BIBLIOGRAPHY LYNIE F. ABAR. April 2007. Interpersonal Relationship and...

BIBLIOGRAPHY
LYNIE F. ABAR. April 2007. Interpersonal Relationship and Job
Satisfaction of Municipal Government Employees in the Municipality of Manaoag.
Benguet State University, La Trinidad, Benguet.
Adviser: Felipe S. Comila, Ed.D.
ABSTRACT

This study was conducted to find out the interpersonal relationship and job
satisfaction of municipal government employees in the Municipality of Manaoag,
Pangasinan for the calendar year 2006. The specific objectives of the study are:
(1) to provide the socio-demographic profile of the municipal government
employees in the Municipality of Manaoag in terms of gender, civil status, age,
educational attainment, length of service, office of assignment, present position
and in-service trainings/seminars; (2) to determine the level of quality of
interpersonal relationship among the municipal government employees in the
different offices of Municipality of Manaoag; (3) to determine the level of job
satisfaction of the municipal government employees in their respective offices;
(4) to find out the degree of seriousness of the problems encountered by the
municipal government employees relative to interpersonal relationship; (5) to find
out the degree of seriousness of the problems encountered by the municipal
government employees relative to job satisfaction; and (6) to find out the
difference in the level of quality of interpersonal relationship, level of job

satisfaction, degree of seriousness of the problems encountered relative to
interpersonal relationship and job satisfaction when respondents are compared
according to the specified profile variables.
Based on the findings of the study, the following conclusions were derived:
There are more females than the males municipal employees in the setting of
this study; there are more married; more who come from middle age; the majority
has finished college degree who has rendered substantial amount of service.
Local, provincial, regional and national trainings/seminars are accessible to
respondents while international trainings/seminars are accessible to only a few.

The level of quality of interpersonal relationship among municipal
government employees in the different offices of the Municipality of Manaoag is
“Satisfactory”. The level of job satisfaction of municipal government employees in
their respective offices is “Moderately Satisfied”. The degree of seriousness of
the problems encountered by municipal government employees relative to
interpersonal relationship is “Slightly Serious”. In addition, the degree of
seriousness of the problems encountered by municipal government employees
relative to job satisfaction is “Moderately Serious”.

The respondents differ on the level of quality of interpersonal relationship
on two items in terms of length of service; on the level of job satisfaction in terms
of gender, office assignment, length of service, in-service trainings and
educational attainment; on the degree of seriousness of problems encountered
relative to interpersonal relationship in terms of age, office assignment, length of
service, and in-service trainings; degree of seriousness of problems encountered
ii

relative to job satisfaction in terms of age, civil status, office assignment, and
length of service.

From these results of the study, it is suggested that, there is a need to
increase the level of quality of interpersonal relationship, level of job satisfaction
and seriously address the problems encountered relative to interpersonal
relationship and job satisfaction. A similar study to include other variables is
recommended.

iii

METHODOLOGY

Locale and Time of the Study ……………………………………... 47

Respondents of the Study………………………………………….. 49

Instrumentation
………………………………………………………
50

Data Collection ……………………………………………………… 51

Data
Analysis…………………………………………………………
51

RESULTS AND DISCUSSION

Respondents
According
to

Specified Profile Variables …………………………………..…….. 53

Respondent’s
Perception
on
the Level of Quality of

Interpersonal Relationship …………………………………………. 57

Respondent’s Perception on the Level of Job Satisfaction …….. 59

Problems Encountered by the Respondents

Relative to Interpersonal Relationship…………………………….. 61

Problems Encountered by the Respondents

Relative to and Job Satisfaction…………………..……………….. 63

Difference of Means of Perceptions of
Respondents
on
Interpersonal Relationship,

Job Satisfaction, Problems Encountered

Relative to Interpersonal Relationship

and Job Satisfaction ……………………………………………….. 66

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

Summary
……………………………………………………………..
71

Conclusions
………………………………………………………….
74

Recommendations
………………………………………………….
76

LITERATURE CITED ………………………………………………………. 78

v

APPENDICES
A Permission
to
Administer Questionnaire……….. ……….. 83

B
Letter to the Respondents …………………………………. 84
C Questionnaire
………………………………………………..
85
BIOGRAPHICAL SKETCH ………………………………………………… 92

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INTRODUCTION

Background of the Study

Manaoag stands at the crossroads of history being a tourism spot
in view of its Patron Saint Nuestra Señora de Manaoag. The involvement
of all the people in making it as one of the religious bastions of Christianity
in the country, and with the fame of the miraculous works of the Lady of
the Rosary, had the town’s people expect and share the goal of improving
the quality of life of every Manaoageños. It takes concerted efforts of all,
including government entities, municipal employees and officials to make
this vision a reality.

In its early history, the municipal government employees tried to
strive to work together and unite all efforts to attain peace, unity, rapport,
and progress in their town. To make the town a window and mirror of
advancing municipality not only in the province of Pangasinan but also in
Region I and the whole Philippines in general, the people especially those
in the workforce initiated closer ties among and between the people and
officials.
The fulfillment of the objectives of public service cannot be borne
by the employees alone. Since the employees are the heart of the
workforce, their performance and how well they direct their duties and
responsibilities are conditioned and influenced by several factors such as
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the people served, co-workers, administrators, department heads and
other members of the administration. In one-way or another, the
importance of employee-superior relationship determines the success or
the future of the workforce (Liu, 2001).

Although the town is confronted with so many problems
economically, people in the workforce particularly the municipal
government employees try to pull their efforts, together resources and
talents to surpass difficulties through good working relations and smooth
interpersonal relationship to build morale and job satisfaction.
Good human relations should be a way of life, philosophy of action,
the application of the principle of individual and group individuals pulling
their resources together, cooperating with one another towards work
objectives, which benefit society as a whole. If one works harmoniously
with peers, superiors and co-workers, unity prevails and consequently, the
general public will likely recognize and support their needs (Griffiths,
1965).
In order to enhance productivity and better quality output,
developing the people of an organization is very important. La Belle (1983)
supports this idea by pointing out that the most important assets today in
any organization are its people. They are the energies, skills, talents and
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knowledge that potentially can or should be applied in the production of
goods or the rendering of useful services.
In fact, the success of any organization, including government
entities, is nothing more or less than the sum total of activities and
success of the people who comprise the organization. (Miranda and
Miranda, 1987) Hence, there should be proper harnessing, mobilizing and
effective utilization of human assets – a task that is not easy to
accomplish. This task has thereby become an important responsibility of
personnel management to look forward, to perceive new opportunities in
unsatisfied and unfulfilled needs, and then to take action to make these
potential opportunities for service to the people become concrete and real.
In the face of adversity, the municipal government employees of
Manaoag are challenged to persevere for a work ethics needed in the
workplace. Strengthening the bonds that link and nurture a better superior-
subordinate relationship is the goal of every worker in the workplace.
With an enlightened leadership in the Municipality of Manaoag and
through the quality of interpersonal relationship, it is hoped that this study
will bring positive results – the rank-and-file employees in the Municipality
can exude high morale, productivity and job satisfaction. Such high morale
and job satisfaction will motivate them to exert their best in terms of talent,
skills, quantity and quality outputs.
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“Nurturing public service ethics, promoting bureaucratic excellence
and bolstering employee empowerment is improving morale and job
satisfaction.” (De Leon, 1998)
To bring quality of interpersonal relationship and improve job
satisfaction among employees in the Municipality of Manaoag is the
ultimate goal of this study.
In view of the above, it is hoped that this study would look into the
weak points to improve human relations and strengthen or enrich the
strong points in superior-subordinate relationship among the employees in
the Municipality.

Statement of the Problem

This study is intended to find out the interpersonal relationship and
job satisfaction of municipal government employees in the Municipality of
Manaoag, Pangasinan for the calendar year 2006. Specifically, it sought to
answer the following questions:
1. What is the socio-demographic profile of the municipal
government employees in the Municipality of Manaoag?
2. What is the level of quality of interpersonal relationship among
the municipal government employees in the different offices of the
Municipality of Manaoag?
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3. What is the level of job satisfaction of municipal government
employees in their respective offices?
4. What is the degree of seriousness of the problems encountered
by the municipal government employees relative to interpersonal
relationship?
5.What is the degree of seriousness of the problems encountered
by the municipal government employees relative to job satisfaction?
6. What is the difference in the level of quality of interpersonal
relationship, level of job satisfaction, degree of seriousness of the
problems encountered relative to interpersonal relationship and job
satisfaction as perceived by the respondents when categorized according
to the specified profile variables?

Objectives of the Study

This study was conducted to find out the interpersonal relationship
and job satisfaction of municipal government employees in the
Municipality of Manaoag, Pangasinan for the calendar year 2006.
The following are the specific objectives of the study:
1. To provide the socio-demographic profile of the municipal
government employees in the Municipality of Manaoag in terms of gender,
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

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civil status, age, educational attainment, length of service, office of
assignment, present position, and in-service trainings and seminars.
2. To determine the level of quality of interpersonal relationship
among the municipal government employees in the different offices of the

Municipality of Manaoag.
3. To determine the level of job satisfaction of the municipal
government employees in their respective offices.
4. To find out the degree of seriousness of the problems
encountered by the municipal government employees relative to
interpersonal relationship.
5.
To find out the degree of seriousness of the problems
encountered by the municipal government employees relative to job
satisfaction.
6.
To find out the difference in the level of quality of
interpersonal relationship, level of job satisfaction, degree of seriousness
of the problems encountered relative to interpersonal relationship and job
satisfaction when respondents are compared according to the specified
profile variables.

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Importance of the Study

The findings of this study will reveal the present interpersonal
relationship and job satisfaction of municipal government employees in the
Municipality of Manaoag, Pangasinan. This study will provide a record of
research data upon which to base the interpersonal relationship and job
satisfaction of these employees.

Employees’ interpersonal relationship and job satisfaction are
essential in the management of people and in the fulfillment of goals and
objectives of the agency and the whole Municipality as well.

Moreover, people work best when they are satisfied and happy.
According to Robbins (2003), for most employees, they get more out of
work than merely money or tangible achievements; their work also fills the
need for social interaction.

As such, in the conduct of the study, the response of the
respondents will reveal the level of quality of interpersonal relationship
among the municipal government employees and that the immediate
department heads will gain insights on better ways of dealing with the
rank-and-file employees and vice-versa.

In addition, the level of job satisfaction of the municipal government
employees in their respective offices would be the basis of the department
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heads to provide motivation or encouragement towards better
performance and satisfaction.

The municipal government employees, who are the beneficiaries of
the findings of this study, will make them aware on the degree of
seriousness of the problems they would encounter relative to interpersonal
relationship and job satisfaction in order to find means or solutions to
these problems for the improvement of their expected role and function in
the agency.

Furthermore, the researcher will gain invaluable insights and
experiences in conducting this study and to the researchers, may use the
findings for further evaluation on the interpersonal relationship and job
satisfaction among the municipal government employees in the
Municipality of Manaoag in particular.

Finally, the result would serve an important contribution in the field
of research.

Scope and Delimitation of the Study

This study focused on the interpersonal relationship and job
satisfaction of municipal government employees in the Municipality of
Manaoag for the calendar year 2006.
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The respondents of the study are 87 municipal government
employees permanently assigned in the 11 different offices in the
Municipality of Manaoag for the calendar year 2006. These offices include
Office of the Municipal Mayor, Office of the Sangguniang Bayan, Office of
the Municipal Engineer, Office of the Municipal Assessor, Office of the
Municipal Budget Officer, Office of the Municipal Planning and
Development Coordinator, Office of the Municipal Treasurer, Office of the
Municipal Accountant, Office of the Municipal Social Welfare and
Development Officer, Office of the Municipal Agriculturist, and Office of the
Municipal Rural Health Physician.

Covered in the study are the socio-demographic profile of the
municipal government employees in terms of gender, civil status, age,
educational attainment, length of service, office of assignment, present
position, and in-service trainings and seminars; the level of quality of
interpersonal relationship among the municipal government employees in
the 11 different offices of the Municipality of Manaoag; the level of job
satisfaction of these employees in their respective offices; the relationship
between the level of quality of interpersonal relationship and the level of
job satisfaction; the degree of seriousness of the problems encountered
by the said employees; and the difference in the level of quality of
interpersonal relationship, level of job satisfaction, degree of seriousness
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of problems encountered relative to interpersonal relationship and job
satisfaction when respondents are compared according to the specified
profile variables.

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REVIEW OF LITERATURE

This chapter presents the related literature and studies pertaining to
interpersonal relationship and job satisfaction, which manifest relevant
findings, theories and various ideas from articles, studies conducted, and
other sources considered relevant to the study.

Level of Quality of Interpersonal Relationship

The most important things in the world, to us, are the things we
believe that we need. Need affects opinions, attitudes, and viewpoints.
Generally, people are more aware of unfulfilled needs than those ones
that are consistently met.

As mentioned by Corpuz (2000), the important tool in dealing with
people is the recognition that although what they do is likely to differ, the
underlying reasons are for their doing anything are very similar. These
reasons, incidentally called motives or needs.

An article from Burt Goldman’s latest book, “The Power of Self
Mind Control” stated that, a good relationship is a mutual filling of needs
and the key to a good interpersonal relationship is simple once you
understand the role that needs play in making a relationship weak,
moderate, average, or strong. He also mentioned that when two people
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have strong needs and each fills the other’s needs, there is a powerful
interpersonal relationship. http://www.selfgrowth.com.

According to Zaiss (2002) connected to others through power and
control is in the background of almost all of ones interactions whether they
want to accept it or not. One fundamental premise of the power and
control context is that in the arena of interpersonal relationships, losers
resent winners. This resentment manifests itself in through the flight, flight,
and submits options. It is this resentment inside of their relationships that
undermines personal effectiveness, family harmony, organizational
productivity, community problem-solving and international peace,
cooperation and stability.

Although working relationships can be understood in the context on
interpersonal relationships, involving changes of social context and norms
between partners, they are clearly distinguished from ordinary
interpersonal relationships, in that they are based upon the shared goal of
task achievement. In building an interpersonal relationship, people start
from first impressions. Likewise, building working relationships entails a
high level of uncertainty in the process of negotiating work expectations
and understanding social behaviors and context among the people
involved. http://jcmc.indiana.edu/vol10/issue4/cho.htm
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As Richard T. De George mentioned in the book of Leveriza (1993),
“Interpersonal relations involves the entire spectrum of human behavior”.
They can create the situations that foster harmonious relationship among
people in their organization based on the principles of equality and mutual
respect. One must look at interpersonal relationship from a broader social
angle.

In Philippine society, getting along with others in a respectful
manner is a highly valued style of action. In situations where it is, or may
become, difficult for two or more people to attain smooth interaction,
someone in that group will be likely to engage in one or more of the
following attempt to preserve smooth interpersonal relationships such as:
concession, euphemism, employment of a go-between, or gift-giving.
(Pilar and Rodriguez, 1981)

The establishment of long-cherished human bonds of relationship
by Leveriza (1993) could be a good beginning in this direction. It could
provide new appreciation for the sacredness of human relationship a fire
which burns into the nights of humanity.

Frost (2003) stated that lack of compassion or the inability or
unwillingness to empathize with the plight of another and then to act
accordingly, impairs all kinds of relationships. The dynamic can occur
between co-workers, For example, a co-worker blind to the emotional
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plight of a colleague struggling with conflicts at home, might criticize his
attendance record or his effort at work.

According to Azanza (2000)
interaction with peers on the job is considered vital in performance. This is
due to the recognition that one is doing work in a human environment
where harmony of relationships must prevail in order to secure
cooperation and coordination.

From the concept pointed out by Pendaliday (1983), interpersonal
relationships may result to desirable work values and may have an
enhancing effect on performance.

According to Feraren (1999) in order to establish a smooth
interpersonal relationship with his or her members, the department head
should have the following values: (a) sense of justice or fairness, (b)
objectivity, (c) dedication, (d) loyalty, (e) honesty, (f) understanding, and
(g) professionalism.

Good human relations, employee-employer relationship, employee-
supervisor relationship, and other related concepts such as effective
leadership and management, good communication, and ethics, social and
moral responsibility are all essential in promoting and strengthening the
quality of interpersonal relationship among employees in an organization
or agency.
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People behave differently because of their uniquely different
backgrounds and personalities. Each person is a distinct individual. But to
understand human relation you must first know why people do things
before you can predict what they will do (Bittel, 1990).

Miranda and Miranda (1987) defined human relations embodies the
interrelations of people within a group working toward the accomplishment
of a common goal. Human relations place emphasis on the individual
rather than on the end to be accomplished and recognize the need for the
satisfaction of certain wants and desires of the individual.

Leveriza (1993) said that the most important in management
perspective is that no one escapes human relationship in an organization.
Its effects are both personal and organizational and they affect
organizational effectiveness, as human relations skill is essential to
effective administration in all levels of the organization. An individual with
highly developed skill in human relation is expected to be fully aware not
only of his own attitudes, assumptions, beliefs, and values.

Peters (1963) pointed out that the main focus of any group has its
roots in human relationships. There are circumstances that inevitably
demand a consideration of involvement. One’s personal awareness,
personal commitment to human values and beliefs are necessary in
working and sharing with others.
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On attitudes and feelings, Dubrin (1990) stated that in an ideal
world, everyone would receive salary increase, promotion and other job
rewards based strictly on merit. But in real life, the most important factors
can be the special initiative you display and the relationship you develop
with your boss.

According to Gibson et al. (2000), attitudes provide the emotional
basis of interpersonal relations and identification with others and the
aspect of values occurs when the interpersonal activities of managers
bring them into a confrontation with different and potentially contradictory
values.

The existence of employee-employer relationship is determined by
the presence of the following elements, namely: (a) selection and
engagement of the employee; (b) payment of wages; (c) power to dismiss;
and (d) power to control the employee’s conduct. (Azucena, 1999)

As a responsible supervisor, he strives for harmonious relationships
with your employees and with the others whom he associates. According
to Bittel (1990), a supervisor strengthen their contribution to the
management process by developing their technical, administrative, and
human relation skills – a knowledge of human behavior and an ability to
work effectively with individuals and groups, peers, and superiors as well
as subordinates.
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As mentioned by Martinez (1973), the necessity of working directly
with and through people is common to every supervisor’s work. The
supervisor must meet people as workers, managers, and customers in a
great variety of situations to which he must be able to adapt rapidly and
effectively. The supervisor’s interaction with people involves a complex
network of relationships with his subordinates as individuals and as a
team.

Miranda and Miranda (1987) further explained that a supervisor
being the liaison between management and the employees should be
deeply endowed with good human relations. He should be able to cement
close relations between these two partners whose interests are
complimentary and not antagonistic. Because according to Martinez
(1973), a supervisor’s social relations with subordinates are very
important. He should be fair in his dealings with them. He should
remember that consideration is an art that he can never be too big to
practice. Therefore, according to Elesterio (1994), the relationship must be
harmoniously based on justice and charity.

Generally, leadership is defined simply as influence, or the art or
process of influencing people so that they strive willingly and
enthusiastically toward the accomplishment of group goals. According to
George (1964) among characteristics that most good leaders appear to
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show are the following: (1) The desire to excel. He must always be in the
lead, and is a self-starting individual who is willing to engage in long hours
and hard work to achieve success. (2) A sense of responsibility. A leader
is not afraid to seek, accept, and faithfully discharge responsibility. (3) A
capacity of work. Good leaders are willing to accept the demands of
success long hours and hard work. (4) A feel for good human relations.
Leaders study and analyze their followers. (5) A contagious enthusiasm.
Good leaders should impart and take on a new sense of adventure and
enthusiasm.

According to Denhardt (1994), the ability to work effectively with
other people is absolutely central for the public manager. To persuade
people on issues, to encourage and motivate employees, to represent
your organization well before external groups – these and many other
interpersonal skills contribute to one’s success as a public manager.

Gibson et al. (2000) cited that some of the important abilities
associated with leadership effectiveness include the ability to get along
with others. This interpersonal skill includes persuasiveness, tact, and
diplomacy. These abilities no doubt vary in importance from situation to
situation, but research confirms their importance in most leader-follower
situations.
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The leader’s relationship with his people cannot be measured by
organizational policies and standards only; he also uses human relations
skills to determine their attitudes, behavior, and aspirations. (Leveriza,
1983)

Knudson (1963) identified the following important internal forces
that affect a person’s leadership abilities: (a) his value system including
his attitudes towards organizational efficiency, personal growth of
subordinates, and allocation of responsibility; (b) his confidence in his
subordinates; (c) his own leadership inclinations; and (d) his feelings of
security in an uncertain situation.

A supervisor may acquire and develop the skills required for
effective leadership. According to Bittel (1990), most people will agree that
good leaders have mastered the following skills like persuasion which is
the ability to assemble and present to others a good case for what you
think should be done; the influence to exert power over others.
Supervisors for example, have the power and authority of their position
and rapport is the art of creating among others a willingness to cooperate.
It has a great deal to do with what behavior scientists call “interpersonal
skills.” It requires a deep understanding of motivation and the ability to
perceive the needs of others.
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Tanedo (1980) gave emphasis on leadership roles and human
relations which are generally well performed by the subjects of his study.
He stressed that a good leadership demands good public relations.

In every single management task in local government is the main
resource in carrying out that task is the staff. In some parts of local
government there may be some important and expensive machines and
everywhere there are offices and buildings with information technology
equipment, but without the staff nothing at all can be achieved. So, the
development of strategy depends upon manager’s ability to motivate and
develop their staff. (Corrigan, 1999)

Management is characterized by an emphasis on a genuine
concern and respect for employees as human beings and on the
maintenance of effective relationship within a work group. (Bittel, 1990)

Moreover, management skills alone do not make a good manager.
One cannot understand the management of organizations without
understanding human relationship of people. A manager, in considering
interpersonal relationship, should not overlook the fact that an
organization is created to accomplish organizational goals and he
occupies his position to attain these objectives with the support of his
people. (Leveriza, 1993)
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It is important for management to get results from or through other
people but management cannot expect untrained people to produce
results. Superiors should spell out their expectations of their subordinates
and, where necessary train them properly so that these subordinates can
perform as expected. People work best when they are satisfied and
happy. They are more effective when they themselves set their own goals
rather than when they merely react to problems. (Cariño, 1995)

As stated by Lussier (2000), organizations are looking for
employees with good general management skills because enlightened
management is rare in conventional practice. The skills to get along and
communicate well with people have become rare in organizations. Much
more, manager’s skills of having business knowledge, leadership abilities,
sound judgment and planning and setting abilities are now becoming rare
among managers.

With this, some management theorists propose a long list of skills,
but the necessary skills for managing a department or an organization can
be summarized in three (3) categories according to Lussier (2000):

First, conceptual skills are the cognitive ability to see the
organization as a whole and the relationship among its parts. It involves
the manager’s thinking, information processing, and planning abilities.
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They must perceive significant elements in a situation broad and
conceptual pattern.
Next, the human skills are the manager’s ability to work with and
through other people and to work effectively as a group member. These
skills are demonstrated in the way a manager relates to other people,
including the ability to motivate, facilitate, coordinate, lead, communicate,
and resolve conflicts. Managers with human skills allow subordinate to
express themselves without fear of ridicule and encourage participation.
The third is the technical skills. It is the understanding of proficiency
in the performance of specific tasks. This includes specialized knowledge,
analytical ability, and the competent use of tools and techniques to solve
the problems in that specific discipline. Many managers get promoted to
their first management job by having excellent technical skills.

Communication is sharing of information between two or more
individuals or groups to reach a common understanding. As stated by
Jones (2003), good communication is necessary for managers to learn
about new technologies, implement them in their organizations and train
workers in how to use them, as well as, subordinates need to
communicate quality problems and suggestions for increasing quality to
their superiors, and members of self-managed work teams need to share
their ideas for improving quality with each other.
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Effective
communication
helps develop positive working
relationships with both a supervisor’s boss and employees. Being a
straight shooter, acting in good faith, building mutual confidence,
welcoming employee’s ideas and having a respective attitude are all
powerful foundations on which employees will learn to trust you. Being
direct, open and honest in all your conversations will help employees view
him as a reliable source of information. (Bittel, 1990)

In addition, effective management is finding a successful means of
communicating ideas to other people within the organization. Claude S.
George, Jr. explained it in the book of Leveriza (1993) in this manner:

“In as much as an organization is developed to aid in
accomplishing an objective, a good communication system is
necessary if all employees are to know what to do to aid in
reaching this objective. In fact, one of the most immediate and
costly results of poor organization is the breakdown of intra-
organizational communication, and the resulting loss of an
integrated operating system.”

As mentioned by Lawton (2000), individuals engage in a range of
relationships located within a set of organizational and societal practices.
In dealing with a citizen, a client or a customer is three very different
activities and involves different sorts of relationships that need to be
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recognized because it must be concerned with ethical principles that
reflect and are reflected in societ

al and organizational practices.

Cariño (1995) also gave emphasis on the role of ethical values and
moral responsibility in management that cannot be emphasized enough.
Ethical values and moral responsibility include: (a) work ethics, (b)
honesty, integrity, morality and delicadeza, (c) basic beliefs aspirations
and system of priorities of the decision makers, (d) attitude towards the
employees, customers, suppliers and stockholders of the firm, and (e)
commitment to the production of a quality product.

According to Azanza (2000), the ethical behavior of the worker is
part of performance. The use of office time to do personal business is
unethical. The act may not lead to any administrative action being taken
by management but this will be remembered when evaluation of
performance is made.
Moral responsibility is clearly viewed by Williams (1960) as an
assumption of a role by every member of a given society. The individual
discharges specific functions and has certain obligations to fulfill according
to the expectations by the group. In discharging his duties, he follows a
certain code of his society, which he believes will bring him and any act
that is injurious to the welfare of his group and which characterizes him as
a person who has rounded character and is morally responsible.
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Gorospe (1974) further stated that moral life is a continuing
relationship and is a way of believing fully a person in relation to other
person.

Theories of Interpersonal Relationship

The following are the theories of interpersonal relationships
identified in an article from http://en.wikipedia.org/wiki/interpersonal
relationships.
1.
Social
psychology has several approaches to the subject of
interpersonal relationships, among them closure and also trust, as trust
between parties can be mutual. This may lead to enduring relationships.
2. Social exchange theory interprets relationships in terms of
exchanged benefits. The way people feel about relationships will be
influenced by the rewards of the relationship, as well as rewards they may
potentially receive in alternate relationships.

3. Systemic coaching analyzes relationships as expressions of the
human need to love and be loved. Relationships can be confused by
transferences, entanglements and substitution. Systemic coaching offers
solutions for many relationship difficulties.
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4. Equity theory is based on criticism of social exchange theory.
Proponents argue that people care more than just maximizing rewards,
they also want fairness and equity in their relationships.

5. Relational dialectics is based on the idea that a relationship is
not a static entity. Instead, a relationship is a continuing process, always
changing. There is constant tension as three main issues are negotiated:
autonomy vs. connection, novelty vs. predictability, and openness vs.
closedness.

6. Attachment styles are a completely different way of analyzing
relationships. Proponents of this view argue that attachment styles
developed in childhood continue to be influential throughout adulthood,
influencing the roles people take on in relationships.

7.
Socionics and some other theories of psychological compatibility
consider interpersonal relationships as at least partly dependent on
psychological types of partners.

Level of Job Satisfaction

Different authors have given their definitions, ideas, and studies
conducted pertaining to the level of job satisfaction of an employee in an
organization or agency that evidently associate with the relevant theories
or models of job satisfaction.
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As defined by Robbins (2003), job satisfaction refers to an
individual’s general attitude toward his or her job. A person with a high
level of job satisfaction holds positive attitudes toward the job; a person
who is dissatisfied with his or her job holds negative attitudes about the
job. When people speak of employee attitudes, more often than not they
mean job satisfaction.

George and Jones (2005) also gives a brief definition of job
satisfaction is the collection of feelings and beliefs that people have about
their current jobs. A similar definition of job satisfaction defined by Bush
and Middlewood (2005) implies an attitude or internal state, which is
associated with the work an employee currently does.

In like manner, Gibson et al. (2000) defined job satisfaction as an
attitude that individuals have about their jobs as a result of their perception
of their jobs.

Further, Schermerhorn (1996) defined job satisfaction as the
degree to which an individual feels positively or negatively about various
aspects of the job. It represents the personal meaning or perceived quality
of one’s job and associated work experiences. Satisfaction is gauged by
identifying the strength of a need then comparing the need strength to the
amount of fulfillment provided satisfaction equals the strength or desire for
a need.
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Harris (2002) for example, claimed that employees whose needs
are being met and whose continuing desires are promised future
fulfillment are likely to want to say with an organization. The degree of
fulfillment of the past and the existing needs is also a method for
measuring personal satisfaction.

Zaiss (2002) stated that people desire greater satisfaction,
enjoyment, and accomplishment from their relationships at home and at
work. In the workplace, most of them are capable of producing far more
than others do. Some leave work feeling they could have accomplished
more. Everyday they see committed and talented people, frustrated and
thwarted in their attempts to achieve organizational and personal goals.

As pointed out by Frost (2003), there can even be feelings of
satisfaction and pride if one sees the pain as the necessary price to
accomplishing some valued outcome in the long run. For example, when a
work team reaches its target, creating a break through product after
working around organizational roadblocks, turf battles, and
misunderstandings, the distress felt along the way is considered worth it.
The team needs to feel hope along the way – confidence and belief in the
work and achieve-ability of the goal.

According to Azanza (2000), there is a relationship between job
satisfaction and performance. Low job satisfaction is translated to low
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performance. In fact the suspicion by management of low job satisfaction
of the worker is confirmed when performance rating falls. The action of
management can be made on time and more incisively when the factors of
job satisfaction are assessed on their impact on job performance.

Bittel (1990) said that monitoring job satisfaction is both important
to the supervisor and the Human Resource Department. The effects of
many human resource strategies are examined with respect to their
impact on job satisfaction.

In government, many staff members of the local public service are
being left behind professionally, because they have not been given the
opportunity to upgrade their qualifications or increase their job knowledge
through training and staff development. (Padilla, 1998) However, a
promotion need not always involve a pay raise but it may involve either an
improvement in the employee’s status, in his chances for advancement, or
in greater job satisfaction, or better working conditions. (Sison, 1991)
Similarly, individuals who perceive that promotion decisions are made in a
fair and just manner are likely to experience satisfaction from their jobs
(Robbins, 2003).

The evidence indicated that the most important factors conducive to
job satisfaction are mentally challenging work, equitable rewards,
supportive working conditions, and supportive colleagues. Employees are
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concerned with their work environment for both personal comfort and
facilitating doing a good job. They prefer physical surroundings that are
safe, comfortable, clean, and have a minimum degree of distractions.
(Robbins, 2003). He further stated that, employees tend to prefer jobs that
give them opportunities to use their skills and abilities and offer a variety of
tasks, freedom and feedback on how well they are doing. Jobs that have
little challenge create boredom but too much challenge creates frustration,
feelings of failure. Under conditions of moderate challenge, most
employees will experience pleasure and satisfaction. But for most
employees, they get more out of work than merely money or tangible
achievements; their work also fills the need for social interaction.
Therefore, having friendly and supportive co-workers may lead to
increased job satisfaction.
A person, according to Frac (2002), who seeks satisfaction in one
need area and does not find it, is likely to experience frustration.

Frustration is viewed to be endemic

in an organizational life bec

ause of

the existence of a hierarchy of competition and constraints on human
behavior.

According to Rosenbloom and Kravchuk (2005), satisfied workers
usually work harder and better than frustrated ones.
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Job satisfaction according to Ivancevich and Matteson (1999)
depends on the levels of intrinsic and extrinsic outcomes and how the
jobholder views those outcomes. For some people, responsible and
challenging work may have neutral or even negative value depending
upon their education and prior experience with work providing intrinsic
outcomes. For other people, such work outcomes may have high positive
values. People differ in the importance they attach to job outcomes. Those
differences alone would account for different levels of job satisfaction for
essentially the same job tasks. People differ in the extent that: (a) work is
a central life interest, (b) they actively participate in work, (c) they perceive
work as central to self-esteem, and (d) they perceive work as consistent
with self-concept.

As mentioned by Gibson et al. (2000), individuals also receive or
derive intrinsic rewards from the job. To the extent that rewards are
adequate and equitable, the individual achieves a level of job satisfaction.

On the other hand, individuals have differing perceptions of their
work and seek satisfaction from it in different ways. Bittel (1990) further
identified the five factors influencing the way people perceive things
including their jobs or work they do: (a) past experience with similar work,
(b) assumptions about the motivation of others, (c) expectations about
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what will happen, (d) the reliability of information, and (e) the present state
of mind.

Specifically, job satisfaction Schermerhorn (1996) often reflects
attitudes toward such aspects of one’s work as pay, tasks, supervision,
co-workers, work setting, and advancement opportunities.

George and Jones (2005) stated that people’s levels or degrees of
job satisfaction could range from extreme satisfaction to extreme
dissatisfaction. In addition to having attitudes about their jobs as a whole,
people also can have attitudes about various aspects of their jobs such as
the kind of work they do, co-workers, supervisors or subordinates, and
their pay.
According to Robbins (2003), when pay is seen as fair,
based on job demands, individual skill level and community pay standards
satisfaction is likely to result.

George and Jones (2005) further identified four factors affecting
the level of job satisfaction a person experiences: (a) personality, (b)
values, (c) work situation, and (d) social influence. While numerous
dimensions have been associated with job satisfaction according to
Gibson (2000), five in particular have crucial characteristics like: (a) pay,
(b) job, (c) promotion opportunities, (d) supervisor, and (e) co-workers.

On the other hand, the following determinants of job
satisfaction/dissatisfaction according to Hertzberg as enumerated in the
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book of Thomson (1998) are as follows: achievement, recognition, the
nature of work itself, responsibility, advancement, policy, supervision,
salary, working conditions, and interpersonal relationships.

As suggested by Frase (1992) in the book of Bush and Middlewood
(2005), the greatest satisfaction comes from doing a good job but this
satisfaction is not the cause of doing a good job. Improved performance
leads to improve learning and improved learning results in greater
employee satisfaction. Further, according to Frase (1992), the factors
influencing job satisfaction are the following: (a) individual factors, (b)
social factors, (c) organizational factors, and (d) cultural factors.

According to McShane and Von Glinow (2000), job satisfaction
represents a person’s evaluation of his or her job and work context. It is an
appraisal of the perceived job characteristics and emotional experiences
at work. Satisfied employees have a favorable evaluation of their job,
based on their observations and emotional experiences.

For Filipinos, Andres (1981) cited the findings of Dr. Ramirez on the
reasons of vital importance in work satisfaction as follows: (a) the Filipino
worker expects to be treated as an individual with dignity; (b) he wants to
carry an open communication and gets feedback from the ones he works
with; (c) in the context of performance appraisals, he wants to be rated
high because the benefits of recognition and promotion go with it; (d) he
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wants to be given credit for any participation which results to the
productivity of the organization; (e) he works with co-workers who are
socially supportive; and (f) he wants to be involved in challenging tasks
which provide calculated risks but he is resistant to change when new
behavior is required from him which he is not ready for.

As stated in the book of Leveriza (1963), the study of Lyman W.
Porter and Edward E. Lawler III made three significant qualifying
statements. Their study has shown that: (1) job satisfaction is often
associated with high performance; (2) high satisfaction is associated with
low employee turnover and absenteeism; (3) it may be more fruitful to
think about job satisfaction as a result rather than as a sense of high job
performance.

In addition, research findings suggested that a satisfied worker is
not necessarily a higher performer. Although job satisfaction does not
influence quantity and quality performance, it does influence citizenship
behaviors, turnover, absenteeism, and preferences (Gibson et al, 2000).

Theories of Job Satisfaction

There are many theories or models of job satisfaction. Each of
them takes into account one or more of the four main determinant of job
satisfaction and as discussed by George and Jones (2005), four of the
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most influential theories may help us understand the various aspects of
job satisfaction by highlighting the factors and issues managers need to
consider in enhancing satisfaction levels of their subordinates.
1. The Facet Model focuses primarily on work situation factors by
breaking a job into its component elements, or job facts, and looking at
how satisfied employees are with each facet like ability utilization,
achievement, activity, advancement, authority, company policies and
practices, compensation, co-workers, creativity, independence, moral
values, recognition, responsibility, security, social service, social status,
human relation, and technical supervision, variety and working conditions.
The facet model is useful because it forces managers and researchers to
recognize that jobs affect employees in multiple ways and strongly
influences an employee’s job satisfaction.
2. Herzberg’s Motivator-Hygiene Theory focuses on the effects of
certain types of job facts on job satisfaction. Herzberg theory proposes
that every employee has two sets of needs or requirements: motivator
needs and hygiene needs. Motivator needs are associated with the actual
work itself and how challenging it is while Hygiene needs are associated
with the physical and psychological context in which the work is
performed. According to Herzberg, an employee can be both satisfied and
dissatisfied with his or her job at the same time.
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3. The Discrepancy Model is based on a simple idea. To determine
how satisfied they are with their jobs, employees compare their job to
some “ideal job”. This ideal job could be what one thinks the job should be
like, what one expected the job to be like, what one wants from a job, or
what one’s former job was like. This model is useful because they take
into account that people often take a comparative approach to evaluation.
This can help them make meaningful changes to increase the level of job
satisfaction their subordinates are experiencing.
4. The Steady-State Theory suggests that each employee has a
typical, or characteristics level of job satisfaction, called the steady state or
equilibrium level. For example, receiving a promotion and raise may
temporarily boost an employee level of job satisfaction, but eventually it
will return to the equilibrium level.

Problems Encountered

Various authors have given their definitions, ideas, and studies
conducted relative to interpersonal relationship and job satisfaction
according to their area of specialization and some authors have also come
up with the problems that most employees usually encountered relative to
interpersonal relationship and job satisfaction.

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Problems Encountered Relative to
Interpersonal Relationship

According to the article written by Burt Goldman, when the needs
are unfulfilled, the relationship changes and problem arise. When two
people have weak needs and each fills the other’s needs, there is a mild
relationship. When either person has a strong need or those needs are not
being filled, there is a poor relationship and when either weak needs has
and those needs are being filled, there is a mild relationship, but one
leaning more to the negative side than the positive.
http://www.selfgrowth.com

The problems that human individuality poses for interpersonal
relationships lead logically to a study of communication. This may be seen
as an extension of the study of the nature of individuals and their
relationships with each other, the problems that human individuality
creates, and the extent to which these barriers can be reduced. (Tyson
and York, 1996)

According to McShane and Von Glinow (2000), the interaction with
others produces interpersonal stressors, including poor supervision, office
politics, and conflict with co-workers and clients. Interpersonal stressors
will likely become more diverse and as organization rely more on teams
than individuals working alone to perform the work.
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Differences and conflicts inevitably arise in public organizations.
Finding a way to equitably resolve differences is a key interpersonal skill
of public managers. Some problems are relatively minor; others are quite
substantial. (Denhardt, 1994)

Problems Encountered Relative
to Job Satisfaction

From the website http://www.upperbay.org/employee.htm indicated
that, there are some employees who experience low job satisfaction
because their jobs are defined too narrowly. Often changing the focus of a
job can boost satisfaction. For instance, for frontline staff such as
receptionists or supermarket checkers, request that they smile at every
customer. Adding this specific focus to a frontline job actually boosts
satisfaction with it.

As discussed by George and Jones (2005), based on the
discrepancy model of job satisfaction, when employees’ expectations
about their ideal job are high, and when these expectations are not met,
employees will be dissatisfied.

According to Thomson (1998), the problem in the workplace is one
of the difficulties about establishing whether harassment is taking place.
Harassment, however is a very real issue in the workplace and is not
confined to minority groups. It is unacceptable if it is behavior that another
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individual finds unwanted, unreasonable, offensive, humiliating,
intimidating, and hostile.

If an organization has not established formal channels of open
communication between senior management and all other levels, the risk
of a prolonged and very damaging crisis is much greater (Barton, 2000).

Complaints and grievances according to Andres (1991) are rooted
in individual differences. Most grievances arise from failure of the
employees to derive satisfaction from their jobs, from a threat to their
security on the job, from failure of the supervisors to understand them, or
from an employee’s maladjustment.

Conceptual Framework

Both interpersonal relationship and job satisfaction in the workplace
begin with the employees. In this way, the employees are encouraged to
render the agency the best service they are capable of and possess the
quality of interpersonal relationship they have.

In the book of Schermerhorn (1996), McClelland noted that people
high in need for affiliation seek companionship, social approval, and
satisfying interpersonal relationship. Their work preferences involve
special interest in work that involves interpersonal relationship and work
that brings social approval.
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Bittel and Newstrom (1990) cited that Maslow’s greatest insight was
the realization that once a need is satisfied, it will no longer motivate a
person to greater effort. If a person has what is required in the way of job
security, for example, offering more of it such as guaranteeing
employment for the next five years will normally not cause a person to
work any harder. The supervisor who wishes to see greater effort
generated will have to move to an unsat

isfied need, s

uch as the desire to

be with other people on the job if the employee is to be expected to work
harder as a result.

The paradigm of the study (Fig. 1) shows the three (3) variables:
independent variable, dependent variable, and the intervening variable.
The independent variable includes the respondent’s socio-demographic
profile in terms of gender, civil status, age, educational attainment, length
of service, present position, office of assignment, and in-service trainings
and seminars.

The dependent variables include the perceived level of job
satisfaction and the level of quality of interpersonal relationship. Both will
be measured on a five-point scale where:

5
–
excellent / very highly satisfied

4
–
very satisfactory / highly satisfied
3
–

satisfactory
/ moderately satisfied
Interpersonal Relationship and Job Satisfaction of Municipal Government
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INDEPENDENT
INTERVENING DEPENDENT
VARIABLES

VARIABLES VARIABLES

Respondents Profile:

- gender

- civil status

Level of

- age
Relationship
Quality of
- educational
by
Interpersonal

attainment
Consanguinity
Relationship
- length of
, Affinity,

service
Religious and

- office of
Political

assignment
Affiliations
Level of Job
- present

Satisfaction

position

- in-service

trainings/semi
Economic

nars
Status
Degree of

Indicators of:

Seriousness of
a. Quality of

Problems

interpersonal

relative to
Relationship
Social Status
Interpersonal

b. Job
Relationship
Satisfaction
and Job

c. Problems on
Satisfaction
interpersonal

relationship

and job

satisfaction

Figure 1. Paradigm of the study showing the relationship of
variables

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42

2
–
fair / slightly satisfied

1
–
poor / not satisfied

Under the intervening variable is the degree of seriousness of
problems encountered relative to interpersonal relationship and job
satisfaction of the respondents. These problems could either be very
serious, serious, moderately serious, slightly serious, and not serious.

Definition of Terms

The following terms are defined operationally:
Civil Status identifies the respondents as single, married or
widow/er.
Degree of Seriousness means that the problems encountered by
the municipal government employees could either be “very serious,
serious, not serious, not so serious, or not a problem at all”.
Educational Attainment refers to the highest level of educational
attainment of the respondents.
Ethics is the act of knowing what is good or bad, fair or unfair, just
or unjust through moral behavior of the employees in a specific scenario in
the agency.
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Good Communication is a manner of sharing ideas and information
effectively between two or more individuals within the organization or
agency in order to reach a common understanding.
Human Relation is a harmonious interaction between and among
municipal government employees by way of treating each other as human
beings having worth and dignity. It is a sympathetic understanding and
helpful attitude of one’s heart and spirit.
Interpersonal Relationship is a deep understanding among the
municipal government employees established through personal,
professional, and social relations wherein a system of shared expectations
and modes of adjustments is developed in order to reach a common goal.
In-Service Trainings/Seminars refers to the trainings and seminars
attended by the municipal government employees-respondents while in-
service in order to improve their efficiency and growth.

Job Satisfaction is the fulfillment of needs in one’s job from various
aspects of the job task, the workplace, and the employee himself or
herself.
Leadership is the art of inspiring others using the different
leadership skills so that they strive willingly and enthusiastically toward
good interpersonal relationships and job satisfaction among
members/employees and accomplishment of group goals and objectives.
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Length of Service refers to the number of years of service rendered
by the respondents in the municipality of Manaoag. It is divided into three
groups: (a) 1-10 years, (b) 11-20 years, and (c) 21-30 years.
Level of Job Satisfaction means that an employee could either be
“very highly satisfied, highly satisfied, moderately satisfied, slightly
satisfied, or not satisfied” in his or her present job.
Level of Quality refers to the employee’s perception regarding the
quality of interpersonal relationship, which could either be “excellent, very
satisfactory, satisfactory, fair, or poor”.
Management is the process of managing people in an organization
or agency through the use of the different skills and qualities of a good
manager in order to have an effective and harmonious working
relationship between and among employees, supervisors, and superiors.
Moral Responsibility refers to the roles, functions, and moral
obligations expected to a responsible employee inside and outside the
organization or agency.
Office of Assignment is the place or agency where the municipal
government employee is assigned.
Problems Encountered refers to the problems that the municipal
government employees usually encounter relative to interpersonal
relationship and job satisfaction.
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Related Concepts refer to the concepts related to interpersonal
relationship and job satisfaction that contributes to the significance in the
conduct of the study.
Related Studies refer to the studies related to interpersonal
relationship and job satisfaction of employees that adds significance in the
conduct of the study.
Respondents/Employees refer to the municipal government
employees assigned in different government offices of the municipality of
Manaoag whose status of appointment is permanent.

Hypotheses of the Study
The study is guided by the following hypotheses:
1. There is significant difference on the level of quality of
interpersonal relationship among the municipal government employee
respondents in the different offices of the Municipality of Manaoag.
2. There is significant difference on the level of job satisfaction of
municipal government employee respondents in their respective offices.
3. There is significant difference on the degree of seriousness of
the problems encountered by municipal government employee
respondents relative to interpersonal relationship.
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4. There is significant difference on the degree of seriousness of
problems encountered by municipal government employee respondents
relative to job satisfaction.

5. There is significant difference on the level of quality of
interpersonal relationship, level of job satisfaction, degree of seriousness
of the problems encountered relative to interpersonal relationship and job
satisfaction when respondents are compared according to the specified
profile variables

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METHODOLOGY

Locale and Time of the Study

The study was conducted in the Municipality of Manaoag, a four-
century old municipality of the province of Pangasinan and strategically
located at the central part of the said province. It is bounded in the North
by the Municipality of Pozorrubio, on the South by the first class City of
Urdaneta, on the east by the Municipality of Laoac and on the West by the
towns of San Jacinto and Mangaldan.

This study was conducted for calendar year 2006. It was conducted
in 11 different government offices in the Municipality of Manaoag as
follows: Office of the Municipal Mayor, Office of the Sangguniang Bayan,
Office of the Municipal Engineer, Office of the Municipal Assessor, Office
of the Municipal Budget Officer, Office of the Municipal Planning and
Development Coordinator, Office of the Municipal Treasurer, Office of the
Municipal Accountant, Office of the Municipal Social Welfare and
Development Officer, Office of the Municipal Agriculturist, and Office of the
Rural Health Physician.

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Figure 2. Map of Manaoag showing the locale of the study
Interpersonal Relationship and Job Satisfaction of Municipal Government
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49
Respondents of the Study

The respondents of the study consisted of 78 municipal
government employees of the Municipality of Manaoag shown in Table 1.
Although a total of 87 employees were the target respondents, only 78
answered the questionnaires.

Table 1. Respondents of the Study

=============================================================
NAME OF OFFICE
NUMBER OF RESPONDENTS
________________________________________________________________

Office of the Mayor
35
Office of the Sangguniang Bayan
6
Office of the Municipal Engineer
2
Office of the Municipal Assessor
3
Office of the Municipal Budget Officer
1
Office of the Municipal Planning and

Development Coordinator
3
Office of the Municipal Treasurer
8
Office of the Municipal Accountant
2
Office of the Municipal Social Welfare
2
and Development Officer

Office of the Municipal Agriculturist
7
Office of the Rural Health Physician
9
________________________________________________________________
Total 78
=============================================================

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Instrumentation

The primary data-gathering tool is the set of questionnaire. The
questionnaire of the respondents consisted of five parts.

Part I of the questionnaire contained the socio-demographic profile
of the respondents such as gender, civil status, age, highest educational
attainment, present position, office of assignment, length of service and in-
service trainings/seminars.

Part II and Part III, dealt with the employees’ level of quality of
interpersonal relationship and the level of job satisfaction. The
respondents were asked to check the number they felt closely described
the manner they perceived their interpersonal relationship and job
satisfaction using the five-point scale, where:
5
–
excellent / very highly satisfied

4
–
very satisfactory / highly satisfied
3
–

satisfactory
/ moderately satisfied

2
–
fair / slightly satisfied

1
–
poor / not satisfied

Part IV and Part V consisted of statements that helped the
respondents become aware on the degree of seriousness of the problems
encountered by them relative to interpersonal relationship and job
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

51
satisfaction. They were asked to check their answers using the five-point
scale, where:
5
–
Very Serious
4
–
Serious

3
–
Moderately Serious

2
–
Slightly Serious

1
–
Not Serious

Data Collection

In order to gather the data for this study, permission was asked
from the Municipal Mayor of Manaoag. The researcher was assisted by
the Department Heads of the 11 offices in the Municipality. A total of 87
copies was distributed and a total of 78 completely answered copies was
retrieved.

Data Analysis

The data were tabulated according to the specific problems. The
distribution of respondents according to their specified profile variables
were tabulated in frequencies and percentages. The distribution on the
various specified profile variables were inferentially tested using the Chi-
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

52
square test of contingency to find out if it differed significantly with the
uniform distribution.

With respect to the other specific problems investigating the quality
of interpersonal relationship, level of job satisfaction of municipal
government employees abd the degree of seriousness of the problems
encountered relative to interpersonal relationship and relative to job
satisfaction, weighted means for each problem were the descriptive
measures. The inferential test for the specified hypotheses of the study
was F-test using the one-way analysis of variance. The computation of
this particular test statistic was done through the use of the Statistical
Package for the Social Sciences (SPSS).

Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

53
RESULTS AND DISCUSSION

This portion presents the results and discussion of the data. It
included the description, analysis, and implications of the data gathered
and treated.

Respondents according to Specified Profile Variables

The profile of the respondents was described in terms of selected
variables such as gender, civil status, age, educational attainment, office
of assignment, length of service and in-service trainings/seminars
attended.

Table 2 presents the distribution of respondents according to their
profile in terms of specified variables.
In terms of gender, there were 52 or 66.70 percent females
compared to 26 or 33.30 percent males. The chi-square test showed
significantly more female employees.
With respect to civil status, there were 65 or 83.30 percent married
compared to nine or 11.50 percent single. Only four or 5.10 percent were
either widows or widowers. Again, there were significantly more married
employees compared to the number of respondents having single or
widowed civil status.
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

54
Table 2. Distribution of Respondents according to Specified Profile
Variables

===============================================================
GENDER FREQUENCY
PERCENTAGE
Male 26
33.3
Female 52
66.7
Total 78
100
CIVIL STATUS

Single 9
11.50
Married 65
83.30
Widow/Widower 4
5.10
Total 78
100
AGE

26-30 years old
3
3.80
31-35 years old
9
11.50
36-40 years old
14
17.90
41-45 years old
17
21.80
46-50 years old
19
24.40
51-55 years old
12
15.40
56-60 years old
4
5.10
Total 78
100
EDUCATIONAL ATTAINMENT

High School Graduate
10
12.80
Vocational/Technical Graduate
9
11.50
College Level
7
9.00
College Graduate
50
64.10
W/MS/MA Units
1
1.30
MS/MA Graduate
1
1.30
Total 78
100
OFFICE OF ASSIGNMENT

Mayor’ office
35
44.90
Sangguniang Bayan
6
7.70
Municipal Engineer
2
2.60
Municipal Assessors
3
3.80
Municipal Budget
1
1.30
Municipal Planning and Development
3
3.80
Municipal Treasurer
8
10.30
Municipal Accountant
2
2.60
MSWD 2
2.60
Municipal Agriculturist
7
9.00
Rural Health Physician
9
11.50
Total 78
100

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55
Table 2 continued…

LENGTH OF SERVICE

1-10 years
22
28.20
11-20 years
46
59.00
21-30 years
10
12.80
Total 78
100
IN-SERVICE TRAININGS/SEMINARS

Local 39
50.00
Provincial 10
12.80
Regional 13
16.70
National 13
16.70
International
3
3.80
__________________________________________________________________
Total
78
100
===============================================================

Regarding educational attainment, 50 or 64.10 percent were
college graduates compared to ten or 12.80 percent, nine or 11.50 percent
and seven or 9.00 percent high school graduates, vocational or technical
graduates and college level attainment, respectively. One respondent
earned graduate unit while another one graduated a master’s degree.
There were significantly more college graduate respondents compared to
respondents earning the other education levels.
In terms of office of assignment, 35 or 44.90 percent were
employees in the Mayor’s Office, nine or 11.50 percent were employees in
the Office of the Rural Health Physician, eight or 10.30 percent were in
Municipal Treasurer’s Office, seven or 9.00 percent were in Municipal
Agriculturist’s Office, six or 7.70 percent were employees in the
Sangguniang Bayan. There were three or less respondents each in the
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

56
other municipal offices. There were significantly more employees in the
Mayor’s Office compared to the number of respondents from the other
municipal offices.
The majority of respondents belonged to the 11 to 20 years length
of service employment with 46 or 59.00 percent followed by those who
belonged to the one year to not more than ten years length of service with
22 or 28.20 percent and ten or 12.80 percent of the respondents belonged
to the 21 to 30 years length of service. Again those who had 11 to 20
years stay in the government service were significantly more than those
who belonged to the other length of service categories.
In terms of types of in-service trainings/seminars attended, 39 or
50.00 percent of the respondents attended local trainings and seminars.
Thirteen or 16.70 percent each attended either regional or national
trainings while ten or 12.80 percent attended trainings and seminars on
the provincial level. Only three or 3.80 percent attended international
trainings/seminars.
According to Padilla (1998), in the government, many staff
members of the local public service are being left behind professionally,
because they have not been given the opportunity to upgrade their
qualifications or increase their job knowledge through training and staff
development.
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

57
Level of Quality of Interpersonal Relationship Among
Municipal Government Employees in the Different
Offices of the Municipality of Manaoag

The level of quality of interpersonal relationship among municipal
government employees in the Municipality of Manaoag, Pangasinan as
perceived by the respondents are shown in Table 3.
All the 21 specified indicators were given mean qualitative ratings
of Satisfactory with mean numerical ratings ranging from 2.97 for “
Cooperation and coordination “ and “ Using motivational techniques
towards development “ to 3.32, 3.33 and 3.34 for “ Employee-clientele
relationship”, “ Employee-supervisor relationship “ and “ Relationship with
co-employees “, respectively, The overall mean rating for level of quality of
interpersonal relationship was 3.09 or Satisfactory.
This result is supported by Peters (1963) who stressed that, the
main focus of any group has its roots in human relationships. There are
circumstances that inevitably demand a consideration of involvement.
One’s personal awareness, personal commitment to human values and
beliefs are necessary in working and sharing with others.
In addition, as a responsible supervisor, you strive for harmonious
relationships with your employees and with the others whom you
associate. In addition, according to Bittel (1990), supervisor strengthens
Interpersonal Relationship and Job Satisfaction of Municipal Government
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Table 3. Level of Quality of Interpersonal Relationship Among Municipal
Government Employees in the Different Offices of the Municipality of
Manaoag

========================================================
ITEMS ON INTERPERSONAL
WEIGHTED
DESCRIPTIVE
RELATIONSHIP
MEAN
EQUIVALENT
___________________________________________________________
1. Relationship with co-employees
3.40
Satisfactory
2. Employee-supervisor relationship
3.33
Satisfactory
3. Employee-clientele relationship
3.32
Satisfactory
4. Attitude of employee toward his or
3.22
Satisfactory
her work
5. Self-discipline and control 3.22
Satisfactory
6. Manners and conduct of employees
3.00
Satisfactory
7. Cooperation and coordination
2.97
Satisfactory
8. Work values of employees
3.00
Satisfactory
9. Respect for authority and co-
3.17
Satisfactory
employee
10. Social behavior among employees
3.05
Satisfactory
11. Fair and just treatment of
3.01
Satisfactory
employees
12. Understanding of one’s personal
3.06
Satisfactory
values and beliefs
13. Having good communication skills
3.01
Satisfactory
14. Using motivational technique
2.97
Satisfactory
toward development
15. Implementing effective
2.99
Satisfactory
management skills
16. Willingness of the employee in
3.05
Satisfactory
achieving agency’s goals and objectives
17. Ethically and morally responsible
3.03
Satisfactory
18. Persuasive, tact, and diplomacy
3.05
Satisfactory
19. Human relations competencies of
3.01
Satisfactory
employee
20. Aid the employee in time of need
3.00
Satisfactory
21. Acceptable grooming
3.04
Satisfactory
___________________________________________________________
Average Weighted Mean
3.09
Satisfactory
========================================================

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59
their contribution to the management process by developing their
technical, administrative, and human relation skills – a knowledge of
human behavior and an ability to work effectively with individuals and
groups, peers, and superiors as well as subordinates.
Corrigan (1999) further stressed that, in every single management
task in local government is the main resource in carrying out that task is
the staff. In some parts of local government, there may be some important
and expensive machines and everywhere, there are offices and buildings
with information technology equipment, but without the staff nothing at all
can be achieved. So, the development of strategy depends upon
manager’s ability to motivate and develop their staff.

Level of Job Satisfaction of Municipal
Government Employees in their
Respective Offices

Table 4 presents the level of job satisfaction of municipal
government employees in their respective offices. Specifically, the item
that led the group of variables on job satisfaction as shown by the
weighted mean is “Interaction and relationship with clientele, 3.15. This is
followed closely by “Competence of department head/supervisor in
making decisions”, 3.13; “Administrative support for service to clientele”

Interpersonal Relationship and Job Satisfaction of Municipal Government
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Table 4. Level of Job Satisfaction of Municipal Government Employees in
their Respective Offices

=================================================================
ITEMS ON JOB SATISFACTION
WEIGHTED
DESCRIPTIVE

MEAN
EQUIVALENT
_____________________________________________________________________
1. Prestige and authority of the job
3.06
Moderately Satisfied
2. Chance to make employee’s own ability
2.92
Moderately Satisfied
3. Chances in attending trainings and
2.72 Moderately
Satisfied
seminars
4. Opportunities for professional
2.64 Moderately
Satisfied
advancement
5. Opportunities for promotion
2.60
Moderately Satisfied
6. Giving recognition and rewards for a job
2.55 Moderately
Satisfied
well done
7. Safety and security of workplace
2.96
Moderately Satisfied
8. Participation of subordinates in making
2.90 Moderately
Satisfied
decisions
9. Competence of department
3.13 Moderately
Satisfied
head/supervisor in making decisions
10. Fairness in carrying out office policies
3.01 Moderately
Satisfied
and regulations
11. Quality leadership and management
3.04 Moderately
Satisfied
skills
12. Administrative support of employees
2.97
Moderately Satisfied
13. Administrative support for service to
3.08 Moderately
Satisfied
clientele
14. Interaction and relationship among
3.08 Moderately
Satisfied
employees
15. Interaction and relationship with
3.15 Moderately
Satisfied
clientele
16. Fair and timely payment of salaries
2.78
Moderately Satisfied
17. Granting of welfare benefits
2.60
Moderately Satisfied
18. Healthy and comfortable working
2.90 Moderately
Satisfied
environment
19. Mobility in the workplace
2.74
Moderately Satisfied
20. Provision of materials needed to carry
2.64 Moderately
Satisfied
the job
_____________________________________________________________________
Average Weighted Mean
2.87
Moderately Satisfied
=================================================================

Interpersonal Relationship and Job Satisfaction of Municipal Government
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61
and “Interaction and relationship among employees”, 3.08 each; and the
least is “Giving recognition and rewards for a job well done”, 2.55.
In general, all the 20 items considered are rated as “Moderately
Satisfied”. This is corroborated by the average weighted mean of 2.87.
The result implies that the level of job satisfaction of municipal government
employees in Manaoag, Pangasinan is moderately satisfied. This further
implies that there is a need to heighten the level of job satisfaction among
the employees in this municipality.
Bittel (1990) said that, monitoring job satisfaction is both important
to the supervisor and the Human Resource Department. The effects of
many human resource strategies are examined with respect to their
impact on job satisfaction.
Robbins (2003) said that, the evidence indicated that the most
important factors conducive to job satisfaction are mentally challenging
work, equitable rewards, supportive working conditions, and supportive
colleagues. Because for most employees, they get more out of work than
merely money or tangible achievements; their work also fills the need for
social interaction. Therefore, having friendly and supportive co-workers
may lead to increased job satisfaction.

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Degree of Seriousness of Problems Encountered
by Municipal Government Employees Relative
to Interpersonal Relationship
Table 5 presents the degree of seriousness of problems
encountered by municipal government employees relative to interpersonal
relationship.
There are 15 items identified as problems relative to interpersonal
relationship. There are 4 items rated as “Moderately Serious” while the
rest are “Slightly Serious”. Those rated as “Moderately Serious” is led by
“Gossiping”, 2.68, followed by “Practicing graft and corruption”, 2.55;
“Unequal distribution of workload”, “Lack of cooperation and coordination”
with 2.54 each.
In general, the rating of the problems is 2.37, which means “Slightly
Serious”. This result implies that the problems encountered are slightly
serious. This further implies that the serious problems are still to be
identified.
According to the article written by Burt Goldman, when the needs
are unfulfilled, the relationship changes and problem arises. When two
people have weak needs and each fills the other’s needs, there is a mild
relationship. When either person has a strong need or those needs are not
being filled, there is a poor relationship and when either weak needs have
and those needs are being filled, there is a mild relationship, but one
Interpersonal Relationship and Job Satisfaction of Municipal Government
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63
leaning more to the negative side than the positive.
http://www.selfgrowth.com.
Table 5. Degree of Seriousness of Problems Encountered by Municipal
Government Employees Relative to Interpersonal Relationship

==========================================================
PROBLEMS ENCOUNTERED
WEIGHTED
DESCRIPTIVE
RELATIVE TO INTERPERSONAL
MEAN
EQUIVALENT
RELATIONSHIP
________________________________________________________________
1. Differences of family culture and
2.21 Slightly
Serious
practices
2. Weak internalization of personal
2.35 Slightly
Serious
values
3. Unequal distribution of workload
2.54
Moderately Serious
4. Negative attitude toward assigned
2.45 Slightly
Serious
additional work
5. Unsupportive department
2.38 Slightly
Serious
head/supervisor
6. Scolding the subordinates/staff in
2.19 Slightly
Serious
public places
7. Irregularity of holding important
2.28 Slightly
Serious
municipal activities
8. Unfair and unjust treatment of
2.38 Slightly
Serious
employees
9. Practicing graft and corruption
2.55
Moderately Serious
10. Being dishonest in dealing with co-
2.45 Slightly
Serious
employee
11. Lack of cooperation and
2.54 Moderately
Serious
coordination
12. Lack of understanding and
2.45 Slightly
Serious
communication
13. Threatening and harassing
1.91
Slightly Serious
14. Quarrelling or bickering
2.18
Slightly Serious
15. Gossiping
2.68
Moderately Serious
______________________________________________________________
Average Weighted Mean
2.37
Slightly Serious
===========================================================

Interpersonal Relationship and Job Satisfaction of Municipal Government
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64

Degree of Seriousness of Problems Encountered
by Municipal Government Employees
Relative to Job Satisfaction

Table 6 presents the degree of seriousness of problems
encountered by municipal government employees relative to job
satisfaction.
As shown in the table, there are 15 items considered for rating.
Results show that there are 11 items rated as “Moderately Serious”. This
is led by “Political back-up and intervention”, 3.18. This is followed by
“Lack of opportunities for promotion”, 2.97; “Basing promotion on whom
one knows and not what the employee knows”, 2.86; “Assigning employee
to a certain office not fitted to his/her qualifications”, 2.78; and the least
“Untimely payment of salaries”, 2.14.
In general, the average weighted mean is 2.62, which means the
items considered are “Moderately Serious”. The result implies that the
problems encountered by the municipal government employees relative to
job satisfaction, is moderately serious. It implies further that there is still a
need to discover those problems that are serious to very serious so that
issues may be addressed.
From the website http://www.upperbay.org/employee.htm indicated
that, there are some employees who experience low job satisfaction
because their jobs are defined too narrowly.
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Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

65
Table 6. Degree of Seriousness of Problems Encountered by Municipal
Government Employees Relative to Job Satisfaction

=============================================================
PROBLEMS ENCOUNTERED
WEIGHTED
DESCRIPTIVE EQUIVALENT
RELATIVE TO JOB
MEAN
SATISFACTION
________________________________________________________________
1. Assigning employee to a
2.78 Moderately
Serious
certain office not fitted to his/her
qualifications
2. Political back-up and
3.18 Slightly
Serious
intervention
3. Lack of opportunities for
2.97 Moderately
Serious
promotion
4. Basing promotion on whom
2.86 Moderately
Serious
one knows and not what the
employee knows
5. Untimely payment of salaries
2.14
Slightly Serious
6. Delayed in the released of
2.74 Moderately
Serious
welfare benefits
7. Lack of funds to be used in
2.76 Moderately
Serious
attending trainings/seminars
toward professional growth
8. Lack of incentives/awards
2.65 Moderately
Serious
given to deserving employee
9. Unhealthy and uncomfortable 2.18 Slightly
Serious
working environment
10. Presence of some insecure
2.41 Slightly
Serious
employee
11. Unclear and unprofessional
2.32 Slightly
Serious
explanation and instruction of
subordinate’ task
12. Practicing favoritism and
2.56 Moderately
Serious
partiality in favor of the influential
and the rich
13. Lack of initiative and
2.54 Moderately
Serious
inconsistency in decision-making
14. Having little participation in
2.54 Moderately
Serious
policy-making activities
15. Limited resources needed in 2.65 Moderately
Serious
carrying the job
________________________________________________________________
Average Weighted Mean
2.62
Moderately Serious
=============================================================
Interpersonal Relationship and Job Satisfaction of Municipal Government
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66
Difference of Means of Perceptions of Respondents on
Interpersonal Relationship, Job Satisfaction, Problems
Encountered Relative to Interpersonal
Relationship and Job Satisfaction

Level of Quality of Interpersonal Relationship

Table 7 presents difference of means of perceptions of
respondents on interpersonal relationship, job satisfaction, problems
encountered relative to interpersonal relationship and job satisfaction. As
shown in the table, of the 21 items considered to find the difference of
perceptions of respondents, there are only two items where the
respondents showed significant difference in their perceptions. This is
their difference of perceptions in terms of length of service. Thus, the first
hypothesis that “There is significant difference on the level of quality of
interpersonal relationship among the municipal government employees in
the different offices of Municipality of Manaoag” is accepted in terms of
length of service on 2 items only. It is rejected in terms of gender, civil
status, educational attainment, office assignment, and in-service
trainings/seminars.

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67

Table 7. Difference of Means of Perceptions of Respondents on
Interpersonal Relationship, Job Satisfaction, Problems Encountered
Relative to Interpersonal Relationship and Job Satisfaction

===========================================================
A. ITEMS ON
F-TEST PROBABILITY
INTERPERSONAL
RELATIONSHIP
______________________________________________________________
4. Attitude of employee toward
5.190 (length of
0.008 (length of
his or her work
service)
service)
12. Understanding of one’s
3.668 (length of
0.030 (length of
personal values and beliefs
service)
service)
B. ITEMS ON JOB
PROBABILITY PROBABILITY
SATISFACTION
8. Participation of subordinates
3.269 (In-service
0.016 (In-service
in making decisions
training)
training)
9. Competence of department
3.061 (In-service
0.022 (In-service
head/supervisor in making
training)
training)
decisions
10. Fairness in carrying out
4.437 (length of
0.015 (length of
office policies and regulations
service); 5.640 (In-
service); 0.001 (In-
service training)
service training)
11. Quality leadership and
3.640 (length of
0.031 (length of
management skills
service); 4.985 (In-
service); 0.001 (In-
service training)
service training)
12. Administrative support of
8.313 (Gender)
0.005 (Gender)
employees
15. Interaction and relationship
2.603
0.032
with clientele
(educational
(educational
attainment)
attainment)
18. Healthy and comfortable
2.4216 (office
0.016 (office
working environment
assignment)
assignment)
20. Provision of materials
3.539 (length of
0.034 (length of
needed to carry the job
service); 3.046 (In-
service); 0.022 (In-
service training)
service training)
C. PROBLEMS RELATIVE TO
PROBABILITY PROBABILITY
INTERPERSONAL
RELATIONSHIPS
4. Negative attitude toward
3.237 (length of
0.045 (length of
assigned additional work
service)
service)
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

68
Table 7 continued …

6. Scolding the
2.615 (office
0.10 (office
subordinates/staff in public
assignment); 2.771
assignment); 0.33 (In-
places
(In-service training)
service training)
9. Practicing graft and
2.717 (office
0.007 (office
corruption
assignment)
assignment)
10. Being dishonest in dealing
2.129 (office
0.034 (office
with co-employee
assignment)
assignment)
11. Lack of cooperation and
2.267 (office
0.024 (office
coordination
assignment)
assignment)
13. Threatening and harassing
2.273(age); 4.042 (In-
0.046(age); 0.005 (In-
service training)
service training)
15. Gossiping
2.973 (office
0.004 (office
assignment)
assignment)
D. PROBLEMS RELATIVE TO
PROBABILITY PROBABILITY
JOB SATISFACTION
1. Assigning employee to a
3.496 (length of
0.035 (length of
certain office not fitted to his/her service)
service)
qualifications
2. Political back-up and
4.125 (office
0.000 (office
intervention
assignment); 3.822
assignment); 0.026
(length of service)
(length of service)
3. Lack of opportunities for
2.928 (office
0.004 (office
promotion
assignment); 5.565
assignment); 0.006
(length of service)
(length of service)
4. Basing promotion on whom
3.798 (office
0.000 (office
one knows and not what the
assignment);
assignment);
employee knows
5. Untimely payment of salaries 2.394 (age); 1.992
0.037(age); 0.048
(office assignment)
(office assignment)
7. Lack of funds to be used in
3.270
0.043
attending trainings/seminars
(civil status); 2.049
(civil status); 0.041
toward professional growth
(office assignment)
(office assignment)
8. Lack of incentives/awards
3.108 (office
0.003 (office
given to deserving employee
assignment)
assignment)
14. Having little participation in
2.454 (office
0.015 (office
policy-making activities
assignment)
assignment)
============================================================

Interpersonal Relationship and Job Satisfaction of Municipal Government
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69
Level of Job Satisfaction
There are 20 items considered to test the significant difference.
There are 8 items on job satisfaction where significant difference is
observed. Thus, the hypothesis that “There is significant difference on the
level of job satisfaction among the municipal government employees in the
different offices of Municipality of Manaoag” is accepted in terms of
gender, office assignment, length of service, in-service trainings and
educational attainment on 8 items. It is rejected in terms of civil status and
age.

Problems Encountered Relative to
Interpersonal Relationship

There are 15 items considered to test the significant difference on
this part of the study. There are 7 items on the problems where significant
difference is observed. Thus, the hypothesis that “There is significant
difference on the degree of seriousness of problems encountered by
Municipal government employees relative to interpersonal relationship” is
accepted in terms of age, office assignment, length of service, and in-
service trainings on 7 items. It is rejected in terms of civil status, and
educational attainment.

Interpersonal Relationship and Job Satisfaction of Municipal Government
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70
Problems Encountered Relative to Job Satisfaction
There are 15 items considered to test the significant difference on
this part of the study. There are 8 items on the problems where significant
difference is observed. Thus, the hypothesis that “There is significant
difference on the degree of seriousness of problems encountered by
municipal government employees relative to job satisfaction” is accepted
in terms of age, civil status, office assignment, and length of service on 8
items. It is rejected in terms of educational attainment, gender, and in-
service trainings/seminars.

Interpersonal Relationship and Job Satisfaction of Municipal Government
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SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

Summary

This study was conducted to find out the interpersonal relationship
and job satisfaction of municipal government employees in the
Municipality of Manaoag, Pangasinan for the calendar year 2006.
Specifically, it found out the respondents’ socio-demographic profile
in terms of gender, civil status, age, educational attainment, length of
service, office of assignment, present position and in-service
trainings/seminars they attended; the level of quality of interpersonal
relationship among the municipal government employees in the different
offices of the Municipality of Manaoag; the level of job satisfaction of the
municipal government employees in their respective offices; and the
degree of seriousness of the problems encountered by the municipal
government employees relative to interpersonal relationship and job
satisfaction and to find out the difference in the level of quality of
interpersonal relationship, level of job satisfaction, degree of seriousness
of the problems encountered relative to interpersonal relationship and job
satisfaction when respondents are compared according to the specified
profile variables.
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

72
The study was conducted in the Municipality of Manaoag, a four-
century old municipality of the province of Pangasinan and strategically
located at the central part of the said province. This study was conducted
for calendar year 2006. The respondents of the study consisted of 78
municipal government employees of Manaoag who come from the
different offices in the said municipality. The primary data-gathering tool is
the set of questionnaire. The statistical tools used are frequency,
percentage and weighted means.
The salient findings of the study are the following:
1.
There were significant differences in the distribution of
respondents to that of a uniform distribution when they were classified
according to the specified profile variables of gender, civil status, age,
educational attainment, office of assignment and length of service.
The types of in-service trainings/seminars accessible to municipal
government employees are local, provincial, regional and national
trainings and seminars. Very few are able to attend international
trainings/seminars.
2. The level of quality of interpersonal relationship of the
respondents is “Satisfactory” as indicated by an overall weighted mean of
3.09. The hypothesis that, “There is significant difference on the level of
quality of interpersonal relationship among the municipal government
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

73
employees in the different offices of the Municipality of Manaoag” is
accepted when respondents are categorized in terms of length of service
on two items only. It is rejected when respondents are categorized in
terms of gender, civil status, educational attainment, office assignment,
and in-service trainings/seminars.
3. The level of job satisfaction of the respondents in their
respective offices is “Moderately Satisfied” with an overall weighted mean
of 2.87. The hypothesis that, “There is significant difference on the level of
job satisfaction among the municipal government employees in the
different offices of the Municipality of Manaoag” is accepted when
respondents are categorized in terms of gender, office assignment, length
of service, in-service trainings and educational attainment on 8 items. It is
rejected when respondents are categorized in terms of civil status and
age.
4. The degree of seriousness of the problems encountered by the
respondents relative to interpersonal relationship is “Slightly Serious” with
an overall weighted mean of 2.37. The hypothesis that, “There is
significant difference on the degree of seriousness of problems
encountered by municipal government employees relative to interpersonal
relationship” is accepted when respondents are categorized in terms of
age, office assignment, length of service, and in-service trainings on 7
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

74
items. It is rejected when respondents are categorized in terms of civil
status, and educational attainment.
5. The degree of seriousness of the problems encountered by the
respondents relative to job satisfaction is “Moderately Serious” with an
overall weighted mean of 2.62. The hypothesis that “There is significant
difference on the degree of seriousness of problems encountered by
municipal government employees relative to job satisfaction” is accepted
when respondents are categorized in terms of age, civil status, office
assignment, and length of service on 8 items. It is rejected when
respondents are categorized in terms of educational attainment, gender,
and in-service trainings/seminars.

Conclusions

In the light of the findings of the study, the following conclusions
were drawn:

1.There are more females than the males municipal government
employees in the setting of this study. There are more married and the
rest are either single or widow/widower and who come from middle age
group. The majority of the respondents have finished col ege degree. In
addition, the highest number of respondents comes from the Office of the
Mayor. Further, the majority of the respondents have rendered substantial
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

75
amount of service. Local, provincial, regional and national trainings and
seminars are accessible to municipal government employees while
international trainings and seminars are accessible to only a few.

2. The level of quality of international relationship among municipal
government employees in the different offices of the Municipality of
Manaoag is satisfactory. The respondents differ on the level of quality of
interpersonal relationship on 2 items when respondents are categorized in
terms of length of service.

3. The level of job satisfaction of municipal government employees
in their respective offices is moderately satisfied. The respondents differ
on the level of job satisfaction on 8 items when respondents are
categorized in terms of gender, office of assignment, length of service, in-
service trainings/seminars and educational attainment.
4. The degree of seriousness of the problems encountered by
municipal government employees relative to interpersonal relationship is
slightly serious. The respondents differ on the degree of seriousness of
the problems encountered relative to interpersonal relationship on 7 items
when respondents are categorized in terms of age, office of assignment,
length of service and in-service trainings/seminars.

5. The degree of seriousness of the problems encountered by
municipal government employees relative to job satisfaction is moderately
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

76
serious. The respondents differ on the degree of seriousness of the
problems encountered relative to job satisfaction on 8 items when
respondents are categorized in terms of age, civil status, office of
assignment and length of service.
6. a. The respondents differ on the level of quality of interpersonal
relationship on two items in terms of length of service.
b.
The respondents differ on the level of job satisfaction on 8
items in terms of gender, office of assignment, length of service, in-service
trainings/seminars and educational attainment.
c.
The respondents differ on the degree of seriousness of the
problems encountered relative to interpersonal relationship in terms of
age, office of assignment, length of service and in-service
trainings/seminars.
d.
The respondents differ on the degree of seriousness of the
problems encountered relative to job satisfaction in terms of age, civil
status, office of assignment and length of service.

Recommendations

Based on the findings and conclusions, the following are
recommended:
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

77

1. There is a need to increase the level of quality of interpersonal
relationship among municipal government employees in the different
offices of the Municipality of Manaoag from “Satisfactory” to “Excellent”
towards smooth working relationship.

2. There is a need to increase the level of job satisfaction of
municipal government employees in their respective offices from
“Moderately Satisfied” to “Very Highly Satisfied” towards high level of
performance.

3. There is a need to seriously consider the “Slightly Serious”
problems encountered by municipal government employees relative to
interpersonal relationship.
4. There is also a need to seriously address the “Moderately
Serious” problems encountered by municipal government employees
relative to job satisfaction.

5. A similar study to include other variables is recommended.

Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

78
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83

APPENDIX A

Permission to Administer Questionnaire

Republic of the Philippines
BENGUET STATE UNIVERSITY
GRADUATE SCHOOL
La Trinidad, Benguet

HON. NAPOLEON D. SALES
Municipal Mayor
Manaoag, Pangasinan

SIR:

I would like to ask permission to distribute sets of questionnaire to
the municipal government employees who are permanently employed in
the Municipality of Manaoag.

The questionnaire is in connection with the development of my
master’s thesis entitled “Interpersonal Relationship and Job
Satisfaction of Municipal Government Employees in the Municipality
of Manaoag” for C.Y. 2006. This research is a partial fulfillment of the
requirements for the degree Master in Public Administration at Benguet
State University, La Trinidad, Benguet, where I am presently enrolled.

Your kind consideration and favorable approval on this matter are
highly appreciated.

Thank you very much and more power.

Very truly yours,

(Sgd)
LYNIE
F.
ABAR

Researcher
Noted by:

(Sgd) DR. FELIPE S. COMILA

Adviser
Approved:

(Sgd) HON. NAPOLEON D. SALES

Municipal Mayor
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

84
APPENDIX B

Letter to the Respondents

Republic of the Philippines
BENGUET STATE UNIVERSITY
GRADUATE SCHOOL
La Trinidad, Benguet

Dear Co-employees,

I am conducting a study entitled, “INTERPERSONAL
RELATIONSHIP AND JOB SATISFACTION OF MUNICIPAL
GOVERNMENT EMPLOYEES IN THE MUNICIPALITY OF MANAOAG”,
as a partial fulfillment of the requirements for the degree MASTER IN
PUBLIC ADMINISTRATION at the Benguet State University, La Trinidad,
Benguet.

Attached herewith is a questionnaire-checklist which I request of
you to accomplish in the best possible way you can. Results of this study
will surely redound to the quality of interpersonal relationship and
improved job satisfaction of the municipal government employees in the
Municipality. Rest assured your responses will be treated with utmost
confidentiality. Your cooperation and support in the accomplishment of this
questionnaire-checklist is highly appreciated.

Thank you so much for your splendid cooperation. God bless and
more power.

Very truly yours,

(Sgd)
LYNIE
F.
ABAR

Researcher

Noted by:

(Sgd) DR. FELIPE S. COMILA

Adviser
Approved:

(Sgd)
HON.
NAPOLEON
D.
SALES

Municipal Mayor

Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

85
APPENDIX C

Questionnaire

I. Socio-demographic Profile of the Respondents
A. Sex:
____Male
____Female
B. Civil Status:

____Single
____Married ____Widow/Widower
C. Age:
____21-25
years
____46-50
years
____26-30
years
____51-55
years
____31-35
years
____56-60
years

____36-40 years
____61 years and above
____41-45
years
D. Highest Educational Attainment: _________________________
E. Present Position: _____________________________________
F. Office of Assignment:
____Office
of
the
Municipal
Mayor

____Office
of
the
Sangguniang
Bayan

____Office
of
the
Municipal
Engineer

____Office
of
the
Municipal
Assessor

____Office of the Municipal Budget Officer

____Office
of
the
Mun.
Planning and Development Coordinator
____Office
of
the
Municipal
Treasurer

____Office
of
the
Municipal
Accountant

____Office of the Mun.l Social Welfare & Development Officer
____Office
of
the
Municipal
Agriculturist

____Office
of
the
Rural Health Physician

G. Length of Service:
____1-10
years
____11-20
years
____21-30
years

H. In-Service Trainings/Seminars:
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

86
____Local
____Regional
____Provincial

____
National
____International

II. Please check the level of quality of interpersonal relationships among the
municipal government employees in the different offices of municipality of
Manaoag. The following are the scales to be used:
5

- Excellent
4 - Very
Satisfactory
3 - Satisfactory
2 - Fair
1 - Poor

Level of Quality of

Interpersonal Relationship

5
4 3 2 1
1. relationship with co-employee

____ ____ ____ _______

2. employee – supervisor relationship

____ ____ ____ ________

3. employee – clientele relationship

____ ____ ____ ________

4. attitude of employee toward his or her work ____ ____ ____ _______

5. self-discipline and control

____ ____ ________ ___

6. manners and conduct of employees
____ ____ ____ _______

7. cooperation and coordination

____ ____ ____ _______

8. work values of employees

____ ____ ____ _______

9. respect for authority and co-employee
____ ____ ____ _______

10. social behavior among employees

____ ____ ____ _______

11. fair and just treatment of employees
____ ____ ____ _______

12. understanding of one’s personal

values and beliefs

____ ____ ____ _______

Interpersonal Relationship and Job Satisfaction of Municipal Government
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87
13. having good communication skills

____ ____ ____ _______

14. using motivational technique

toward development

____ ____ ____ _______

15. implementing effective management skills
____ ____ ____ _______

16. willingness of the employee in achieving

agency’s goals and objectives

____ ____ ____ _______

17. ethically and morally responsible

____ ____ ____ _______

18. persuasiveness, tact, and diplomacy
____ ____ ____ _______

19. human relations competencies of employee ____ ____ ____ _______

20. aid the employee in time of need

____ ____ ____ _______

21. acceptable grooming

____ ____ ____ _______

22. other, pls. specify ________________________

III. Please check the level of job satisfaction of municipal government
employees in their respective offices by using the following scales:

5
-
Very Highly Satisfied
4 - Highly
Satisfied
3 - Moderately
Satisfied
2 - Slightly
Satisfied
1 - Not
Satisfied

Level of Job Satisfaction

5 4 3 2 1
1. prestige and authority of the job

____ ____ ____ _______

2. chance to make employee’s own ability
____ ____ ____ _______

3. chances in attending trainings and seminars ____ ____ ____ _______

4. opportunities for professional advancement ____ ____ ____ _______

5. opportunities for promotion

____ ____ ____ _______

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88
6. giving recognition and rewards

for a job well done

____ ____ ____ _______

7. safety and security of workplace

____ ____ ____ _______

8. participation of subordinates

in making decisions

____ ____ ____ _______

9. competence of department head / supervisor

in making decisions

____ ____ ____ _______

10. fairness in carrying out office

policies and regulations

____ ____ ____ _______

11. quality leadership and management skills
____ ____ ____ _______

12. administrative support to employees
____ ____ ____ _______

13. administrative support for service to clientele ____ ____ ____ _______

14. interaction and relationships among employees____ ____ ____ ______

15. interaction and relationships with clientele ____ ____ ____ _____

16. fair and timely payment of salaries

____ ____ ____ _______

17. granting of welfare benefits

____ ____ ____ _______

18. healthy and comfortable working environment ____ ____ ____ _______

19. mobility in the workplace

____ ____ ____ _______

20. provisions of materials needed to carry the job ____ ____ ____ ______

21. others, pls. specify
________________________

IV. Please check the degree of seriousness of the problems encountered by
municipal government employees relative to interpersonal relationship using
the following scales:
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

89
5 - Very
Serious
4 -
Serious
3 - Moderately
Serious
2 - Slightly
Serious
1 - Not
Serious

Degree of Seriousness

5 4 3 2 1
1. differences of family culture and practices
____ ____ ____ _______

2. weak internalization of personal values
____ ____ ____ _______

3. unequal distribution of workload

____ ____ ____ _______

4. negative attitude toward assigned additional work____ ____ ____ _____

5. unsupportive department head/supervisor
____ ____ ____ _______

6. scolding the subordinates/staff in public places ____ ____ ____ _______

7. irregularity of holding important
municipal activities

____ ____ ____ _______

8. unfair and unjust treatment of employees
____ ____ ____ _______

9. practicing graft and corruption

____ ____ ____ _______

10. being dishonest in dealing with co-employee ____ ____ ____ _______

11. lack of cooperation and coordination
____ ____ ____ _______

12. lack of understanding and communication
____ ____ ____ _______

13. threatening and harassing

____ ____ ____ _______

14. quarrelling or bickering

____ ____ ____ _______

15. gossiping

____ ____ ____ _______

16. others, pls. specify
_______________________

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90
V. Please check the degree of seriousness of the problems encountered by
municipal government employees relative to job satisfaction using the
following scales:
5 - Very
Serious
4 - Serious
3 - Moderately
Serious
2 - Slightly
Serious

1
-
Not Serious

Degree of Seriousness

5
4
3 2 1
1. assigning employee to a certain office not fitted

to his/her qualifications

____ ____ ____ ______

2. political back-up and intervention

____ ____ ____ ______

3. lack of opportunities for promotion

____ ____ ____ ______

4. basing promotion on whom one knows and not

on what the employee knows

____ ____ ____ ______

5. untimely payment of salaries

____ ____ ____ ______

6. delayed in the released of welfare benefits ____ ____ ____ ______

7. lack of funds to be used in attending trainings/

seminars toward professional growth
____ ____ ____ ______

8. lack of incentives/awards given
to deserving employee

____ ____ ____ ______

9. unhealthy and uncomfortable
working environment

____ ____ ____ ______

10. presence of some insecure employee
____ ____ ____ ______

11. unclear and unprofessional explanation and

instruction of subordinate’s tasks
____ ____ ____ ______

12. practicing favoritism and partiality in favor
of the influential and the rich

____ ____ ____ ______
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91

13. lack of initiative and inconsistency in

decision-making

____ ____ ____ ______

14. having little participation in policy-making

activities

____ ____ ____ ______

15. limited resources needed in carrying the job____ ____ ____ ______

16. others, pls. specify ____________________

Thank you very much and God bless!

Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

92
BIOGRAPHICAL SKETCH

LYNIE F. ABAR, the researcher was born at Poblacion, Manaoag,
Pangasinan on July 22, 1979. She is the elder child of the two children of
the late Mr. Ernesto R. Abar and Mrs. Liberty P. Ferrer, residents of
Poblacion, Manaoag, Pangasinan.

She finished her elementary grades at Manaoag Central School
and her secondary schooling at the Manaoag National High School. As a
pupil, she was a consistent honor pupil in her elementary grades and was
an active student during her high school days.

With the continued support of her late grandparents and in her
desire to acquire higher level of education, she was inspired to work with
the less fortunate in the society. She enrolled at Saint Louis University,
Baguio City and took up Bachelor of Science in Social Work. Fortunately,
she obtained the degree in March 2000. In the same year, she took the
Board Examination for Social Workers on June 27 given by the
Professional Regulation Commission and passed the said examination on
July 1, 2000.

After passing the Board Examination, she applied in the different
social welfare offices in the government sector and was hired as a Youth
Development Worker at the City Social Welfare and Development Office,
Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

93
Baguio City. Having the opportunity to land a better and permanent
position in her hometown Manaoag, she resigned as a Youth
Development Worker with recognition for her good performance at the
said agency.

She took the permanent position as Social Welfare Officer I at the
Office of the Municipal Social Welfare and Development, Manaoag,
Pangasinan on August 1, 2001 up to present.
During her employment, she attended several job related trainings
and seminars from local to national level.

Having the capability to finance her education in master’s degree,
she enrolled Master in Public Administration at Benguet State University,
La Trinidad, Benguet in June 2002 and graduated in April 2007.

Interpersonal Relationship and Job Satisfaction of Municipal Government
Employees in the Municipality of Manaoag / Lynie F. Abar. 2007

Document Outline

Interpersonal Relationship and Job Satisfaction of Municipal Government Employees in the Municipality of Manaoag.
- BIBLIOGRAPHY
- ABSTRACT
- TABLE OF CONTENTS
- INTRODUCTION
  - Background of the Study
  - Statement of the Problem
  - Objectives of the Study
  - Importance of the Study
  - Scope and Delimitation of the Study
- REVIEW OF LITERATURE
  - Level of Quality of Interpersonal Relationship
  - Theories of Interpersonal Relationship
  - Level of Job Satisfaction
  - Theories of Job Satisfaction
  - Problems Encountered
  - Problems Encountered Relative toInterpersonal Relationship
  - Problems Encountered Relativeto Job Satisfaction
  - Conceptual Framework
  - Definition of Terms
  - Hypotheses of the Study
- METHODOLOGY
  - Locale and Time of the Study
  - Respondents of the Study
  - Instrumentation
  - Data Collection
  - Data Analysis
- RESULTS AND DISCUSSION
  - Respondents according to Specified Profile Variables
  - Level of Quality of Interpersonal Relationship AmongMunicipal Government Employees in the DifferentOffices of the Municipality of Manaoag
  - Level of Job Satisfaction of MunicipalGovernment Employees in theirRespective Offices
  - Degree of Seriousness of Problems Encounteredby Municipal Government Employees Relativeto Interpersonal Relationship
  - Degree of Seriousness of Problems Encounteredby Municipal Government EmployeesRelative to Job Satisfaction
  - Difference of Means of Perceptions of Respondents onInterpersonal Relationship, Job Satisfaction, ProblemsEncountered Relative to InterpersonalRelationship and Job Satisfaction
- SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
  - Summary
  - Conclusions
  - Recommendations
- LITERATURE CITED
- APPENDICES
- BIOGRAPHICAL SKETCH