceptance and
support for decisions
3. As to how your
0
0 2
9.52
12
57.14
7
33.33
0
0
3.24
Satisfied
supervisor worked with you
in identifying your
strengths and development
areas
4. There is adequate
0
0 5
23.81
14
66.67
2
9.524
0
0
2.86
Satisfied
communication between
supervisors and staff
AVERAGE WEIGHTED MEAN
3.24
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 11. Level of job satisfaction on existing practice with regard to management practices
LEVEL OF JOB SATISFACTION
MANAGEMENT
NS (1)
FS (2)
S (3)
VS (4)
HS (5)
WEIGHTED DESCRIPTION
PRACTICES
MEAN
F % F
%
F
%
F
%
F
%
1. Employees are
0
0 2
9.52
15
71.43
4
19.05
0
0
3.10
Satisfied
recognized as individuals
2. Cooperative is flexible
0
0 3
14.29
13
61.90
4
19.05
0
0
3.05
Satisfied
on family responsibilities
3. Employees competence
0
0 5
23.81
12
57.14
3
14.29
1 4.76
3.00
Satisfied
are recognized and
enhanced.
4. Management does not
0
0 2
9.52
13
61.90
5
23.81
0
0
3.15
Satisfied
play favorites
5. Management does not
0
0 2
9.52
14
66.67
4
19.05
0
0
3.10
Satisfied
“say one thing and do
another”
6. Leadership of
0
0 4
19.05
11
52.38
3
14.29
0
0
2.94
Satisfied
Management
AVERAGE WEIGHTED MEAN
3.05
Satisfied
NS - Not Satisfied FS - Fairly Satisfied S - Satisfied VS - Very Satisfied HS - Highly Satisfied
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Level of Job Performance of Employees
This section presents the level of job performance of employees as to their role
towards the success of the cooperative and the rate of their overall performance.
Role towards the success of the cooperative. Table 12 shows the employee’s level
of job performance as to their role towards the success of the cooperative.
The performance of staff was good as to their concern to every staff. They can be
better resources in managing people as a whole. They also performed better as to their
contribution to the coop’s success and for ensuring that everything is in proper. The key
informants claimed that they were performing better because at least they contributed a
portion of the cooperatives’ success. They added that although they were concern to their
co-employee, they were also concerned with the development of their cooperative.
Overall job performance. Table 13 presents the respective level of performance of
management staff on the overall performance. The average weighted mean of employee’s
shows that their level of job satisfaction were good.
The result implicate that their sensitivity to other staff members related to work,
fairness in dealing with other staff members confronted in conflicting situations, self
confidence, acceptance of tasks even its difficult, acceptance of suggestions, opinion of
others and implements it whenever the need arises, ability to cope with problems maturely
and effectively, and to their capacity to submit reports on time were satisfactory or good.
This supports the statement of Lopez (1985) that the higher the level of job performance,
the more effective an individual in performing his/her job.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias,
Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 12. Respondents’ level of job performance as to their role towards the success of the cooperative
LEVEL OF JOB PERFORMANCE
ROLE TOWARDS THE
DS (1)
P (2)
G (3)
VG (4)
E(5)
WEIGHTED
SUCCESS OF THE
DESCRIPTION
MEAN
COPERATIVE
F
% F
%
F
%
F
%
F
%
1. Ensuring that everything
0
0 4
19.05
13
61.90
3
14.29
1
4.76
3.05
Good
is in proper procedures
2. Your area of concern
0
0 7
33.33
13
61.90
1
4.76
0
0
2.71
Good
was grooming to every
staff so they can become
better resources
3. Your area of concern
0
0 6
28.57
11
52.38
4
19.05
0
0
2.90
Good
was managing people as a
whole
4. You contributed at least
0
0 4
19.05
12
57.14
3
14.29
0
0
2.95
Good
a portion of the coop’s
success
AVERAGE WEIGHTED MEAN
2.90
Good
DS - Dissatisfactory P - Poor G - Good VG – Very Good E – Excellence
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 13. Respondents’ level of job performance as to their overall performance
LEVEL OF JOB PERFORMANCE
OVERALL JOB
WIEGHTED
DS (1)
P (2)
G (3)
VG (4)
E(5)
DESCRIPTION
PERFORMANCE
MEAN
F
% F
%
F
%
F
%
F
%
1. You are sensitive to
0
0 6
28.57
13
61.9
2
9.52
0
0
2.81
Good
other staff members
related to work
2. You are fair in dealing
0
0 5
23.81
15
71.43
1
4.76
0
0
2.81
Good
with other staff members
confronted in conflicting
situations.
3. You are always on time
0
0 7
33.33
10
47.62
0
0
0
0
2.59
Good
in submitting reports
4. You are open to the
0
0 5
23.81
11
52.38
2
9.52
0
0
2.83
Good
opinion of others
5. You openly accept
0
0 4
19.05
13
61.90
3
14.29
0
0
2.95
Good
suggestions and
implements the whenever
the need arises
6. You are a team player
0
0 7
33.33
13
61.90
1
4.76
0
0
2.71
Good
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Table 13. continued . . .
7. You are committed to
0
0 4
19.05
15
71.43
3
14.29
0
0
3.10
Good
the cooperative, its people
and its purposes
8. You have self
0
0 3
14.29
13
61.90
5
23.81
0
0
3.10
Good
confidence
9. You can cope with
0
0 5
23.81
11
52.38
4
19.05
1
4.762
3.05
Good
problems maturely and
effectively
10. You accept tasks even
0
0 4
19.05
10
47.62
3
14.29
0
0
2.94
Good
it is difficult
11. You play an important
0
0 1
4.76
12
57.14
6
28.57
0
0
3.26
Good
role towards the
realization of the coop’s
success
AVERAGE WEIGHTED MEAN
3.09
Good
DS - Dissatisfactory P - Poor G - Good VG – Very Good E – Excellence
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet | LICUASEN, BILLY ROY D. APRIL 2012
Correlation Between the Level of Job Satisfaction and Job Performance
Table 14 presents the correlation between job satisfaction and performance of
employees of active cooperatives in Buguias, Benguet.
The null hypothesis was rejected at 5%; therefore, way may accept the assumption
that job satisfaction and job performance is moderately correlated (0.6331). There is a high
significant difference between job satisfaction and job performance because the computed
value (0.0021) is lesser than 0.05. Thus, if employees were satisfied with their job, they
performed well, and if their performance was good, they were satisfied with their job.
This affirms the study of Lopez (1985) that the higher or stronger the regard for
work of an employee, the higher is the level of his/her job satisfaction and the higher the
level of job performance, the more effective an individual in performing his/her job. In
other words, high level of job performance is the result of high level of job satisfaction as
shown by his/her work values.
This also supports the statement of Davis et al. (1989) that when employees are
dissatisfied with their jobs, and the feelings are not strong and persistent, they are more
likely to be tardy or absent, lessen the productivity level, steal from the organization, or
quit.
Spearman Correlation Coefficient (rho)
Number of respondents = 21
Spearman’s rho = 0.6331
Test of Ho: Job performance and job satisfaction are uncorrelated.
Ha: Job satisfaction and job performance are correlated.
Probability > /t/ = 0.0021 ** highly significant
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Summary
The study covered seven operating cooperatives in the municipality of Buguias,
Benguet. The representatives of the seven cooperative were composed of seven (7)
managers, six (6) bookkeepers, five (5) treasurers, two (2) loan officers and one (1) teller
with a total of 21 respondents. This study aimed to determine the level of job satisfaction
of employees along the following components; teamwork, career development, working
conditions, and compensation and benefits, to determine the level of job satisfaction of
employees on existing practice with regards to leadership, cooperative culture,
communication and management practices, to determine the level of job performance of
employees as to their role towards the success of the cooperative and their overall
performance, and to determine the level of relationship of job satisfaction and job
performance.
Survey questionnaire were used, after which the data were tabulated, categorized
and were analyzed. Statistical tools such as frequency table, percentage distribution,
weighted and spearman correlation coefficient were used to further analyze the data.
The respondents’ aged 26 to 55. There were more female than male respondents
and most of them were married. Majority of the employees were employed in the
cooperative for 4-9 years and did not attend formal education.
The employees of the primary cooperatives were satisfied with their jobs; they were
satisfied or contented in their work with regards to teamwork, career development, working
conditions, compensation and benefits; on the existing practice of the cooperative with
regards to leadership, cooperative culture, communication, and management practices.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Most of the key informants claim that they were satisfied with their job because at
this time, they find it hard to seek for other jobs to support their family and to sustain their
daily needs. While other employees say that it was because they feel that they were being
helped together with their family in terms of their job. They also added that they were
satisfied because they love their work and they were happy to be helped and to be of help
to others. The employees’ levels of job performance were good in terms of their role
towards the success of the cooperative and for their overall job performance. They have
good performance because they were satisfied on their job.
With regards to the relationship of employee’s level of job satisfaction between job
performances, it was found out that there is a high significant difference between job
satisfaction and job performance and they are moderately correlated. Thus, if the level of
job satisfaction increases the level of job performance also increases. On the other hand, if
the level of job performance increases, the level of job satisfaction would also increase.
Conclusions
Based on the findings, the following conclusions were drawn:
1. The employees were employed to the cooperative without formal education.
2. Generally, the employees were satisfied with their job. Most of the employees
were happy with their job because they love their work.
3. The employees perform well for the success of the cooperative because they
were satisfied with their remuneration and job benefits.
4. The employees’ level of job satisfaction increases when their job performance
increases.
Recommendations
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
Based on the findings and conclusions, the following recommendations were
forwarded:
1. The cooperative should consider the components used by the researcher in
assessing their employees’ job satisfaction and for the employees’ job performance.
2. The benefits given by the cooperatives should be maintained or even made better
for the employees job satisfaction and to improve their job performance
3. A similar study should be conducted in other cooperatives to further assess their
job satisfaction and job performance and to verify if there is a significant relationship
between job satisfaction and job performance of employees.
Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012
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Performance and Job Satisfaction of Employees of Cooperatives in Buguias, Benguet |
LICUASEN, BILLY ROY D. APRIL 2012