Job Satisfaction and Organizational Commitment:

A Correlational Study at Clarion School

A Thesis Submitted in Partial Fulfillment of the Requirements for the Degree of Master

in Public Administration Major in Research and Development Program

Christine Villorente
Cristina V. Torres

La Consolacion University Philippines

September 2018
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CHAPTER 1

THE PROBLEM AND ITS BACKGROUND

Introduction

There is no asset publicly or privately owned by an organization that can be more

important than its human resource. No form of technology can be more valuable than

humans manning it. Even computers need programmers. This only explains that people

are the most essential part of an organization. As they work and communicate together,

their personal values influence those with whom they interact. They have their own set of

ethical values system that operates inside the business organization which can contribute

to the success or failure of a certain company goal. All possible actions and decisions

made inside the organization are guided by what they believed to be good, bad or to what

is right or what is wrong (Blenko, Mankins, & Rogers, 2010).

Organizational commitment was defined by Llopis (2013) as the physical,

psychological, social, or organizational aspects of the job that requires sustained physical

and/or psychological effort and are therefore associated with certain physiological and/or

psychological costs. Not only materials and physical aspects are needed to be considered

in one’s work environment (Naharuddin & Sadegi, 2013). It is also important to

understand that behavioral aspects of human relations are essential factors of

organizational commitment and job satisfaction. It is a collaboration of individual’s

behavior and the basis for making choices and judgments. From the study conducted by

Fallon (2017), his respondents agreed that individual values determine high performers
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from low performers. Those who have positive attitudes are happy with their jobs. They

find satisfaction in accomplishing difficult tasks and challenging work. But those who

have negative attitudes are unhappy and they are never satisfied with what they do.

The way the employees engage can be seen in the way how they think and how

they perceive things. One’s behavior reflects in their everyday action and in the way they

do things in the workplace. This is called organizational culture or corporate culture

which does not only serve as a guide for personal choices but also in the perception of

others’ worth. Therefore, employees have different levels of performance and attitude

towards work, based on their individual perception (Naharuddin & Sadegi, 2013) on

factors such as organizational commitment and job satisfaction. Job satisfaction at this

juncture plays a significant role in maintaining the balance in the workplace which will

be favorable for the management and to its employees. It should fit the management

system through understanding human values and behavior inside the organization.

Organizational commitment is usually associated with jobs that have high work

pressure, unfavorable physical environment, emotionally demanding interactions with

clients (Bakker, Albrecht, & Leiter, 2011) and issues related to job insecurity and change.

High organizational commitments impose a great deal of strain on employees which may

lead to energy depletion and short term fatigue, and in the long run, to serious health

problems (Salanova & Kirmanen, 2010). The subject of organizational commitment has

been fairly studied and is in fact correlated to various indicators of stress and strain.

Aitken (2008) defined stress as the inability to cope with a perceived threats to one’s

mental, physical, emotional, and spiritual well-being which results in a series of

physiological responses and adaptations. It has several manifestations, such as anxiety,

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depression, and burnout, and is a common problem among people in different professions

and occupations. Minimum amount of organizational support includes organizations and

top level management providing human resource counseling and supervisor that could

help them.

Organizational commitment is positively related to productivity, burnout,

employee attitude, employee attendance, exhaustion, and turnover. Numerous research

argued that an increase in worker’s pay can resolve the aforementioned problems and that

it is more profitable for companies to pay workers with higher wages. But it is simply not

the case since some white-collar workers leave their job early in order to release their

pent up stress. Such is the case in the study of Schultz, Wang, Crimmins, and Fisher

(2010) wherein they hypothesized that mental and physical work demands would interact

with employee beliefs of personal control. They found that control and objective

psychological demands that indicated that these demands were associated with higher

levels of tardiness and sick days only under conditions of lower perceived control. The

result of their study shows that stress process affects health-related attendance and not

inclusive of employee attitudes.

The subject of job satisfaction is usually correlated to employees’ satisfaction in

their workplace and lowering the employee turnover. Moreover, most research study has

focused on the impact of burnout and in lesser degree to its opposite which is job

satisfaction (Ogresta, Rusac, & Zorec, 2008). McGowan (2015) gives insight on the work

that successful Filipinos have that work ethics affects the way a worker psychologically

identifies his work, hence the worker’s willingness to tackle a task productively and with

quality. He believes that workers with high performance at work look at their jobs as
 5

sources of self-satisfaction and economic income while low performers look at their jobs

as chores, and a disagreeable task. Such short-sighted view of jobs and intrinsic and

extrinsic rewards were commonly studied and they do not focus on the organizational as

a whole and as a cornerstone of its workers’ professional career.

Studying the relationship of organizational commitment to job satisfaction is

needed in order to understand its effect to the productivity of workers and their overall

behaviors, ways of thinking, and their actions inside the business organization. These are

the things that this study aims to accomplish in order to find out the relationship between

organizational commitment and job satisfaction. Job satisfaction is a work environment

approach intended to guarantee that the workers are focused on their organization’s

objectives and qualities, which is designed to increase to motivate the employees to

contribute to the success of the organization and improve their feeling of self-worth

(Anitha, 2014).

Khan, Khan, Kundi, and Yar (2014) was widely credited for conceptualizing the

major components of job satisfaction. His model proposes that engagement differs from

basic job involvement, in that it focuses not on worker skills, but rather, on how one

commits them during the performance of the job. Engagement entails the active use of

emotions in addition to the simple use of cognition while completing work tasks (Hsu,

Babeva, Feng, Hummer, & Davison, 2014). The major propositions of the model are that

people express themselves cognitively, physically, and emotionally while performing

their work roles. Job satisfaction model proposes that, in order for individuals to fully

engage with their job, three psychological conditions must be met in the work

environment: meaningfulness or making the workers feeling that their job tasks are
 6

worthwhile, safety or feeling as though the work environment is one of trust and

supportiveness, and availability or workers having the physical, emotional, and

psychological means to engage in their job tasks at any given moment.

Gabornes (2013) for his part emphasizes the need for Filipino administrators to

adapt Western methods in Filipino setting. It is his position that this technique is effective

in order to bring the optimum productivity of workers since it considers their collective

psycho-sociological factors. Although each employee is vital to the organization, it is the

position of Ying (2014) that the success of an organization depends upon the level or

degree to which all elements and factors are developed toward engagement. The

antecedents of job satisfaction are job characteristics, perceived organizational support,

perceived supervisor support, rewards and recognition, procedural justice, and

distributive justice.

Organizational support alludes to workers’ discernment concerning the degree to

which the organization values their commitment and thinks about their prosperity.

Richards (2018) stated that it is important to have a positive organizational culture in a

company. Since the culture of an organization or in this case, its organizational support is

a vital factor for the organization and its workers to move as one, succeed and attain the

company goals. If working in an organization and being left out and alone, Kivunja and

Kuyini (2017) portrays their individual execution as an individual’s quantifiable conduct

which is pertinent for authoritative objectives. They described execution as multi-

dimensional and element nature. They proposed three noteworthy viewpoints inside

execution related research, in particular an individual contrasts point of view, a situational

viewpoint an execution direction viewpoint.

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According to Aguado (2017), it appears to be likely that apparent organizational

support would be influenced by diverse aspects of an employee’s treatment and would,

thus, impact the worker’s inferences concerning the explanations behind that treatment.

Evidences that employees attitude concerning responsibility by the organization would be

demonstrated by the employee’s recognition that the organizations’ different evaluative

judgments of him are reliably good or horrible to a high or low degree, and the

anticipation that the association would treat the worker usefully or hurtfully in a diverse

circumstances.

Several studies have investigated particular beliefs by employees about their

organization that might contribute to the perception that the organization values their

contributions and cares about their well-being. By increasing effort-outcome expectancies

and affective attachments, such believes should have positive effects on the regularity of

work attendance and level of work performance. Cherry (2018) showed that identity

attributes impact the state of mind, conduct, and individual estimations of a person. This

straightforwardly impacts the occupation execution of a representative whereby the

demeanor, conduct, and individual qualities are shown at the work environment while

playing out an errand. Their findings showed that the individual estimations of the people

gets showed in the work settings through the relationship of the work values with hidden

thought processes which decides their conduct towards work that thus impacting the

execution of a person. Their review additionally demonstrated that the individual

qualities accomplishment, headway, and collaboration are important in keeping in mind

the end goal to be effective in every calling.

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Gamassou (2015) found that with administrators in business and government,

convictions that the organization perceived their commitments and could be relied on

upon to satisfy guarantees. While in the study of Hong and Park (2012) reported similar

effects of the same beliefs on the affective attachments of white-collar workers. These

results are consistent with the present view that perceived organizational support

strengthens employees’ effort-outcome expectancy and affective attachment to the

organization, resulting in greater efforts to fulfill the organization’s goals. Evidence on

the breadth and consistency of the employee’s beliefs concerning the organization’s

commitment to him or her, and the effects of such perceived organizational support and

of the employee’s exchange ideology on absenteeism.

The researchers’ view that analyzing job satisfaction and organizational

commitment singly and together would heavily affect the success of any organization. In

order to examine the relationship of job satisfaction to organizational commitment, the

researchers launched a study in Clarion school which has a total of 30 employees.

In relation to the aforementioned issues, the researchers decided to conduct a

study that attempts to answer the following specific problems:

1. What is the level of job satisfaction of employees in terms of:

1.1 Pay;

1.2 Promotion;

1.3 Supervision;

1.4 Fringe benefits;

1.5 Contingent rewards;

1.6 Operating procedures;

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1.7 Co-workers;

1.8 Nature of work; and

1.9 Communication?

2. What is the level of organizational commitment of employees in terms of:

2.1 Environmental;

2.2 Intellectual-achievement;

2.3 Interpersonal;

2.4 Managerial;

2.5 Occupational; and

2.6 Organizational?

3. Is there a relationship between the level of job satisfaction and level of

organizational commitment of employees?

Independent Variable Dependent Variable

Job Satisfaction
 Pay
 Promotion Organizational
 Supervision Commitment
 Fringe benefits  Environmental
 Contingent  Intellectual-
rewards achievement
 Operating  Interpersonal
procedures  Managerial
 Co-workers  Occupational
 Nature of work  Organizational
 Communication

Schematic Diagram of the Conceptual Framework

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The present study may be a valuable material in order for local government units

and private sectors in order to develop a systematic human resource management module

to increase their employees’ job satisfaction without comprising their organizational

commitment.

Pink’s persuasive theory discusses the totality of workers’ motivation to work,

both in their professional and personal lives. The body of knowledge discussed in this

theory is backed by four decades of solid scientific research on human motivation, and

highlights an extreme mismatch between the human capital practices that businesses use

in contrast to the practices that really work. This theory assumes that the main drive

which powers human behavior is the drive to respond to rewards and punishments in their

environment. As Pink notes that human beings are not much different from horses that the

way to get them moving in the right direction is by dangling a crunchier carrot or

wielding a sharper stick. The carrot-and-stick approach worked well for typical tasks of

the early 20th century; routine, unchallenging and highly controlled. For these tasks,

where the process is straightforward and lateral thinking is not required, rewards can

provide a small motivational boost without any harmful side effects (Checkside, 2009).

Associated with the reward that the employees received are more benefits that strengthen

the desire of the employees to achieve it. The rewards that an employee gets on whether

the material extrinsic benefits or appreciative intrinsic benefits serves to be the carrot-

and-stick of the employee to perform with extra effort. Pink’s persuasive theory proves

that curbing the satisfaction of employees is an essential part in boosting their

commitment in the organization.

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Methodology

The researchers utilized the mixed method as the design of the present study.

Particularly, quantitative method which allows the researchers to be able to gather large

amount of information and be able to interpret and analyze it properly with the support of

information gathered from secondary sources.

The population of this study is employees of Clarion School in City of Malolos,

Bulacan. All of the present employees those that have been recently hired are not

included since their experience and competency to answer are somewhat lacking due to

lack of time in employment. In order to determine the number of sample, the researchers

used the non-probability sampling technique where the samples are gathered in a process

that does not give all the individuals in the population equal chances of being selected.

Non-probability sample is not a product of a randomized selection processes. Subjects in

a non-probability sample are usually selected on the basis of their accessibility or by the

purposive personal judgment of the researchers. For this purpose, the researchers

determine that thirty (30) respondents are needed in order to make a proper finding

regarding job satisfaction and organizational commitment.

In order to collect the necessary information to support the study, the researchers

adopted the standard Job Satisfaction Survey (Spector, 2006) to determine the employee’s

level of job satisfaction and Work-Value Scale (Cevera, 1996) in order to determine their

level of organizational commitment. These two instruments will serve four basic

purposes: (1) to collect the appropriate data, (2) to make data comparable and amenable

to analysis, (3) to minimize bias in formulating and asking questions, and (4) to make

questions engaging and varied.

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After the retrieval of questionnaires, the researchers will tally the survey results

and compute using the applicable statistical treatment. The tallying, tabulation and

computation are done using Microsoft Excel 2013 while ANOVA computation is done

using IBM SPSS 22.

Results

This section shows the result of the conducted survey amongst the thirty

employees of Clarion School based on their job satisfaction, organizational commitment,

and the correlation between the two results.

Table 1. Employees’ Job Satisfaction

Indicators WM Interpretation
1. Pay 4.65 Agree Moderately
2. Promotion 3.85 Agree Slightly
3. Supervision 4.41 Agree Moderately
4. Fringe Benefits 4.08 Agree Slightly
5. Contingent Rewards 4.29 Agree Slightly
6. Operating Conditions 4.36 Agree Moderately
7. Co-Workers 4.36 Agree Moderately
8. Nature of Work 4.46 Agree Moderately
9. Communication 4.50 Agree Moderately
Weighted Mean 4.33 Agree Moderately

Table 1 shows that the employees of Clarion School ‘Agree Moderately’ that they

are satisfied with the present condition in their workplace based on the weighted mean of

4.33. This is particularly true in the indicators of Pay (4.65) wherein they view that their

work is properly compensated; communication (4.50) wherein the rank and file have

proper channels with the school’s management; and nature of work (4.46) which is their
 13

overall perspective on their work environment and their particular job description and

responsibilities.

Table 2. Employees’ Organizational Commitment

Indicators WM Interpretation
1. Environmental 4.14 Important
2. Intellectual Achievement 4.25 Very Important
3. Interpersonal 4.38 Very Important
4. Managerial 3.87 Important
5. Occupational 4.37 Very Important
6. Organizational 4.35 Very Important
Weighted Mean 4.23 Very Important

Table 2 shows the employees of Clarion School view that it is ‘Very Important’

for them to be committed in the organization where they belong based on the weighted

mean of 4.23. This is particularly true in the interpersonal aspect of the organization

(4.38) wherein they view that the work environment makes them committed in working

to the best of their capabilities. It is followed by occupational aspect of the organization

(4.37) wherein they focus their effort in achieving their given responsibilities. Lastly, is

organizational aspect of the organization (4.35) which shows their high esteem and

loyalty to the school’s management.

Table 3. Relationship between Job Satisfaction to Organizational Commitment of

Clarion School employees

Indicator r p-value Probability Verbal

Level Interpretation

Job Satisfaction 0.841 0.001 P > .05 Very high

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positive

correlation

Table 3 shows a Pearson product-moment correlation coefficient to assess the

relationship between job satisfaction and organizational commitment. There was a very

high positive correlation between the two variables which was statistically significant, r =

0.841, n = 30, p = 0.001. This shows that when the job satisfaction of employees

increases, their organizational commitment also increases almost at the same rate.

Discussion

The researchers for their part made it their point that business organizations are

not purely about skills, talents, and abilities. Part of its success and failure are also caused

by its employees’ emotions, satisfaction, or irritation at workplace, and perceptions about

the people they work with. These ideas and information gave the researchers a concrete

validation that job satisfaction is a factor to be considered in easing the negative effect of

organizational commitment. After applying the necessary descriptive statistics, the

researchers were able to determine that:

1. The employees of Clarion School have high job satisfaction particularly in their

pay, communication, and nature of work.

2. The employees of Clarion School have high organizational commitment

particularly in their interpersonal commitment, occupational commitment, and

organizational commitment.
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3. There is a very high and positive relationship between job satisfaction and

organizational commitment of Clarion School employees.

Furthermore, the researchers have come up with the following recommendations:

1. Organizations must strive to provide more training to strengthen the employees’

organizational commitment because this factor affects the work performance of

employee based on this study.

2. Top managers on their own part should see themselves as role models, be oriented

and also realize that ethical behavior can be managed.

3. Incentives and recognition should be given to outstanding employees to serve as

motivation to their work.

4. Human resource managers should not consider the organizational commitment of

an individual in hiring or selecting employees. Prematurely determining whether

the employee is committed before being employed is not a determining factor in

their importance in performance their job and in developing their own attachment

or commitment to the organization. However employees should observe good

ethical values inside the organization to avoid conflict with other workers.
5. Future researchers should conduct related research about the relationship between

organizational commitment and performance of employees to help other

industries improve their productivity, and for them to know the role and

importance of organizational commitment in the success of an organization.

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References

Aguado, A.J. (2017). The role of perceived organizational support to organizational

commitment and counterproductive work behavior. Center for Business Research
& Development, 2017-02

Aitken, L. (2008). What is stress and what causes it? Retrieved on

www.health24.com/Mental-Health/Stress/About-stress/What-is-stress-and-what-
causes-it-20120721 on September 9, 2018

Anitha, J. (2014). Determinants of employee engagement and their impact on employee

performance. International Journal of Productivity and Performance
Management 63(3), 308 – 323

Bakker, A.B., Albrecht, S., & Leiter, M.P. (2011). Work engagement: Further reflections
on the state of play. European Journal of Work and Organizational Psychology

Blenko, M.W., Mankins, M., & Rogers, P. (2010). The decision-drive organization.
Harvard Business Review 6-2010

Cherry, K. (2018). Understanding collectivist cultures. Retrieved on

www.verywellmind.com/what-are-collectivistic-cultures-2794962 on September
9, 2018

Fallon, N. (2017). High or low? Managing a team with different motivation levels.
Retrieved on www.businessnewsdaily.com/9736-managing-high-vs-low-
performers.html on September 9, 2018

Gabornes, M.E. (2013). Colonial mentality: A Filipino heritage? Retrieved on

learningfragments.blogspot.com/2013/03/colonial-mentality-filipino-
heritage.html?m=1 on September 9, 2018

Gamassou, C.E. (2015). What drives personnel out of public organizations? Public
Organization Review 15(3), 383 – 398

Hong, Y.R. & Park, J.S. (2012). Impact of attachment, temperament and parenting on
human development. Korean Journal of Pediatrician 55(12), 449 – 454

Hsu, K.J., Babeva, K.N., Feng, M.C., Hummer, J.F., & Davison, G.C. (2014).
Experimentally induced distraction impacts cognitive but not emotional processes
in think-aloud cognitive assessment. Front Psychology 5, 474
 17

Khan, M.S., Khan, I.U., Kundi, G.M., & Yar, N.B. (2014). The impact of job sastisfaction
and organizational commitment on the intention to leave among the academicians.
International Journal of Research in Business and Social Sciences 4

Kivunja, C. & Kuyini, A.B. (2017). Understanding and applying research paradigms in
educational contexts. International Journal of Higher Education 6(5), 26 – 41

Llopis, G. (2013). 5 ways leaders earn respect from their employees. Retrieved from:
https://www.forbes.com/sites/glennllopis/2013/07/22/5-ways-leaders-earn-
respect-from-their-employees/#642d41ed1bb5 on September 9, 2018

McGowan, M. (2015). 10 ways to show your ability to handle pressure at work.

Retrieved on business2community.com/ on September 9, 2018

Naharuddin, N.M. & Sadegi, M. (2013). Factors of workplace environment that affect
employees performance: A case study of Miyazu Malaysia. International Journal
of Independent Research and Studies 2(2), 66 – 78

Ogresta, J., Rusac, S., & Zorec, L. (2008). Relation between burnout syndrome and job
satisfaction among mental health workers. Croatian Medical Journal 49(3), 364 –
374

Richards, L. (2018). How effective communication will help an organization. Retrieved

on smallbusiness.chron.com/effective-communication-organization-1400.html on
September 9, 2018

Salanova, A. & Kirmanen, S. (2010). Employee satisfaction and work motivation.

Mikkeli University of Applied Sciences

Schultz, K.S., Wang, M., Crimmins, E.M., & Fisher, G.G. (2010). Age differences in the
demand-control model of work stress. Journal of Applied Gerontology: The
official journal of Southern Gerontological Society 29(1), 21 – 47

Ying, Z.Y. (2014). The impact of performance management system on employee

performance. University of Twente
JOB SATISFACTION SURVEY

Kindly accomplish the Survey truthfully, using the scale provided hereunder. The
survey instrument is a standard instrument developed by Paul Spector, a renowned
champion of Psychology.

Be rest assured that your personal opinions would be dealt with strict
confidentiality.
 18

Pakisagutan ang mga sumusunod nang totoo/ may katotohanan. Ang inyong
personal na opinion ay mahigpit na pangangalagaan.

6 – Agree very much

5 – Agree moderately

4 – Agree slightly

3 – Disagree slightly

2 – Disagree moderately

1 – Disagree very much

Mga panuto:

1. Lagyan ng tsek ang bilang na sumasalamin sa halaga ng aytem mula sa mga

talahanayan na nagpapakita ng mga pagpapahalagang may kinalaman sa paggawa.
2. Sa gagawing pagtatama, ang bilang isa (1) ay kumakatawan sa mga lubos na
pagsang-ayon sa habang ang bilang anim (6) naman ay lubos na pagkontra.

PAY

6 5 4 3 2 1

1. I feel I am being paid a fair amount

for the work I do. Sa aking palagay,
ako ay nababayaran ng sapat ayon
sa trabahong aking ginagawa.

2. Raises are too few and far between.

Napakadalang ng umento o pagtaas
ng sahod at napakalaki ng agwat ng
mga ito.

3. I feel unappreciated by the

organization when I think about what
they pay me. Hindi ko maramdaman
ang pagpapahalaga ng organisasyon
sa akin sa tuwing maiisip ko ang
ipinasusuweldo nila sa akin.

4. I feel satisfied with my chances for

 19

salary increases. Ako ay kuntento sa

mga pagkakataong mabigyan ng
umento.

PROMOTION

6 5 4 3 2 1

1. There is really too little chance for

promotion on my job. Talagang
napakaliit ng tsansang ma-promote
sa akin trabaho.

2. Those who do well on the job stand a

fair chance of being promoted.
Malaki ang tsansa ng mga taong
pinagbubuti ang pagtatrabaho na
tumaas ang posisyon.

3. People get ahead as fast here as they

do in other places. Sing-bilis ang pag
asenso dito ng mga tao tulad ng mga
nasa ibang lugar/organisasyon.

4. I am satisfied with my chances for

promotion. Ako ay kuntento sa tsansa
kong ma-promote (tumaas ang
ranggo) sa trabaho.

SUPERVISION

6 5 4 3 2 1

1. My supervisor is quite competent in

doing his/her job. Ang aking
supervisor ay may kaukulang
kakayahan sa paggawa ng kanyang
trabaho.

2. My supervisor is fair to us. Ang aking

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superbisor ay patas sa amin.

3. My supervisor shows interest in the

feelings of subordinates. Interesado
sa damdamin ng kanyang mga
tauhan ang ipinakikita nang aking
superbisor.

4. I like my supervisor. Gusto ko ang

aking superbisor.

FRINGE BENEFITS

6 5 4 3 2 1

1. I am satisfied with the benefits I

receive. Nasisiyahan sa mga
benepisyong aking tinatanggap.

2. The benefits we receive are as good

as most other organizations offer. Ang
mga benepisyong aming natatanggap
ay kasing ganda/buti ng mga
benepisyong ibinibigay ng ibang
organisasyon.

3. The benefit package we have is

equitable. Ang mga benepisyon
namin ay pantay-pantay.

4. We received all the benefits which we

should have. Natatanggap namin ang
lahat nang benepisyo na para sa
amin.

CONTINGENT REWARDS

6 5 4 3 2 1

1. When I do a good job, I receive the

recognition for it that I should
receive. Pag pinagbuti ko ang aking
 21

trabaho, nakatatanggap ako ng

pagkilalang nararapat kong
tanggapin.
2. I feel that the work I do is
appreciated. Nararamdaman kong
pinahahalagahan o pinasasalamatan
ang aking ginagawang trabaho.
3. There are plenty of rewards for those
who work here. Nagkakaloob nang
madaming gantimpala para sa mga
natatrabaho dito.
4. I feel my efforts are rewarded the way
they should be. Sa aking
pakiramdam, nagagantimpalaan ang
aking mga pagsisikap sa paraang
nararapat.

OPERATING CONDITIONS

6 5 4 3 2 1

1. Many of our rules and procedures

make doing a good job correct.
Nagtatama ng gawain ang
karamihan sa aming mga regulasyon
at polisiya.
2. My efforts to do a good job are never
blocked by red tape. Ang aking
pagsisikap sa pagpapabuti ng aking
trabaho ay hindi naharangan ng mga
lagay/pagsisipsip.
3. I have defined work to do. Limitado
at spesipiko lamang ang aking
gawain.
4. I have ample amount of paperwork.
Sapat ang dami nang aking mga
paperwork (mga gawaing isinusulat,
itina-type, ipinafile, etc.)

CO-WORKERS

6 5 4 3 2 1
 22

1. I like the people I work with. Gusto

ko ang mga taong katrabaho ko.
2. I find I do not have to work harder at
my job because of the competence of
people I work with. Sa aking palagay
ay sapat ang aking pagpursige sa
aking trabaho dahil sa sapat na
kakayahan ng mga katrabaho ko.
3. I enjoy my coworkers. Ako ay
nasisiyahan sa aking mga kasamahan
sa trabaho.
4. There is no bickering and fighting at
work. Walang samaan ng loob at
alitan sa trabaho.

NATURE OF WORK

6 5 4 3 2 1

1. I never feel that my job is

meaningless. Hindi ko naging
palagay na walang saysay ang aking
trabaho/ginagawa.
2. I like doing the things I do at work.
Gusto ko ang aking mga ginagawa sa
aking trabaho.
3. I feel a sense of pride in doing my
job. Mayroon akong pagmamalaki sa
pagpapatupad ng aking trabaho.
4. My job is enjoyable. Nakasisiya ang
aking trabaho.

COMMUNICATION

6 5 4 3 2 1

1. Communications seem good within

this organization. Mukhang maganda
ang takbo ng komunikasyon sa aming
organisasyon.
2. The goals of this organization are
clear to me. Ang mga layunin/mithiin
ng organisasyon ay malinaw sa akin.
 23

3. I always know what is going on with

the organization. Alam ang mga
nangyayari sa organisasyon.
4. Work assignments are fully
explained. Naipapaliwanag nang
mabuti/maayos ang mga gawaing
atas sa amin sa trabaho.
 24

ORGANIZATIONAL COMMITMENT

(Mula kay Cervera, 1996)

Kasarian:

Edad:

Kindly accomplish the Survey truthfully, using the scale provided hereunder. The
survey instrument is a standard instrument developed by Cervera, a practitioner and
educator of human resource management in Philippine settings.

Be rest assured that your personal opinions would be dealt with strict
confidentiality.

Ang pagsukat sa pagpapahalaga sa paggawa na ito ay hindi pagsusulit. Ito ay instrumento

lamang upang malaman ang iyong pinapahalagahan sa pagagawa. Sa kadahilanang tayo
ay nagmula sa iba’t ibang bahagi ng bansa at tayo ay pinalaki na mayroong
magkakaibang kaugalian, nagkakaroon tayo ng iba’t ibang kahalagahan na binibigay sa
ating trabaho, kapaligiran at mga tao na ating nakakasalamuha

5 – Pinaka mahalaga (Very Important)

4 – Mahalaga (Important)

3 – Patas lang (Neutral)

2 – Hindi mahalaga (Not Important)

1 – Pinaka hindi mahalaga

Mga panuto:

1. Lagyan ng tsek ang bilang na sumasalamin sa halaga ng aytem mula sa mga

talahanayan na nagpapakita ng mga pagpapahalagang may kinalaman sa paggawa.
2. Sa gagawing pagtatama, ang bilang isa (1) ay kumakatawan sa mga
pinakamahalagang pagpapahalaga sa paggawa habang ang bilang lima (5) naman
sa mga pagpapahalaga sa pagagawa na itinuturing na hindi pinaka mahalaga.
 25

Makakalikasang pagpapahalaga sa Gawain (ENVIRONMENTAL)

5 4 3 2 1 Antas

a. A place of work which is not polluted. Isang

lunan ng trabaho na walang polusyon.
b. A place of work with complete and updated or
modern facilities. Isang lunan ng trabaho na
may kumpleto at modernong mga kagamitan.
c. A place of work which is quiet. Isang lunan ng
trabaho na tahimik.
d. A spacious working area. Isang lunan ng
trabaho na maluwang at komportable.
e. A place of work which is not far from where
you live. Isang lunan ng trabaho na malapit sa
bahay mo.

Pagpapahalaga na may kinalaman sa pagtatamong pangkarunungan sa gawain

(INTELLECTUAL ACHIEVEMENT)

5 4 3 2 1 Antas

a. A job which is line with your education and

training. Isang trabaho na nakalinya at angkop
sa iyong pinag-aralan.
b. A job which gives you opportunity for
independent thought and action. Ang trabaho
na nagbibigay ng pagkakataon para sa
malayang kaisipan at pagkilos
c. A job which allow you to improve your
intellectual and professional training. Isang
trabaho na nagbibigay ng pagkakataon na
mapabuti at malinang ang iyong kaalaman at
kakayahan.
d. A job which helps you to gain maturity in
decision-making. Isang trabaho na nagbibigay
ng pagkakaton sa manggagawa na makabuo
ng isang rasyonal at mabuting desisyon
e. A superior who gets your opinion about your
work. Isang trabaho na binibigyan ka ng
pagkakataon na maipahayag ang sariling
opinyon tungkol sa iyong trabaho
 26

Pagpapahalagang interpersonal (INTERPERSONAL)

5 4 3 2 1 Antas

a. A work organization which provides

opportunities for social interaction among the
employees. Isang trabaho na nagbibigay ng
pagkakataon sa mga empleyado na
makisalamuha sa kapwa empleyado.
b. A place of work whereby everybody is friendly.
Isang lunan ng trabaho kung saan ang lahat ay
mapagkaibigan.
c. Working with people who are cooperative.
Isang lunan ng trabaho kung saan ang mga
empleyado ay matulungin
Pagpapahalagang may at may pakikisama.
kinalaman sa pangangasiwa sa gawain
d. A place of work where the superiors have a
(MANAGERIAL)
personal concern for you. Isang lunan ng
trabaho kung saan ang nakatataas ang 5 4 3 2 1 Antas
posisyon ay may malasakit sa empleyado.
a.
e. A work organization
Working with people which who dogives freedomIsang
not gossip. to
make
lunan decisions
ng trabaho onna matters
walang ofkumakalat
which youna are
responsible.
tsismis. Isang trabaho kung saan
Pagpapahalagang pangsamahan sa gawain (ORGANIZATIONAL)
binibigyan ka ng kalayaang gumawa ng
personal na desisyon tungkol sa mga bagay 5 4 3 2 1 Antas
na iyong pananagutan.
a.
b. A work organization
Working with superior where
who thetrainsuperiors
you to have a
personal
integrate concern
and to
coordinateyou. Isang organisasyon
organizational
Pagpapahalagang pangtrabaho sa gawain (OCCUPATIONAL)
na may personal
resources. na malasakit
Pagtatrabaho kasama sa ang
empleyado
mga
5 4 3 2 1 Antas
ang mga nakatataas
nakatataas sa posisiyon sa posisyon.
na nagsasanay sa
b. A
mgawork organization
empleyado where the management
na pagsama-samahin,
a. A job which
pagugnay-ugnayin
exerts allows
effort to make you
ang to
themga help
employeesthoseaware
pinagkukunan in needngof
of
your
issues service.
organisasyon
affecting Isang
upang trabaho
the employees. na
makamit ang hinahayaan
Isang
mga
kang tulungan
itinakdang
organisasyon ang mga
layunin.
kung saan nangangailangan
ang mga ng
c. iyong paglilingkod.
tagapangasiwa
A job which gives ayyou
gumagawa
more right ng and
hakbang
power
b. A jobothers.
para
over which Isang
ipaalam you are
sa mga full ofnaknowledge.
empleyado
trabaho ang mga
binibigyan Isang
ka
trabaho
bagay na mayroon
na nakakaapekto
ng karapatan kang kaalaman
sa kanilang
at kapangyarihan at
higittrabaho.
sa iba.
c.
d. kasanayan.
Membership
A job which gives in organization poster openness
you opportunities to direct
c. A
andjobhelpfulness
which is in
implement line Isang
among
tasks. with your
members. interest.
trabaho na Isang
Pagiging
trabaho
kabahagi
binibigyan nangka
nakaangkop
isang sa iyong
organisasyon
ng oportunidad para gustong
na mayroong
manguna
gawin.
pagtutulungan at bukas
at magpatupad ng mga gawain at para sa
d. A job which gives ng
pangangailangan
panuntunan. youbawat
authority,
isa. proportionate
d.
e. to your
Work
A superior position.
with who
superior Isang
tellswho trabaho
you makes
about thena
youbinibigyan
feel that
overall
ka
you ng
placeare kapangyarihan
ofimportant
the organization na angkop
part of and sa iyong
the organization.
allows to get
posisyon/katayuan.
Isang
involved in the implementationipinadarama
organisasyon kung saan of the plan. sa
e. Working
mga with
Isangempleyado
trabaho kungsuperiors
na mahalagawho are
silafair
saan ang superyor in dealing
bilang ay
with their
kabahagi
pinapaalam subordinates.
sa mga empleyado ang na
nito. Isang trabaho
e. mayroong
Working
pangkahalatang patas
with na
superiors
takbopagkilala
atwho sa mga
are
kalagayan awareng of
empleyado.
organisasyon
issues affecting at workers.
binibigyan Isang
ng pagkakataon
organisasyon
ang mga
kung saanempleyado
ang mga nakatataas
nito na makilahok
sa posisyonsa ay
mga alam
may planongtungkol
makakaapekto
sa mga bagay sa kanila
na at sa
organisasyon. sa kanilang mga empleyado.
nakakaapekto