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JOB SATISFACTION AMONG HEALTH WORKERS IN QUIRINO PROVINCE

A Thesis

Presented to

The Faculty of the Graduate School

NORTHEASTERN COLLEGE

Santiago City

In Partial Fulfillment

of the Requirements for the Degree

MASTER IN PUBLIC ADMINISTRATION

BY

JEFREY R. GARCIA

Second Semester 2018

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APPROVAL SHEET

In partial fulfillment of the requirements for the degree, MASTER IN

PUBLIC ADMINISTRATION (MPA.), this thesis entitled, JOB SATISFACTION

AMONG HEALTH WORKERS IN QUIRINO PROVINCE, prepared and submitted

by JEFREY R. GARCIA, is hereby recommended for Oral Examination.

FIDELITO R. BAUTISTA, Ph. D.

Adviser

APPROVED by the Committee on Oral Examination with a grade of

PASSED.

SABINA B. PASCUAL, Ph.D.

Chairman

FLORADEL B. ADOMA, Ph.D. DOLORES C. SABBALUCA, Ed.D.

Member Member

JULIUS F. RAMOS, Ph.D. RODRIGO V. PASCUA, Ed.D.

Member Member

ACCEPTED as partial fulfillment of the requirements for the degree of

MASTER IN PUBLIC ADMINISTRATION (MPA).

TOMAS C. BAUTISTA, Ph.D.

President
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ACKNOWLEDGMENT

J.R.G.
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DEDICATION

J.R.G.
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TABLE OF CONTENTS

Page

TITLE PAGE -------------------------------------------------------------------------------- i

APPROVAL SHEET ---------------------------------------------------------------------- ii

ACKNOWLEDGEMENT ---------------------------------------------------------------- iii

DEDICATION ------------------------------------------------------------------------------ iv

TABLE OF CONTENTS ----------------------------------------------------------------- v

LIST OF TABLES ------------------------------------------------------------------------- vii

LIST OF FIGURES ----------------------------------------------------------------------- viii

CHAPTER

1 THE PROBLEM AND ITS BACKGROUND

Introduction --------------------------------------------------------------------- 1

Theoretical Framework of the Study ------------------------------------- 5

Statement of the Problem -------------------------------------------------- 12
Hypotheses -------------------------------------------------------------------- 13
Significance of the Study ---------------------------------------------------- 13
Scope and Delimitation of the Study ------------------------------------- 14
Definition of Terms ----------------------------------------------------------- 14
2 REVIEW OF LITERATURE AND STUDIES
Literature ------------------------------------------------------------------------ 16
Studies -------------------------------------------------------------------------- 16
3 METHOD AND PROCEDURES
Research Design ------------------------------------------------------------- 17
Locale of the Study --------------------------------------------------------- 18
Respondents of the Study ------------------------------------------------- 19
Data Gathering Instruments ---------------------------------------------- 20
Data Gathering Procedures ----------------------------------------------- 21
Statistical Treatment of Data ---------------------------------------------- 22
4 PRESENTATION, ANALYSIS AND
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INTERPRETATION OF DATA --------------------------------------------

5 SUMMARY, CONCLUSION AND RECOMMENDATIONS

Summary of Findings -------------------------------------------------------

Conclusions ------------------------------------------------------------------

Recommendations -----------------------------------------------------------

BIBLIOGRAPHY --------------------------------------------------------------------------- 24

APPENDICES

A. Permit to Study ------------------------------------------------------------------ 25

B. Request Letter to float Questionnaire -------------------------------------- 26
C. Letter to Respondents ----------------------------------------------------------- 27
D. Questionnaire -------------------------------------------------------------------- 28

CURRICULUM VITAE ------------------------------------------------------------------ 34

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LIST OF TABLES

Table Page

1
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LIST OF FIGURES

Figure Page

1 Maslow’s hierarchy of needs ----------------------------------------------- 3

2 Paradigm of the Study -------------------------------------------------------- 10
3 Map of Quirino Province ------------------------------------------------------ 25
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Chapter 1

THE PROBLEM AND ITS BACKGROUND

Introduction

Work plays a prominent role in our lives. It occupies more time than any

other single activity and provides the economic basis for our lifestyle.

Satisfaction is the contentment felt after a need is fulfilled. 1 It is a general

attitude that is determined by job factors such as pay, work, supervision and the

likes.

individual or personal characteristics (demographics) and other social

and group factors.2 People bring with them certain drives and needs that affect

their performance therefore, understanding how needs stimulate performance

and how rewards on such performance lead to the job-satisfaction is

indispensable for the managers

Job satisfaction is defined as the pleasurable emotional state resulting

from the appraisal of one’s job as achieving or facilitating the achievement of

one’s job values and the extent to which people like or dislike their jobs. In

1
Robbins & P. Stephen Organizational behavior: Concepts, controversies
and Applications. Prentice-Hall,1998.
2
D. S. Shajahan, & L. Shajahan, Organization behavior. New Age
International Publications, 2004.
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general, job satisfaction is the affective feeling an employee has towards their

job.

Job satisfaction on the part of the health workers has a great impact on

quality, effectiveness, and work efficiency and at the same time on health care

costs. Health care workers face increased risks for work discontent. Stress,

burnout and complex shift work are important determinants of health workers

wellbeing, thus, influencing their professional satisfaction.

Conversely, job dissatisfaction has negative impacts on the organizational

structure and work flow of any institutions, such as greater non-conformance to

procedures and policies and employee absence and turnover, decline in

productivity, increases in work accidents, deterioration of physical and mental

health, and intra organizational conflict.

Therefore, apart from its humanitarian utility, if an organization is really

interested in the most effective use of resources including labor, then it is

important to maximize employee’s productivity by considering and addressing

the factors that compromise their job satisfaction.

The research is being conducted because the researcher aimed to

investigate job satisfaction levels among various professional health care

workers in the province of Quirino in order to suggest approaches that could

improve job satisfaction. Job satisfaction theories have a strong overlap with
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theories explaining human motivation. The most common and prominent

theories in this area include Maslow’s hierarchy of needs.

Although commonly known in the human motivation literature,

Maslow’s needs hierarchy theory was one of the first theories to examine the

important contributors to job satisfaction.3 The theory suggests that human

needs form a five-level hierarchy consisting of: physiological needs, safety,

belongingness/love, esteem, and self-actualization. Maslow’s hierarchy of needs

postulates that there are essential needs that need to be met first (such as,

physiological needs and safety), before more complex needs can be met (such

as, belonging and esteem).4

3
4 S. A. McLeod, Maslow's hierarchy of needs, 2017. Retrieved from
www.simplypsychology.org/maslow.html
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Figure 1. Maslow’s hierarchy of needs

Maslow’s needs hierarchy was developed to explain human motivation in

general. However, its main tenants are applicable to the work setting, and have

been used to explain job satisfaction. Within an organization, financial

compensation and healthcare are some of the benefits which help an employee

meet his basic physiological needs. Safety needs can manifest itself through

employees feeling physically safe in their work environment, as well as job

security and/ or having suitable company structures and policies. When this is

satisfied, the employees can focus on feeling as though they belong to the

workplace. This can come in the form of positive relationships with colleagues

and supervisors in the workplace, and whether or not they feel they are a part of

their team/ organization. Once satisfied, the employee will seek to feel as

though they are valued and appreciated by their colleagues and their

organization. The final step is where the employee seeks to self-actualize;

where they need to grow and develop in order to become everything they are

capable of becoming. Although it could be seen as separate, the progressions

from one step to the next all contribute to the process of self-actualization.

Therefore, organizations looking to improve employee job satisfaction should

attempt to meet the basic needs of employees before progressing to address

higher-order needs.
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All health workers as human beings have needs to be fulfilled or satisfied.

The aim of this study is to evaluate the job satisfaction among health workers

and to identify factors that contribute to their professional satisfaction. It aimed

to determine the different factors that affect the satisfaction of health workers.

Theoretical Framework

According to Aamodt, discrepancy theories postulate that job satisfaction

is determined by the discrepancy between what employees want, value and

expect and what the job actually provides. 5 Employees will therefore experience

dissatisfaction if there is a discrepancy between what they want and what the

job offers. Theories that focus on employees’ needs and values include

Maslow’s hierarchy of needs.

Maslow’s theory, which is one of the best-known theories, holds that

employees would be motivated by and satisfied with their jobs only if certain

needs are met. Maslow advances five major types of needs which are

hierarchical. This implies that lower-level needs must be satisfied first before an

individual will consider the next level of needs. The five major needs are as

follows:

5
M.G. Aamodt, Applied industrial Organizational Psychology, New York,
Thomson, 2004.
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Basic biological needs. According to Maslow’s theory, individuals are

concerned first and foremost with satisfying their needs for food, water, shelter

and other bodily needs. An unemployed individual, who is homeless, will be

satisfied with any job as long as it provides for these basic needs.

Safety needs. These needs include security and protection from physical

and emotional harm. After basic biological needs have been met, employees

become concerned with meeting their safety needs. This implies that employees

will remain satisfied with their jobs only if they believe the workplace to be safe

to work in.

Social needs. Once the first two levels of needs have been met,

employees will remain satisfied with their jobs only when their social needs have

been met. Social needs include the need for affection, belongingness,

acceptance and friendship. In the work context this would typically involve

working with others and feeling needed in the organization. Organizations

attempt to satisfy their employees’ social needs by providing things like

cafeterias, organizing sport programs and family events.

Esteem needs. Esteem or ego needs include the need for status,

recognition and achievement. Once an employee’s social needs have been met,

they start to focus on meeting their esteem needs. According to Aamodt,

organizations can help to satisfy these needs through awards, promotions and

salary increases.
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Self-actualization needs. These needs represent the fifth level of

Maslow’s needs hierarchy. According to Robbins, self-actualization needs

include the need for growth, achieving one’s potential and self-fulfillment.6

An employee striving for self-actualization wants to reach their full

potential in every task. Therefore, employees who have been doing t h e s a m e

j o b f o r a l o n g t i m e m i g h t become dissatisfied and unmotivated in search

of a new challenge.

Norwood proposed that Maslow's hierarchy can be used to describe the

kinds of information individual's seek at different levels of development. 7 For

example, individuals at the lowest level seek coping information in order to meet

their basic needs. Information that is not directly connected to helping a person

meet his or her needs in a very short time span is simply left unattended.

Individuals at the safety level need helping information. They seek to be assisted

in seeing how they can be safe and secure. Enlightening information is sought

by individuals seeking to meet their belongingness needs. Quite often this can

be found in books or other materials on relationship development. Empowering

information is sought by people at the esteem level. They are looking for

information on how their egos can be developed. Finally, people in the growth
6
S.P. Robbins, Essentials of Organizational Behaviour, US, Prentice Hall,
2005.
7
G. Norwood, Maslow's hierarchy of needs. The Truth Vectors (Part I).
Retrieved May 2002, from http://www.deepermind.com/20maslow.htm
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levels of cognitive, aesthetic, and self-actualization seek edifying information.

While Norwood does not specifically address the level of transcendence, I

believe it is safe to say that individuals at this stage would seek information on

how to connect to something beyond them or to how others could be edified.

Alderfer reworked Maslow’s needs theory and classified needs into only three

groups of core needs, namely, existence, relatedness and growth.8

The existence group is concerned with providing basic needs and include

items that Maslow’s theory considered as biological and safety needs.

theory considered as biological and safety needs (Robbins, 1989). 9 The second

group of needs relates to maintaining important relationships and the growth

needs refers to the desire for personal development. According to Aadmodt, the

major difference between Maslow’s theory and the ERG theory is that the latter

theory postulates that progression to the next level need not be fixed; a person

can skip levels. People can therefore be simultaneously motivated by needs at

different levels. A person can be concerned with satisfying growth needs even

though existence and relatedness needs are not met. The ERG theory removes

some of the problems associated with Maslow’s theory and several studies

supported the ERG theory.

8
(Robbins et al., 2003).
9
Ibid.
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The few major studies that have been completed on the hierarchy seem

to support the proposals of William James and Mathes that there are three

levels of human needs. James hypothesized the levels of material

(physiological, safety), social (belongingness, esteem), and spiritual. 10 Mathes

proposed the three levels were physiological, belongingness, and self-

actualization; he considered security and self-esteem as unwarranted. 11 Alderfer

developed a comparable hierarchy with his ERG (existence, relatedness, and

growth) theory.12 His approach modified Maslow's theory based on the work of

Gordon who incorporated concepts from systems theory into his work on

personality.

INPUT PROCESS OUTPUT

10
W. James,
 Respondents Psychology: Briefer course. New York: Collierm 1962.
profile;
Highly satisfied,
 Job 11satisfaction
E. Mathes, Maslow's
in Continuous gauging of
hierarchy of needs as a guide for living. Journal
terms of:
of Humanistic Psychology, 21, 1981, pp. 69-72. responsive and
Job Satisfaction of
1. Intrinsic factors Existence, Relatedness, & Growth. Newdedicated
12 C. Alderfer, York: Freepublic
Press,
1972. professional Health
2. Extrinsic factors: professional health
 Programs and Workers in the province
policies workers in the province
 Physical of Quirino
facilities
of Quirino
 Work
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FEEDBACK

Figure 2

Paradigm of the Study

The paradigm presents the process of interaction of the three

components which are:

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Input. The input considered the socio – demographic profile of the

respondents, their assessments on job satisfaction in terms of intrinsic factors

and extrinsic factors, and pressures to job satisfaction. There were several

factors included in the extrinsic factors which are Programs and policies,

Physical facilities, Work environment, Administration and management,

Incentives and benefits, Interpersonal relationship and Community.

Process. This sets activity part of the system by acting as link between

input and output. It is the continually gauging of job satisfaction among health

workers.

Output. This is the product arrived at through the interlinking of the input

and the process. Generally, outputs are always expected to yield positive

results which is more responsive and dedicated public health workers in the

province of Quirino

Feedback. Below interloping the whole system is the feedback where

further insights are revealed towards a more strengthened and improved level of

the respondents.

Statement of the Problem

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This study is conducted with the aim to measure the job satisfaction

among health workers of Quirino Province and specifically, it sought to answer

the following questions:

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

1.1 Age
1.2 Gender
1.3 Civil Status
1.4 Highest Educational Attainment
1.5 Current Position
1.6 Status of Employment
1.7 Length of Years in Service
1.8 Seminars Attended relevant to job
2. What is the level of satisfaction among professional health workers as to:
2.1 Intrinsic Factors
2.2 Extrinsic Factors
3. What are the parameters that are pressures to job satisfaction and how

these are felt?

4. Is there a significant difference on the extent of satisfaction among

respondents when grouped according to gender?

Hypothesis

The following hypothesis was formulated to test and give direction to the

study:

There is no significant difference in the job satisfaction of respondents.

Significance of the Study

Results derived from this study would be beneficial to the following:

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Health administrators. This could serve as part of their bases in uplifting

the work conditions of health workers.

Health workers. The result of this study may play vital role in the increase

of their job satisfaction.

Clienteles. They will be benefited by more responsive and dedicated

health services.

Community. They will be able to know their obligation towards betterment

of health services delivered in their locality.

Future researchers. This study will give them more awareness on health

services and may form part of their references in the conduct of similar studies.

Scope and Delimitation of the Study

This study was focused on measurement of job satisfaction among

professional health workers in Quirino Province covering the period of fiscal year

2018. There were 383 health workers deployed in both public health and

hospitals. This study was delimited to professional health workers of Quirino

Province inclusive of their demographic profiles and perceptions on their work

environment.

Definition of Terms
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In order to establish better understanding of this study, the following

words or terms appearing in this study are herewith defined either by authority

or operationally:

Achievement. Attainment or accomplishment.13

Belongingness. Suitable; to fit in a group.14

Benefits. A payment or gift, as one made to help someone or given by an

employer, or a public agency.15

Expectation. Hope; belief; prospect.16

Fulfillment. An attainment; accomplishment and realization. 17

Health Workers.

Incentives. Something that incites or tends to incite to action or greater

effort, as a reward offered for increased productivity. 18

13
WEB: dictionary.com

14 New Handy Webster Dictionary

15 Ibid.

16 Roget’s A-Z Thesaurus

17
Ibid.
18
Ibid.
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Job Satisfaction. Is a measure of workers' contentedness with their job,

whether or not they like the job or individual aspects or facets of jobs, such as

nature of work or supervision.19

Medical supplies. Items deemed necessary for the treatment of an illness

or injury.20

Needs. requirement; necessity for one’s living. 21

Occupational health and safety. Is a multidisciplinary field concerned with

the safety, health, and welfare of people at work.22

Personal growth. Development as an individual.23

Physiological. being in accord with or characteristic of the normal. 24

Safety. State of being safe. 25

19 P.E Spector, Job satisfaction: Application, assessment, causes and

consequences. Thousand Oaks, CA: SAGE., 1997.

20 WEB: businessdictionary.com
21
Roget’s A-Z Thesaurus

22 WEB: wikipedia.org

23 WEB: collinsdictionary.com

24
New Handy Webster Dictionary
25
New Handy Webster Dictionary
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Salary. A fixed compensation periodically paid to a person for regular

work or services.26

Security. Assurance; certainty.

Self-Actualization. The process of establishing oneself as a whole person,

able to develop one's abilities and to understand oneself. 27

Self-Esteem. Pride in oneself; self-respect.

Stress. Is a physical, mental, or emotional factor that causes bodily or

mental tension28.

26 Ibid.

27 New Handy Webster Dictionary

28 WEB: medicinenet.com
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Chapter 2

LITERARATURE AND STUDIES

This chapter is a critical and in-depth evaluation of previous research. It is

a summary and synopsis of a particular area of other studies and researches for

basis and support to the current study.

Literature

Research suggests that where the private health sector is relatively well

organized and has better working conditions, the workers within the public

sector face numerous issues that grossly affect the level of job satisfaction. 29

Job satisfaction is known to be a multifaceted phenomenon that entails an

individual’s feelings towards his/her job. 30 In clinical sciences, doctors’

satisfaction plays a great role in their performance and therefore is reflected as

satisfaction and compliance among their patients. Similarly, public health

professionals’ satisfaction in their jobs would determine the quality of the service

delivery for their respective communities 31 Organizational factors and poor

29
A. Hafeez, Z. Khan, KM Bile, R. Jooma, M. Sheikh: Pakistan Human
Resources for Health Assessment. East Mediterr Health J 2010,
16(Suppl):S145–S151.

30 SP Robbins, TA Judge: Essentials of Organizational Behavior. 9th

Edition. Upper Saddle River: New Jersey: Prentice Hall; 2008.
31
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working conditions have also been strongly associated with job dissatisfaction,

while the social aspects of a job have been found to be a strong predictor of job

satisfaction.32 The phenomenon of satisfaction has also been inversely

associated with absenteeism, turnover in an organization, level of stress and

eventual exhaustion.33 Job satisfaction in workers is a very important factor that

influences productivity, as well as the quality of work within an organization. This

intricate phenomenon is an attitude towards one’s job that has an impact not

only on the personnel’s motivation, but also on career, health and relationships

with co-workers.34 Moreover, low salaries, lack of fringe benefits, job insecurity,

nepotism, political influences and improper career development structure are

some of the important factors that either hinder qualified public health

professionals from joining the public sector or increase the turnover rate. 35
S Bodur: Job Satisfaction of Health Care Staff Employed at Health
Centers in Turkey. Occup Med (Lond) 2002, 52(6): pp. 353–355.

32 HP Kekana, EA Du Rand, NC Van Wyk: Job Satisfaction of Registered

Nurses in a Community Hospital in the Limpopo Province in South Africa.
Curationis 2007, 30(2): pp. 24–35.

33 MR Visser, EM Smets, FJ Oort, HC De Haes: Stress, Satisfaction and

Burnout Among Dutch Medical Specialists. CMAJ 2003, 168(3): pp. 271–275.

34 TI Van Den Berg, SM Alavinia, FJ Bredt, D Lindeboom, LA Elders, A

Burdorf: The Influence of Psychosocial Factors at Work and Life Style on Health
and Work Ability Among Professional Workers. Int Arch Occupational
Environmental Health 2008, 81(8): pp.1029–1036.
35
JL Price: Reflections on the Determinants of Voluntary Turnover. Int J
Manpower 2001, 22(7): pp. 600–624.
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As quoted in the Today’s Paper, the excerpt posted was: 36

The Department of Health now has the money, thanks to the higher “sin

taxes,” to greatly improve our health system, and much is being done. According

to the DOH’s latest annual report (2016), the sin tax incremental revenue added

P69 billion to its budget in 2016. Close to half of that P69 billion — or P31 billion

— was given to PhilHealth, most of which was used to widen coverage to more

people. Of the other half—P38 billion—some P17 billion was used to expand

vaccination programs for children below five years old to reduce child mortality

and widen programs against HIV/AIDS, malaria, and tuberculosis. The rest was

used to deploy additional health workers and upgrade close to 3,000 local

government hospitals, rural health units, and barangay (village) health stations

in 2016.

Unfortunately, the compensation for nurses and doctors was not

addressed. Maybe part of the new money coming in this year from the first

package of the TRAIN Law can be used for higher salaries for nurses to bring

them up to, let’s say, what a call center team leader makes. At present, entry-

level nurses earn about P19,000 a month. I think nurses deserve a basic salary

of between P25,000 and P30,000 a month.

We also need to raise the salaries of public doctors. At present, a doctor

assigned to the rural areas earns about P56,000 a month. I think this should be
36 Peter Wallace. Public Health Workers Deserve More. 22 February 2-
18. WEB: inquirer.net Accessed: 7 January 2019.
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raised to at least P90,000 a month if we want to attract more doctors into the

program and bridge the current shortage of about 15,000 public doctors.

The government must raise the salaries of public health workers if it

wants to stop some 20,000 health professionals from leaving the country for

parts overseas each year.

Rokeach stressed that job satisfaction providing factors can also be

divided into three groups external (e.g. salaries, social status), psychological

(satisfaction with one’s achievements – in case of teachers: teaching, research,

organization) and additional (e.g. privileges, such as holidays). 37 Previous

research on job satisfaction of teachers supports the conclusion that the

common factor that determines job satisfaction is a sense of personal

achievement at work that is psychological factor.

Evans identifies two factors of job satisfaction. 38 These are: work comfort

– firstly, the level of satisfaction of teachers with working conditions and the

atmosphere, and secondly, professional fulfillment – a state of mind

37 M. Rokeach, Beliefs, Attitudes and Values: A Theory of Organization
and Change, (California: Jossey – Bass, Inc., 1986), p. 53.

38
L. Evans, “Teacher Morale, Job Satisfaction, and Motivation,” London:
Paul Chapman Publishing, 1998.
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encompassing all the teacher’s emotions, born out of a sense of his personal

success, which is attributed to his own activity in the professional fields that are

important to him.

Maslow suggests that the force that causes people to stay and work

within the organization is a hierarchy of needs, which move in order of

satisfaction, from psychological requirements, to security, to social needs to

esteem, to autonomy to self – actualization. As the needs met at lower levels,

higher – level needs emerge, thus supporting the idea that man is a

continuously “wanting being.”39

McGregor explains that certain motivational factors are important to the

operation of an organization. 40 While one is the antithesis of the other, the

acceptance of one or the other will certainly affect the way an administrator

behaves in an organization.

Stahl stressed that in an organization, in which there is no apparent

rationality underlying compensation and reward, it is difficult to achieve high

motivation, where satisfaction and promotions are made on the basis other than

merit, and when performance is evaluated unfairly. 41

39
A.H. Maslow, Motivation and Personality, (New York: Harper and Row
Publishing, Inc., 1995), pp. 65 – 66.

40 Douglas M. McGregor, The Human Side of Enterprise, (New York:

McGraw – Hill Book Co., 1980), pp. 35 – 37.
41
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Dawes emphasized that satisfaction is defined in various ways, and many

years of research on this issue resulted in a multitude of attitudes and definitions

of the concept.42 We assume that the work of an academic teacher, constantly

improved and developed, should provide him with a sense of satisfaction.

Satisfaction is an important aspect of teacher’s work quality and the perception

of his works well as the level of satisfaction will in turn affect the professional

activity of teachers – the level of commitment and identification with the

profession, creativity, motivation for development. The effects of the sense of

professional satisfaction, or lack thereof, among teachers are more important in

a social scale than those effects among the representatives of most other

professions.

Theory Z is closely related to human resource management idea of

helping the worker to be effective, efficient and more satisfied. However, the

Japanese do appear to give great deal more of attention to the “whole person.”

In addition, management must evolve effective strategies using modern science

and technology in producing their product while eliciting and sustaining the

worker’s involvement in the service of the company.

Glen Stahl, Public Personnel Administration, (New York: Harper and Row
Publishers, 1983), p. 237.
42
R.M. Dawes, Fundamentals of Attitude Measurement, (New York: John
Wiley & Sons, Inc. Dole, 1982), p. 179.
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Ouchi explained the essence of Theory Z which involves workers as the

most effective resource.43 Therefore, management with participative,

consensual approaches to decision making and operation crates within the

workers loyalty to the firm and commitment to the job, all of which increase the

productivity of the organization.

Getzels and Guba stress the importance of role and personality as key

factors in social behavior, power and leadership that drive the individual to

continue to work and be a part in the organization. 44

Karlins stressed that there are various factors that motivate a person to

perform his work.45 He further stressed that people have needs and they will act

to satisfy these as long as these needs remain unfulfilled. They act as

motivators that lead to satisfaction of these needs.

Halloran and Frunzi stressed that when the assignment is going badly or

deadlines are approaching, internal tensions are generated. 46 Even the slighted

43
William G. Ouchi, Theory Z: How American Business Can Meet the
Japanese Challenge, (Reading Mass: Addison – Wesley Publishing Co., 1991),
p. 68.
44
J.W. Getzels and Egon C. Guba, “Social Behavior and the Administrative
Process,” School Review, 1987, pp. 423 – 424.
45
Marvin Karlins, The Human Use of Human Resources, (New York:
McGraw – Hill Inc., 1981), pp. 52 – 53.
46
Jack Halloran & George Frunzi, Supervision: The Art of Management,
Second Edition, (Englewood Cliffs, N.J.: Prentice – Hall, 1997), pp. 29 – 30.
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inconvenience or friction can cause a blowup. High morale occurs at the

beginning of a project, low morale occurs when friction develops or the deadline

come closer, and either low exhaustive morale or high exhilaration can occur

upon completion of the task. Those who are happy on the job are more likely to

be promoted where additional responsibilities seem to make people happier.

Herzberg stressed the different factors that are detrimental or can cause

job satisfaction among the employees. 47 The job content which produced job

satisfaction are called motivators because they satisfy the individual’s needs for

the realization at work. The job environment characteristics which can lead to

dissatisfaction are called work hygiene.

Davis et. al. states that the characteristic of the work itself and the

situation in which the work is performed strongly influenced job satisfaction. 48 In

like manner, satisfaction can be affected by age, gender, race, job experience

and level of intelligence.

Bologna stated if pay is inadequate, if people are not praised of good

work, if opportunities for advancement are not evident and if management never

established accountability for results, job performance is affected. 49

47
Frederick Herzberg, The Motivation at Work, (New York: Willis and Sons,
Inc., 1989), p. 58.
48
Keith Davis, William Frederick and Robert Blostorm, Business and
Society, (New York: McGraw – Hill Book Co., 1983), p. 353.
49
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Super emphasized that work satisfaction and life satisfaction are

dependent upon the extent to which the individual found outlet for abilities,

interests, personality traits and values.50

He further emphasized that people tend to perform better if they are

satisfied in their work and the output is commendable.

Herding all these citations, they have bearing to the current study

considering that discussed were factors affective to job satisfaction of health

workers. There were dissimilarities such as type environment, local settings,

covered period of time, but there were also similarities in some terms.

Studies

Kumar et. al, confirmed a relatively low level of overall satisfaction among
51
workers in public sector health care organizations. Considering the factors

responsible for this state of affairs, urgent and concrete strategies must be

developed to address the concerns of public health professionals as they

represent a highly sensitive domain of health system of Pakistan. Improving the

Jack Bologna, “Is Your Company Ripe Off?” Administrative Management,

(November 1981), p. 11.
50
Donald Super, The Psychology of Careers, (New York: Harper and Row
New Book Co., 1987), p. 8.
51
Ramesh Kumar, Jamil Ahmed, Babar Tasneem Shaikh, Rehan Hafeez,
Assad Hafeez, “Job Satisfaction Among Public Health Professionals Working in
Public Sector: A Cross Sectional Study from Pakistan”, Vol. 11, Human
Resource for Health.
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overall work environment, review of job descriptions and better remuneration

might bring about a positive change.

Job satisfaction and performance have been studied since the 1930s in

industrial organizational psychology, beginning with the Hawthorne studies. 52

Various studies have attempted to analyze the relationship between job

satisfaction and performance, and have come up with ambiguous conclusions.

For instance, one meta-analysis of nine studies showed little association

between job satisfaction and performance.53

The Vroom study also estimated that worker satisfaction levels had no

more than 2 percent in output variance. 54 However, Locke and Herzberg

suggested that there may be a relationship between employee satisfaction and

interest in work, pay, achievement, and recognition. 55

In the study of Ayivi-Guédéhousso, resource adequacy was the most

common topic mentioned by all nurses, midwives, and auxiliary nurses

interviewed, regardless of the quality of their health centers. All health workers
52
F. Roethlisberger, and W.J. Dickson, Management and the Worker
(Cambridge, Mass., 2012).
53
A.H. Brayfield, and W.H. Crockett, Employee Attitudes and Employee
Performance. Psychological Bulletin, 1955. 52(5): pp. 396-424.

54 V.H. Vroom, Work and Motivation. 2014, Oxford, England: Wiley.

55 P. Delobelle, et al., Job Satisfaction and Turnover Intent of Primary

Healthcare Nurses in Rural South Africa: A Questionnaire Survey. Journal of
Advanced Nursing, 2011. 67(2): pp. 371-383.
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expressed disappointment that the resources to properly accomplish their work

were deficient. They were disappointed because the shortage of medicines and

functional equipment negatively impacted their work. 56 For instance, one midwife

said that the hospital lacked a sonogram, so they had to send patients to town to

obtain a sonogram in private clinics, which meant that they sometimes lost

patients. They also lamented the absence of sufficient personal protection

equipment such as goggles and gloves.

Results from the study of Chaulagain, et. al., demonstrate the job

dissatisfaction is related with hygiene factors which include salaries, quality of

supervision and working conditions. 57 The study showed 54.29% were satisfied,

18.48% of participants were not satisfied and 27.24% of participants were

uncertain and satisfied in level of general job satisfaction. Overall uncertain and

dissatisfaction among healthcare professionals at Tilganga Eye Centre is a

cause for concern, given that job satisfaction has implications for the efficiency,

effectiveness and sustainability of the organization.

56
Nono Ayivi-Guedehoussou, “The Determinants of Job Satisfaction
among Nurses, Midwives, and Auxiliary Nurses in Health Clinics: The Case of
Bénin, West Africa”, (Dissertation, Pardee Rand Graduate School, Sta. Monica,
Califoenia).
57
Nawaraj Chaulagain, Deepak Kumar Khadka, “Factors Influencing Job
Satisfaction Among Healthcare Professionals at Tilganga Eye Centre,
Kathmandu, Nepal”, (International Journal of Scientific & Technology Research
Volume 1, Issue 11, December 2012).
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Employees who have a greater sense of involvement in the workplace,

and greater freedom have greater job satisfaction. The results also showed that

the participants were satisfied with the relationship with co-workers and the level

of patient care. These findings are consistent with the findings of Ramasodi in

South Africa, which found job satisfaction was associated with good

interpersonal relationships and a feeling of being able to provide a good quality

of care.58 Also similarity seen in dissatisfaction with routine work, lack of

resources, time spent

with each patient, doing non-clinical tasks and lack of involvement in decision-

making.

Findings from the study of Ibañez, the overall level of job satisfaction

among healthcare professionals has resulted to a low level, wherein the

healthcare professionals felt not well compensated most specifically in terms of

growth opportunities.59

Results from this dissertation of Bhatnagar suggest that motivation and

job satisfaction of primary health workers in Nigeria and India are influenced by

58
J.M.B. Ramasodi, Factors Influencing Job Satisfaction Among
Healthcare Professionals at South Rand Hospital. (Master Thesis, University of
Limpopo, South Africa, 2010).

59 Dannalyn De Guzman Ibañez, “Workplace Bullying and Job

Satisfaction among Healthcare Professionals”, (Dissertaton, Davao Doctor’s
College, 2014)
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certain individual characteristics (vocation, self-efficacy, religion), financial and

non-financial extrinsic incentives, and several organizational structures and

processes including supervision, leadership, fairness in distribution of resources

and responsibility, staff dynamics and team cohesion.60

In each case study the broader socio-political climate also plays a

dominant role, either directly or indirectly, in affecting health worker behavior.

Although latent phenomena, understanding motivation and job satisfaction can

generate research leading to programmatic recommendations that strengthen

health systems performance.

Chapter 3

METHODS AND PROCEDURES

This chapter presents the discussion of the methods and procedures

employed in the study. More specifically, it includes the research design, the

60 Aarushi Bhatnagar, “Determinants of Motivation and Job Satisfaction

Among Primary Health Workers: Case Studies From Nigeria And India”,
(Dissertation, Johns Hopkins University, Baltimore, Maryland, 2014).
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research setting, the respondents, the data gathering instruments, the data

gathering procedure, and the analysis of data.

Research Design

This study aimed to find out the job satisfaction of professional health

workers of Quirino Province. To carry out this study, the researchers used the

Descriptive Research Design. As pointed out by Vengson, in which it describes

and interprets the nature of the work environment under investigation after a

survey of their needs that relate to that situation. 61 This type of research answers

questions and satisfy curiosity about certain phenomenon. One type of it that

was used is the Comparative study in which it examines two or more intact

groups to find out their differences between and among them in certain

dependent variables of needs and interest.

Locale of the Study

This study was conducted in the entire province of Quirino. Quirino is one

of the 5 provinces that composed the Cagayan valley region better known as

Region 2.

61
Vengson 2004
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Figure 3
Map of Quirino Province

Brief Description of Quirino Province

It is a landlocked province in the Philippines located in the Cagayan

Valley region in Luzon and named after Elpidio Quirino, the sixth President of
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the Philippines. Its capital is Cabarroguis. The province borders Aurora to the

southeast, Nueva Vizcaya to the west, and Isabela to the north. Quirino used to

be part of the province of Nueva Vizcaya, until it was separated in 1966.

It has a projected population of 209, 656 as of 2018 and it envisions to

provide quality health service for all, by way of ensuring the provision of

sustainable integrated health services.

Quirino Province has 6 Rural Health Units, 1 Provincial Hospital and 3

District Hospitals. Of the three district hospitals in the province, two are

categorized as Infirmary namely Diffun District Hospital and Aglipay District

Hospital, while Maddela District Hospital is categorized as Level I. Specialty

care services like hemodialysis, eye care, adult intensive care, neonatal

intensive care and CT scan are available at Quirino Provincial Medical Center.

While service capability is now semi-departmentalized, there are yet some

requirements to comply for it to attain Level II category. Thus, its service

capability remains, level 1. True to its mission, QPMC remains the main referral

facility in the province. However, a stranger referral; system should be in place

to ensure continuity of care.

Respondents of the Study

A total of 137 Health workers were the respondents of this study.

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Table 1

Distribution of Respondents by Hospital of Origin

Male Female Total

Particulars
F % F % F %
1. Quirino Province Medical Center 64.38 30 21.90 36 26.28
2. Aglipay District Hospital 21.46 11 8.03 13 9.49
3. Diffun District Hospital 10.73 8 5.84 9 6.57
4. Maddela District Hospital 32.19 16 11.68 19 13.87
5. Aglipay Rural Health Unit 42.92 7 5.11 11 8.03
6. Cabarrogis Rural Health Unit - - 9 6.57 9 6.57
7. Diffun Rural Health Unit - - 9 6.57 9 6.57
8. Maddela Rural Health Unit 10.73 11 8.03 12 8.76
9. Saguday Rural Health Unit - - 7 5.11 7 5.11
10. Nagtipunan Rural Health Unit - - 12 8.76 12 8.76
Total 17 12.4 120 87.51 137 100.00

As to distribution of respondents by Hospital/RHU of origin, there were 36

or 26.28 percent who were from Quirino Province Medical Center garnering 6 or

4.38 percent of males and 30 or 21.90 percent of female respondents; 19 or

13.87 percent who were from Maddela District Hospital with 3 or 2.19 percent of

males and 30 or 21.90 percent of female respondents;4 or 2.91 percent males

and 16 or 11.68 percent females; 13 or 9.49 percent who were from Aglipay
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District Hospital with 2 or 1.46 percent of males and 11 or 8.03 percent of female

respondents; 12 or 8.76 percent who were from Maddela Rural Health Unit with

1 or 0.73 percent of males and 11 or 8.03 percent of female respondents.

Likewise, 12 or 8.76 percent of females who were from Nagtipunan Rural Health

Unit; 11 or 8.03 percent who were from Aglipay Rural Health Unit with 4 or 2.92

percent of males and 7 or 5.11 percent of female respondents; 9 or 6.57 percent

each who were from Diffun District Hospital with 1 or 0.73 for male and 8 or 5.84

for female respondents, Cabarroguis Rural Health Unit with 9 or 6.57 percent of

female respondents and Diffun Rural Health Unit also with 9 or 6.57 percent of

female respondents; and 7 or 5.11 percent female respondents who were from

Nagtipunan Rural Health Unit.

Data Gathering Instruments

In the conduct of research, the following instruments were availed of:

Questionnaire. The questionnaire consisted of 3 sections which were the

respondents’ demographic profile, responses on the level of job satisfaction and

challenges detrimental to job satisfaction.

 Try-out of the questionnaire. The first draft of the questionnaire was

presented to the adviser for comments and suggestions. After

reflection of comments and suggestions, the second draft was served

to selected employees who were excluded from the pool of

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respondents. The purpose of which is to determine the validity of the

particulars in relation to the study.

 Scoring of the questionnaire. The 5-point likert scale was used to

gauge the responses made in each of the parameters used in the

questionnaire as enumerated below:

In measuring the level of job satisfaction of respondents as to intrinsic and

extrinsic factors, the following scale was used:

Score Scale Qualitative Symb

Description ol
Very Satisfied VS
5 4.21 – 5.00
Satisfied S
4 3.41 – 4.20
Moderately Satisfied MS
3 2.61 – 3.40
Partly Satisfied PS
2 1.81 – 2.60
Least Satisfied LS
1 1.00 – 1.80
In gauging the parameters that are pressure to job satisfaction, the scale

below was used:

Score Scale Qualitative Sym

Description bol
5 4.21 – 5.00 Very Serious VMS

4 3.41 – 4.20 Serious S

3 2.61 – 3.40 Moderately Serious MS

2 1.81 – 2.60 Slightly Serious SS

1 1.00 – 1.80 Least Serious DS

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Unstructured Interview. This instrument was utilized to validate the data

supplied by the respondents. it was carried out during the floating and retrieval

of questionnaires.

Observation. This was done during the floatation and retrieval of the

questionnaires to give more details on the actual condition of the work

environment

Documentary analysis. Several documents are scrutinized to validate the

data supplied in the demographic profile of the target respondents.

Data Gathering Procedures

The researcher utilized questionnaire in gathering the data. After having

the research title evaluated by his research adviser, he sought permission from

the Dean of the Graduate School for the approval of the same. Upon approval,

questionnaire was drafted and tested to some employees who were not part of

the respondents. It was done to draw feedbacks to polish the questionnaire.

After which, permit to conduct study and float questionnaire was sought from the

Health administrator in the provincial local government and local health officers

of the different municipal government units of Quirino province. Given

permission, questionnaires were floated and retrieved. Gathered data were

treated with selected statistical tools to process data into a useful information.
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Statistical Treatment of Data

The researcher used the following statistical tools to have a clear

understanding on the contents of the study.

1. Simple Frequency and Percentage Count. It was used to treat data on

the respondent's profile. the formula was:

¿
¿
P= F
¿
N ¿ x
¿ 100
¿

Where:

P = representing the percentage

F = representing the frequency

N = representing the total number of respondents

2. Weighted Mean. This was used to determine the qualitative

description of the values derived from the gathered data. The formula for the

weighted mean is:

¿

WM = FX
¿
X ¿
¿

Where:

WM = Weighted Mean

F = Frequency

X = Weight
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3. T – test Computation. This was used to test the hypothesis of the

study. The .05 level of significance determined the mean difference in

accepting or rejecting the null hypothesis.

The formula is:

Where:

X1 = means of the first sample

X2 = means of the second sample

SD1² = standard deviation of first sample

SD22 = standard deviation of second sample

N1 = Number of cases in the first sample

N2 = Number of cases in the second samples

1 & 2 = constant numbers

All computed T-test ratios were subjected to .05 level of significance and

were used in accepting or rejecting the null hypothesis of this study.

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Chapter 4

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

This chapter presents the results and findings of the study presented in

tables and graphs. Textual presentation and interpretation of data were also

used to explain the significance of the findings corroborated with related studies.

Part I. Demographic profile of Respondents

This part presents the frequency and percentage distribution of

respondents as to their personal circumstances.

Age. Table 2 shows the distribution of respondents as to their age.

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Table 2

Respondents by Age

Male Female Total

Particulars
F % F % F %

21 – 30 years old 6 4.38 27 19.71 33 24.09

31 – 40
41 – 50 4 2.92 22 16.06 26 18.98
51 – 60
61 years old & above 6 4.38 41 29.93 47 34.31

1 0.73 17 12.41 18 13.14

- - 13 9.49 13 9.49
Total 17 12.41 120 87.59 137 100.00

On the male group of respondents, most of them were under 21 – 30 and

41 – 50 years old brackets having the same frequency of 6 or 4.38 percent

response; followed by 31 – 40 years old bracket with 4 or 2.92 percent response

and a single response or 0.73 percent under 51 – 60 years old bracket.

On female group of respondents, dominant was on age bracket 41 – 50

years old where 41 or 29.93 percent responded; 27 or 19.71 percent claimed to

be under age bracket 21 – 30 years old; 22 or 16.06 percent belonged to 31 –

40 years old; 17 or 12.41 percent under 51 – 60 years old and 13 or 9.49

percent under 61 years old and above.

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Summing up the distribution of respondents by age, 41 – 50 years old

bracket was dominant with a frequency of 47 or 34.31 percent of the total

respondents followed by 33 or 24.09 percent under 21 – 30 years old bracket;

31 – 40 years old bracket with 26 19.98 percent; 18 or 13.14 percent and the

least under age bracket 61 years old and above with 13 or 9.49 percent

response.

It can be deduced from the age distribution that most of the respondents

were in their 30’s upward and matured enough which means they become more

responsible in the performance of their duties

Civil Status. Table 3 reveals the distribution of respondents as to their civil

status.

Table 3

Respondents by Civil Status

Male Female Total

Particulars
F % F % F %

Single 10 7.30 22 16.06 32 23.36

Married
Widow/wer 7 5.11 91 66.42 98 71.53

- - 7 5.11 7 5.11
Total 17 12.41 120 87.59 137 100.00
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Dominant was the “Married” female respondents with 91 or 66.42 percent

over male respondents with 7 or 5.11 percent. There were 22 or 16.06 “Single”

female respondents while 10 or 7:30 percent male respondents. Seven or 5.11

percent for female widow/er while no response for male widow/er.

As to the distribution of respondents by Civil Status, there were 98 or

71.53 percent who were “married”, 32 or 23.36 percent “single” and 7 or 5.11

percent for “widow/er”.

It is evident in the table that as for civil status, there were more married

respondents than the unmarried ones. Generally, when an individual becomes

more stable in his life, he is likely to settle down and raises his own family. It

could also denote that married people are usually more patient in the discharge

of his duties and responsibilities because of the fact that he needs source of

income to support his family. As to the singles, they do have more time to spend

and could even work beyond regular working hours since they have lesser

obligation in the family.

Highest Educational Attainment. Table 4 reveals the distribution of

respondents by Highest Educational Attainment.

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Table 4

Highest Educational Attainment

Male Female Total

Degree
F % F % F %

Bachelor 10 7.30 87 63.50 97 70.80

Masteral
Doctoral 1 0.73 24 17.52 25 18.25

6 4.38 9 6.57 15 10.95

Total 17 12.41 120 87.59 137 100.00

For male group of respondents, 10 or 7.30 percent were “Bachelor’s”

degree holder; 6 or 4.38 percent response and a single response or 0.73

percent response for “Doctoral” degree holder.

Likewise, for female group of respondents, there were 87 or 63.50

percent who were “Bachelor’s” degree holders; 24 or 17.52 percent were

“Masteral” degree holders; and 9 or 6.57 percent for “Doctoral” Degree holders.

It can be gleaned from the table that the highest educational degree

earned by the respondents, “Bachelor’s” degree holders was dominant with 97

or 70.80 percent response followed by “Masteral” degree holders with frequency

of 35 or 18.25 percent and 15 or 10.95 percent for “Doctoral” degree holders.

The degree one has earned reflects not only for his readiness but fitness

to the job. When interviewed, varied reasons cropped up as to failure to work

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out for their professional advancement, mostly were financially handicapped,

they prioritize their family needs and education of members of the family.

Current Position. Table 4 presents the distribution of respondents as to

status of their current position.

Table 6

Current Position

Male Female Total

Particulars
F % F % F %

Permanent 11 8.03 102 74.45 113 82.48

Job Order
Casual 3 2.19 13 9.49 16 11.68
Volunteer
2 1.46 2 1.46 4 2.92

1 0.73 3 2.19 4 2.92

Total 17 12.41 120 87.59 137 100.00

As to the male group of respondents, there were 11 or 8.03 percent in

“Permanent” position; 3 or 2.19 percent, “Job Order”; 2 or 1.46 percent “Casual”

and a single respondent or 0.73 percent for “Volunteer” position while in the

female group of respondents, dominant was “Permanent” position with 102 or

74.45 percent response; 13 or 9.49 percent, “Job Order”; 3 or 2.19 percent as

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“Volunteer” and 2 or 1.46 percent s “Casual”. Summing up the current position

of the respondents, “Permanent” position was dominant with a frequency of 113

or 82.48 percent followed by 16 or 11.68 percent “Job Order”; and the least were

the “Casual” and “Volunteer” positions with the same frequency of 4 or 2.92

percent each.

Basically, health workers are degree holders in any branch of medical

program. As such, it can be construed that all of these health workers are

professional license holders thereby qualified to permanent positions or plantilla.

Years in Service. Table 7 displays the respondents’ number of years in

service.

As to male group of respondents, there 6 or 4.38 percent claimed they

were in the service for 1 – 5 years followed by 4 or 2.92 percent for 6 – 10 years

of experience; 3 or 2.19 percent for 26 – 30 years of experience; and 2 or 1.46

percent for both 11 – 15 and 16 – 20 years of experience.

On the other hand, for female group of respondents, dominant was 26 –

30 years of experience with 29 or 21.17 percent response; 25 or 18.25 percent

for both 1 – 5 years and 6 – 10 years of experience; 20 or 14.60 percent for 16 –

20 years of experience; 13 or 9.49 percent for 21 – 25 years of experience and

8 or 5.84 percent for 11 – 15 years of experience.

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Table 7

Number of Years in the Service

Male Female Total

Particulars
F % F % F %

1 – 5 years 6 4.38 25 18.25 31 22.63

6 – 10 years
11 – 15 years 4 2.92 25 18.25 29 21.17
16 – 20 years
21 – 25 years 2 1.46 8 5.84 10 7.30
26 – 30 years
2 1.46 20 14.60 22 16.06

- - 13 9.49 13 9.49

3 2.19 29 21.17 32 23.36

Total 17 12.41 120 87.59 137 100.00

Summing up the distribution of respondents as to their years in service,

dominant was 26 – 30 years in service with 32 or 23.36 percent response,

followed by 1 – 5 years in service with 31 or 22.63 percent; 29 or 21.17 percent

for 6 – 10 years in service; 22 or 16.06 percent for 16 – 20 years in service; 13

or 9.49 percent for 21 – 25 years in service; and 10 or 7.30 percent for 11 – 15

years in service.

The table shows further that most of the respondents have gained 6

years of experience or more. Meaning, they are already well – adopted to the

jobs they are positioned to.

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Trainings Attended. Table 8 reveals the trainings attended relevant to

functions.

Table 8

Trainings Attended Relevant to Functions

Male Female Total

Particulars
F % F % F %

Local 8 5.84 66 48.17 74 54.01

Provincial
Regional 10 7.30 66 48.17 76 55.47
National
9 6.57 73 53.28 82 59.85

9 6.57 52 37.96 61 44.53

Frequency of Mention

As to male group of respondents, there were 10 or 7.30 percent of

respondents who attended the “Provincial” level followed by “Regional” and

“National” with both frequency of 9 or 6.57 percent each; and least attended was

the “Local” with 8 or 5.84 percent.

As to the female group of respondents, first in rank was the “Regional”

level with 73 or 53.28 response; 66 or 48.17 percent attended both the “Local”

and “Provincial” levels; and 52 or 37.96 percent claimed they attended the

“National” level.
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Summing up the trainings attended by the respondents, most of them

have attended the “Regional” level with 82 or 59.85 percent response followed

by the “Provincial” level with 76 or 55.47 percent response; “Local” with 74 or

54.01 response and “National” with 61 or 44.53 percent of the total respondents.

The table denotes that there exists proportionate percentage of

attendance in all levels. It is a good sign of professional and personal

advancements. Seminars are good venues for acquisition of additional

knowledge and skills as well as exchange of views amongst participants coming

from all over the Philippines and the world at large.

Information Proper

Table 9 presents the perceptions of respondents on Intrinsic factors that

affect job satisfaction.

On male group of respondents’ perceptions on intrinsic factors, “Degree

of professionalism” came out first in rank with 3.71 weighted mean considered

as “Satisfied” followed by the rest of the particulars with qualitative description of

“Moderately Serious”.
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Table 9

Intrinsic Factors

Male Female
Particulars
X QD Rank X QD Rank

1. Self-fulfillment 3.47 MS 2 3.94 S 2.5

2. Achievement
3. Recognition 3.24 MS 3.5 3.69 S 7
4. Personal Growth
5. Responsibility 3.00 MS 8 3.59 S 9
6. Security in retirement
7. Sense of belongingness 2.94 MS 9.5 3.75 S 6
to the organization
3.24 MS 3.5 3.94 S 2.5
8. Degree of
professionalism 3.06 MS 7 3.62 S 8

9. Financial stability
10. Fair treatment 3.12 MS 6 3.84 S 4

3.71 S 1 3.97 S 1

2.94 MS 9.5 3.43 MS 10

3.18 MS 5 3.81 S 5
Moderately
Total 3.19 Satisfied 3.76 Satisfied

These were: “Self-fulfillment” with 3.47 weighted mean, rank 2;

“Achievement” and “Responsibility” with the same weighted mean of 3.24, rank

3.5; “Fair treatment” with 3.18 weighted mean, rank 5; “Sense of belongingness

to the organization” with 3.12 weighted mean, rank 6; “Security in retirement”

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with 3.06 weighted mean, rank 7; “Recognition” with 3.00 weighted mean, rank

8; least in rank were “Personal Growth” and “Financial stability” with 2.94

weighted mean, rank 9.5.

The average weighted mean of 3.19 means that the male respondents

considered the Intrinsic factors as “Moderately Satisfied”.

On female group of respondents’ perceptions on intrinsic factors, nine

particulars were considered as “Satisfied” by the respondents and these were:

“Degree of professionalism” with 3.97 weighted mean, rank 1; “Self-fulfillment”

and “Responsibility” with the same weighted mean of 3.94, rank 2.5; “Sense of

belongingness to the organization” with 3.84 weighted mean, rank 4; “Fair

treatment” with 3.81 weighted mean, rank 5; “Personal Growth” with 3.75

weighted mean, rank 6; “Achievement” with 3.69 weighted mean, rank 7;

“Security in retirement” with 3.62 weighted mean, rank 8; “Recognition” with 3.59

weighted mean, rank 9; and the least was “Financial stability” with 3.43 weighted

mean, rank 10.

The average weighted mean of 3.76 means that the female respondents

considered intrinsic factors as “Satisfied”.

Table 10 reveals the respondents’ perceptions on extrinsic factors as to

Programs and Policies.

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Table 10

Extrinsic Factors – Program and Policies

Male Female
Particulars Ran
X QD Rank X QD
k

1. Implementation of personnel 3.29 MS 1 3.33 MS 3

selection and promotion policy

2. Awards and recognition is fair 1.24 D 8 3.04 MS 6

3. Goal settings of the 3.00 MS 4 3.49 S 1

organization

4. Attendance to seminars and 3.18 MS 2.5 3.29 MS 4

workshops related to task

5. Scholarship grants for 2.35 PS 7 2.69 MS 8

professional growth

6. Recognition and award for 2.65 MS 6 2.98 MS 7

exemplary performance

7. Development of personnel’s 2.71 MS 5 3.12 MS 5

potentials as next managers

8. Dissemination of information 3.18 MS 2.5 3.39 MS 2

Moderately Moderately
Total 2.70 3.17
Satisfied Satisfied

On the male group of respondents, six particulars on Extrinsic Factors –

Program and Policies were considered as “Moderately Satisfied”. Rank 1,

“Implementation of personnel selection and promotion policy” with 3.29 weighted

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mean; rank 2.5, “Attendance to seminars and workshops related to task” and

“Dissemination of information” with 3.18 weighted mean; rank 4, “Goal settings

of the organization” with 3.00 weighted mean; rank 5, “Development of

personnel’s potentials as next managers” with 2.71 weighted mean; rank 6,

“Recognition and award for exemplary performance” with 2.65 weighted mean.

Rank 7 was “Scholarship grants for professional growth” with 2.35

weighted mean; described as “Slightly Satisfied”; and the least was “Awards and

recognition is fair” with 1.24 weighted mean considered as “Dissatisfied”.

The average weighted mean of 2.70 on the extrinsic factors as to

Programs and Policies for male group of respondents was considered as

“Moderately Satisfied”.

On female group of respondents, all particulars were described by the

respondents as “Moderately Satisfied”. First in rank was “Goal settings of the

organization” with 3.49 weighted mean followed by “Dissemination of

information” with 3.39 weighted mean; rank 3 was “Implementation of personnel

selection and promotion policy” with 3.33 weighted mean; rank 4 was

“Attendance to seminars and workshops related to task” with 3.29 weighted

mean; rank 5 was “Development of personnel’s potentials as next managers”

with 3.12 weighted mean; rank 6 was “Awards and recognition is fair” was 3.04

weighted mean; rank 7 was “Recognition and award for exemplary performance”
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with 2.98 weighted mean; and the least was rank 8, “Scholarship grants for

professional growth” with 2.69 weighted mean.

The average weighted mean of 3.17 means the respondents were

“Moderately Satisfied” of the extrinsic factors as to programs and policies.

Table 11 presents the extrinsic factors as to Physical Facilities.

On male group of respondents’ perceptions, first in rank was “Sufficiency

of laboratories” with 3.18 weighted mean; “Decent and clean restrooms” rank 2

with 2.88 weighted mean; “Sufficiency of modern equipment and facilities” rank

3 with 2.82 weighted mean; “Sufficiency of space for out-patients” rank 4 with

2.71 weighted mean; and “Sufficiency of medical supplies” rank 5 with 2.65

weighted mean, all considered by the male respondents as “Moderately

Satisfied”.

Described as “Partly Satisfied” were “Adequacy of water supply” and

“Availability of lifting devices” having the same weighted mean of 2.47, rank 6.5;

“Sufficiency of rooms for out-patients” and “Sufficiency of repair and

maintenance of building” with the same weighted mean of 2.35, rank 8.5 and the

least was “Consistency of repair and maintenance of building” with 2.12

weighted mean.

The average weighted mean of 2.60 means the male group of

respondents were “Moderately Satisfied” of the extrinsic factors as to Physical

Facilities.
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Table 11

Extrinsic Factors – Physical Facilities

Male Female
Particulars WT WT
QD Rank QD Rank
M M

1. Sufficiency of laboratories 3.18 MS 1 3.21 MS 1.5

2. Sufficiency of modern
equipment and facilities 2.82 MS 3 3.21 MS 1.5

3. Sufficiency of space for out-

patients 2.71 MS 4 3.02 MS 6

4. Sufficiency of rooms for out-

patients 2.35 PS 8.5 2.85 MS 8

5. Adequacy of water supply 2.47 PS 6.5 3.08 MS 3

6. Decent and clean restrooms 2.88 MS 2 3.03 MS 4.5

7. Availability of lifting devices 2.47 PS 6.5 2.80 MS 9

8. Consistency of repair and

maintenance of building 2.12 PS 10 2.67 MS 10

9. Sufficiency of repair and

maintenance of building 2.35 PS 8.5 2.97 MS 7

10. Sufficiency of medical 2.65 MS 5 3.03 MS 4.5

supplies

Moderately Moderately
Total 2.60 2.99
Satisfied Satisfied
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On female group of respondents’ perceptions, all particulars were

described as “Moderately Satisfied”. Two were first in rank, “Sufficiency of

laboratories” and “Sufficiency of modern equipment and facilities” with 3.21

weighted mean, rank 3 was “Adequacy of water supply” with 3.08 weighted

mean; rank 4.5 were two particulars, “Sufficiency of medical supplies” and

“Decent and clean restrooms” with the same weighted mean of 3.03; rank 6 was

“Sufficiency of space for out-patients” with 3.02 weighted mean; rank 7 was

“Sufficiency of repair and maintenance of building” with 2.97 weighted mean;

rank 8 “Sufficiency of rooms for out-patients” with 2.85 weighted mean; rank 9

was “Availability of lifting devices” with 2.80 weighted mean; and the least was

“Consistency of repair and maintenance of building” with 2.67 weighted mean.

The average weighted mean of 2.99 means the female group of

respondents were “Moderately Satisfied” of the extrinsic factors as to Physical

Facilities.

Table 12 reveals the respondents’ perception on the extrinsic factors as to

Work environment.

As to male group of respondents, “The accessibility of location to all types

of land transportation” with 3.12 weighted mean was rank 1, “Practice of

cooperation and teamwork among health workers” with 3.06 weighted mean

ranked 2, “Presence of healthy organizational climate” gained weighted mean of

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3.00 ranked 3, “Conduciveness of workplace” got computed weighted mean of

2.94 ranke4 and the least was “Practice of Occupational Health and Safety

Procedures” which gained the lowest computed weighted mean of 2.88. The

average weighted mean was 3.00 meaning the male – respondents are

“Moderately Satisfied”.

Table 12

Extrinsic Factors – Work Environment

Male Female
Particulars
X QD Rank X QD Rank

1. Conduciveness of workplace 2.94 MS 4 3.21 MS 5

2. Presence of healthy
organizational climate 3.00 MS 3 3.26 MS 4

3. Practice of Occupational
Health and Safety
Procedures 2.88 MS 5 3.38 MS 3

4. Practice of cooperation and

teamwork among health
workers 3.06 MS 2 3.54 MS 1

5. The accessibility of location

to all types of land
transportation 3.12 MS 1 3.42 MS 2
Moderately Moderately
Total 3.00 3.36
Satisfied Satisfied
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As to female group of respondents, “Practice of cooperation and

teamwork among health workers” with 3.54 weighted mean was ranked 1; “The

accessibility of location to all types of land transportation” with 3.42 weighted

mean, rank 2; “Practice of Occupational Health and Safety Procedures” with

3.38 weighted mean, rank 3; “Presence of healthy organizational climate” with

3.26 weighted mean came out rank 4 followed by the least, “Conduciveness of

workplace” with 3.21 weighted mean, rank 5, all described as “Moderately

Satisfied”.

The average weighted mean of 3.36 means the respondents were

“Moderately Satisfied” of the extrinsic factors as to Work Environment.

Table 13 presents the Extrinsic Factors as to Administration and

Management.

As to male group of respondents, five particulars were considered as

“Moderately Satisfied”. “The accessibility of location to all types of land

transportation” with 3.06 weighted mean as rank 1; three particulars have the

same weighted mean of 2.94 and were in rank 3, “Conduciveness of workplace”,

“Presence of healthy organizational climate”, and “Practice of Occupational

Health and Safety Procedures”; least in rank was “Practice of cooperation and

teamwork among health workers” with 2.53 weighted mean described as

“Moderately Satisfied”.
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The average weighted mean of 2.88 means the male group of

respondents were “Moderately Satisfied” of the extrinsic factors as to

Administration and Management.

Table 13

Extrinsic Factors – Administration and Management

Male Female
Particulars
X QD Rank X QD Rank

1. Sensitive to employees
needs 2.94 MS 3 3.28 MS 5

2. Supportive to workshops
and trainings for
professional advancement
of health workers 2.94 MS 3 3.43 MS 1

3. Provision of healthy work

environment 2.94 MS 3 3.37 MS 2

4. Security of health workers

from any harm of the
organization 2.53 MS 5 3.33 MS 4

5. Open to feedbacks for the

improvement of the
organization 3.06 MS 1 3.36 MS 3
Moderately Moderately
Total 2.88 3.35
Satisfied Satisfied

As to female group of respondents, “Presence of healthy organizational

climate” with 3.43 weighted mean came out rank 1 followed by “Practice of
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Occupational Health and Safety Procedures” with 3.37 weighted mean, rank 2;

“The accessibility of location to all types of land transportation” with 3.36

weighted mean, rank 3; “Practice of cooperation and teamwork among health

workers” with 3.33 weighted mean, rank 4; the least, “Conduciveness of

workplace” with 3.28 weighted mean, rank 5, all described as “Moderately

Satisfied”.

The average weighted mean of 3.35 means the respondents were

“Moderately Satisfied” of the extrinsic factors as to Administration and

Management.

Table 14 shows the respondents’ perceptions on Extrinsic Factors as to

Salary, Incentives and Benefits that affect job satisfaction.

As to male group of respondents, two particulars were first in rank with

the same weighted mean of 3.18, “Just compensation” and “Retirement pay is

secured” followed by “Payment of salary is on time” with 3.12 weighted mean;

next were two particulars having the same weighted mean of 3.06, “Service

credits are just” and “Promotions are earned through hard work and

persistence”; and the least was “Satisfied with all the benefits attached to the

job” with 2.82 weighted mean. All the above-cited particulars were described as

“Moderately Satisfied”.
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The average weighted mean of 3.07 means the male group of

respondents were “Moderately Satisfied” of the extrinsic factors as to Salary,

Incentives and Benefits.

Table 14

Extrinsic Factors – Salaries, Incentives and Benefits

Male Female
Particulars
X QD Rank X QD Rank

1. Just compensation 3.18 MS 1.5 3.18 MS 3

2. Payment of salary is on time 3.12 MS 3 3.55 S 1

3. Satisfied with all the benefits

attached to the job 2.82 MS 6 3.15 MS 4

4. Retirement pay is secured 3.18 MS 1.5 3.10 MS 6

5. Service credits are just 3.06 MS 4.5 3.25 MS 2

6. Promotions are earned

through hard work and
persistence 3.06 MS 4.5 3.14 MS 5

Moderately Moderately
Total 3.07 3.23
Satisfied Satisfied

As to female group of respondents, rank 1 was “Payment of salary is on

time” with 3.55 weighted mean described as “Satisfied”. Five particulars were
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described as “Moderately Satisfied”, rank 2 was “Service credits are just” with

3.25 weighted mean, ; rank 3 was “Just compensation” with 3.18 weighted

mean; rank 4 was “Satisfied with all the benefits attached to the job” with 3.15

weighted mean; rank 5 was “Promotions are earned through hard work and

persistence” with 3.14 weighted mean; and the least was “Retirement pay is

secured” with 3.10 weighted mean.

The average weighted mean of 3.23 means the female group of

respondents were “Moderately Satisfied” of the extrinsic factors as to Salary,

Incentives and Benefits.

Table 15 shows the respondents’ perceptions on Extrinsic Factors as to

Interpersonal Relationships.
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Table 15

Extrinsic Factors – Interpersonal Relationships

Male Female
Particulars
X QD Rank X QD Rank

1. Responsiveness and 3.71 S 1 3.90 S 1

friendliness

2. Openness to feedbacks 3.53 S 2.5 3.83 S 3

and suggestions

3. Help extended to fellow 3.53 S 2.5 3.88 S 2

workers

4. Spirit of camaraderie 3.29 MS 5 3.80 S 4

among co-workers

5. Have a good public image 3.41 S 4 3.78 S 5

towards co-workers
Total 3.49 Satisfied 3.84 Satisfied

As to male group of respondents, three extrinsic factors as to

Interpersonal relationships were considered as “Satisfied” and these were

“Responsiveness and friendliness” with 3.71 weighted mean, rank 1; “Openness

to feedbacks and suggestions” and “Help extended to fellow workers” with both

weighted mean of 3.53 each, rank 2.5; “Have a good public image towards co-

workers” with 3.41 weighted mean, rank 4; and “Spirit of camaraderie among

co-workers” with 3.29 rank 5 both considered as “Moderately Satisfied”.

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The average weighted mean of 3.49 means that the male group of

respondents were “Moderately Satisfied” of the Extrinsic Factors as to

Interpersonal Relationships.

As to female group of respondents, rank 1 was “Responsiveness and

friendliness” with 3.90 weighted mean; rank 2 was “Help extended to fellow

workers” with 3.88 weighted mean; rank 3, “Openness to feedbacks and

suggestions” with 3.83 weighted mean; rank 4, “Spirit of camaraderie among co-

workers” with 3.80 weighted mean; and the least was rank 5 “Have a good

public image towards co-workers” with 3.78 weighted mean.

The average weighted mean of 3.84 means that the female group of

respondents were “Satisfied” of the Extrinsic Factors as to Interpersonal

Relationships.

Table 16 presents the assessments on the community as factor that affect

the job performance of the health workers.

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Table 16

Extrinsic Factors – Community

Male Female
Particulars
X QD Rank X QD Rank

1. Cooperation of people in 2.94 MS 2.5 3.82 S 1

the community

2. Support from barangay 2.65 MS 5 3.69 S 2.5

officials

3. Support from other 2.88 MS 4 3.68 S 4

government agencies

4. Peace and order 3.18 MS 1 3.69 S 2.5

5. Concerned Local
Government officials 2.94 MS 2.5 3.62 S 5

Moderately
Total 2.92 3.70 Satisfied
Satisfied

As to male group of respondents, all of the extrinsic factors as to

community were considered “Moderately Satisfied”. Rank 1 was “Peace and

order” with 3.19 weighted mean; rank 2.5 were “Cooperation of people in the

community” and “Concerned Local Government officials” with the same

weighted mean of 2.94; rank 4 was “Support from other government agencies”

with 2.88 weighted mean; and the least was “Support from barangay officials”

with 2.65 weighted mean.

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The average weighted mean of 2.92 means that the female group of

respondents were “Moderately Satisfied” of the Extrinsic Factors as to

Community.

As to female group of respondents, all of the extrinsic factors as to

community, all were considered “Satisfied”. Rank 1 was “Cooperation of people

in the community” with 3.82 weighted mean followed by rank 2.5, “Support from

barangay officials” and “Peace and order” having the same weighted of 3.62;

rank 4 was “Support from other government agencies” with 3.68 weighted mean

and the least was “Concerned Local Government officials” with 3.62 weighted

mean.

The average weighted mean of 3.70 means that the female group of

respondents were “Satisfied” of the Extrinsic Factors as to Community.

Summative table. Table 17 presents the summary of computed average

weighted means as to external factors that affect job satisfaction.

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Table 17

Summary of Average Weighted Means as to External Factors

Male Female
Particulars A. A.
QD Rank QD Rank
X X

1.Program and Policies 2.70 MS 6 3.17 MS 6

2.Physical Facilities 2.60 MS 7 2.99 MS 7

3.Work Environment 3.00 MS 3 3.36 MS 3

4.Administration and
Management 2.88 MS 5 3.35 MS 4

5.Salaries, Incentives and

Benefits 3.07 MS 2 3.23 MS 5

6.Interpersonal Relationships 3.49 S 1 3.84 S 1

7.Community 2.92 MS 4 3.70 S 2

Moderately
Grand Weighted Mean 2.92 Satisfied
3.70 Satisfied

As shown by the table there were four (4) particulars that gained identical

ranks in both groups of respondents. These are “Interpersonal Relationships”

which posted computed average weighted means of 3.49 from the male –

respondents’ group and 3.84 from the female – respondents’ group which

topped the ranking in both groups of respondents, the other three particulars

were “Work Environment” with computed average weighted means of 3.00 and
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3.36, ranked 3 in both groups of respondents, “Program and Policies” scored

computed average weighted means, 2.70 and 3.17, ranked 6 and the least was

“Physical Facilities” which garnered computed average weighted means of 2.60

and 2.99 which were qualitatively described as “Moderately Satisfied”.

What made the two groups of respondents differ are in rank 2 where the

male – respondents placed “Salaries, Incentives and Benefits” with computed

average weighted mean, 2.92 while the female – respondents placed

“Community”; “Community” with average weighted mean of 2.92 was ranked 4

in the male – respondents response while “Administration and Management”

with average weighted mean of 3.35 was ranked 4 in the female – respondents

group and as to rank 5, it was “Administration and Management” in the male –

respondents’ group while “Salaries, Incentive and Benefits” in the female –

respondents group.

Summing up, the male – respondents group’s response garnered grand

weighted mean of 2.92 which means they are “Moderately Satisfied” while the

female – respondents group scored 3.70 in the grand weighted mean, meaning

they are “Satisfied”.

Table 18 reveals the pressures that affect job satisfaction.

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Table 17

Pressures to Job Satisfaction

Male Female
Particulars
X QD Rank X QD Rank

1. Failure to enroll in the 3.00 MS 4 2.95 MS 3.5

masteral program due to
time constraints

2. Work loads 3.53 S 2 3.32 MS 1

3. Financial constraints 2.88 MS 5 2.95 MS 3.5

4. Cultural indifferences 2.35 SS 9 2.80 MS 8

5. Unfair practices in the 2.71 MS 6 2.85 MS 5

administration

6. Factions 4.76 VS 1 2.73 MS 9

7. Language barrier 2.18 SS 10 2.53 MS 10

8. Stress 3.41 MS 3 3.00 MS 2

9. Low morale 2.41 SS 8 2.82 MS 6.5

10. Distance of workplace from 2.47 SS 7 2.82 MS 6.5

home
Moderately Moderately
Total 2.97 2.88
Serious Serious

As to male group of respondents, dominant was “Factions” with 4.76

weighted mean considered as “Very Serious” parameter. Followed by

“Moderately Serious” parameters such as “Workloads” with 3.53 weighted mean,

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rank 2; “Stress” with 3.41 weighted mean, rank 3; “Failure to enroll in the

masteral program due to time constraints” with 3.00 weighted mean, rank 4;

“Financial constraints” with 2.88 weighted mean, rank 5; and “Unfair practices in

the administration” with 2.71 weighted mean, rank 6.

Five parameters were considered as “Slightly Serious”, “Distance of

workplace from home” with 2.47, rank 7; “Low morale” with 2.41 weighted mean,

rank 8; “Cultural indifferences” with 2.35 weighted mean, rank 9 the least was

“Language barrier” with 2.18 weighted mean, rank 10.

The average weighted mean of 2.97 for male group of respondents was

considered as “Moderately Serious”.

As to female group of respondents, all of the parameters were considered

“Moderately Serious”, rank 1 was “Workloads” with 3.32 weighted mean; rank 2

was “Stressed” with 3.00 weighted mean; followed by rank 3.5, “Failure to enroll

in the masteral program due to time constraints” and “Financial constraints” with

both 2.95 weighted mean; rank 5 was “Unfair practices in the administration”

with 2.85 weighted mean; rank 6.5 were two parameters, “Low morale” and

“Distance of workplace from home” having the same weighted mean of 2.82;

rank 8 was “Cultural indifferences” with 2.80 weighted mean; rank 9 was

“Factions” with 2.73 weighted mean and rank 10 was “Language barrier” with

2.53 weighted mean.

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The average weighted mean of 2.88 means that the parameters met by

the female group of respondents were “Moderately Serious”.

T – test analysis on the perceptions of respondents on the external

factors.

Table 18

T-test Analysis on the Perceptions of the Respondents on the External Factors

When Grouped by Gender

Male Female T-Values

Particulars df Decision
Mean S.D. Mean S.D. Computed Tabular

1. Program and
Policies 14 2.70 0.671416 3.17 0.260929 0.050567 2.14479 Accept Ho

2. Physical
Facilities 18 2.60 0.310376 2.99 0.172372 0.002876 2.10092 Accept Ho

3. Work
Environment 8 3.00 0.094868 3.354 0.055045 0.001054 2.30600 Accept Ho

4. Administration
and
Management 8 2.882 0.203519 3.354 0.022045 0.001045 2.30600 Accept Ho

5. Salary,
Incentives and
Benefits 10 3.07 0.133716 3.228 0.165338 0.098151 2.22814 Accept Ho

6. Interpersonal
Relationships 8 3.50 0.156461 3.838 0.051186 0.001597 2.30600 Accept Ho

7. Community 8 2.92 0.188997 3.700 0.073144 2.523890 2.30600 Reject Ho

Note: S.D. = Standard Deviation HO = Null Hypothesis

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The table above shows the t-test analysis on the perception of the

respondents on the external factors when grouped by gender. The t-computed

values and tabular values are as follows:

The Program and Policies posted t – test value of 0.050567 while the

tabular value is 2.14479 with 14 degrees of freedom, Physical Facilities got t –

test value of 0.002876 with tabular value of 2.10092, with 18 degrees of

freedom,

Work Environment, computed t – test is 0.001054, Administration and

Management gained t – test value of 0.001045, Interpersonal Relationships

earned t – test value of 0.001597 and all these three items has tabular value of

2.30600 at 8 degrees of freedom, Salary, Incentives and Benefits reflected t –

test value of 0.098151 with tabular value of 2.22814. The decision for these six

items was to “Accept Ho” that there is no significant difference on the

perceptions of the respondents on the external factors when grouped according

to gender when tested at .05 degree of variance.

There was only one item, “Community” which posted t – test value of

2.523890 which is greater than the tabular value of 2.30600 with 8 degrees of

freedom at .05 degree of variance which arrived to a decision, “Reject Ho” that

there is no significant difference on the perceptions of the respondents when

grouped by gender.
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Chapter 5
SUMMARY, CONCLUSION AND RECOMMENDATIONS

This chapter presents the major findings, conclusions and

recommendations drawn along the process.

Summary of Findings

Part I – Respondents’ Profile

Age. On male group of respondents, most of them were under 21 – 30

and 41 – 50 years old brackets having the same frequency of 6 or 4.38 percent

response and the least frequency was a single response or 0.73 percent under

51 – 60 years old bracket.

On female group of respondents, dominant was on age bracket 41 – 50

years old where 41 or 29.93 percent responded; and the least was 13 or 9.49

percent under 61 years old and above.

Summing up the distribution of respondents by age, 41 – 50 years old

bracket was dominant with a frequency of 47 or 34.31 percent of the total

respondents and the least under age bracket 61 years old and above with 13 or

9.49 percent response.

Civil Status. Dominant was the “Married” with 98 or 71.53 percent, 32 or

23.36 percent “single” and 7 or 5.11 percent for “widow/er”.

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Highest Educational Attainment. Bachelor’s” degree holder was

dominant with 97 or 70.80 percent response followed by “Masteral” degree

holders with frequency of 35 or 18.25 percent and 15 or 10.95 percent for

“Doctoral” degree holders.

Current Position. “Permanent” position was dominant with a frequency of

113 or 82.48 percent followed by 16 or 11.68 percent “Job Order”; and the least

were the “Casual” and “Volunteer” positions with the same frequency of 4 or

2.92 percent each.

Years in Service. Dominant was 26 – 30 years in service with 32 or 23.36

percent response, and the least was 10 or 7.30 percent for 11 – 15 years in

service.

Trainings Attended. Most of them have attended the “Regional” level with

82 or 59.85 percent response and the least attended was the “National” level

with 61 or 44.53 percent of the total respondents.

Part II – Information Proper

Intrinsic Factors. On male group of respondents’ perceptions on intrinsic

factors, “Degree of professionalism” came out first in rank with 3.71 weighted

mean considered as “Satisfied” and the least were “Personal Growth” and

“Financial stability” with 2.94 weighted mean.

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The average weighted mean of 3.19 means that the male respondents

considered the Intrinsic factors as “Moderately Satisfied”.

On female group of respondents’ perceptions on intrinsic factors, “Degree

of professionalism” with 3.97 weighted mean, rank 1 and the least was

“Financial stability” with 3.43 weighted mean.

The average weighted mean of 3.76 means that the female respondents

considered intrinsic factors as “Satisfied”.

Extrinsic Factors – Programs and Policies. On the male group of

respondents, first in rank was “Implementation of personnel selection and

promotion policy” with 3.29 weighted mean considered “Moderately Satisfied“

and the least was “Awards and recognition is fair” with 1.24 weighted mean

considered as “Dissatisfied”.

The average weighted mean of 2.70 on the extrinsic factors as to

Programs and Policies for male group of respondents was considered as

“Moderately Satisfied”.

On female group of respondents, First in rank was “Goal settings of the

organization” with 3.49 weighted mean considered as “Moderately Satisfied” and

the least was “Scholarship grants for professional growth” with 2.69 weighted

mean considered also as “Moderately Serious”..

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The average weighted mean of 3.17 means the female group of

respondents were “Moderately Satisfied” of the extrinsic factors as to programs

and policies.

Extrinsic Factors as to Physical Facilities. On male group of respondents’

perceptions, first in rank was “Sufficiency of laboratories” with 3.18 weighted

mean considered as “Moderately Satisfied” and the least was “Consistency of

repair and maintenance of building” with 2.12 weighted mean considered as

“Slightly Satisfied”.

The average weighted mean of 2.60 means the male group of

respondents were “Moderately Satisfied” of the extrinsic factors as to Physical

Facilities.

On female group of respondents’ perceptions, first in rank were,

“Sufficiency of laboratories” and “Sufficiency of modern equipment and facilities”

with 3.21 weighted mean, and the least was “Consistency of repair and

maintenance of building” with 2.67 weighted mean both considered as

“Moderately Satisfied”.

The average weighted mean of 2.99 means the female group of

respondents were “Moderately Satisfied” of the extrinsic factors as to Physical

Facilities.

Extrinsic Factors as to Work Environment. As to male group of

respondents, “The accessibility of location to all types of land transportation”

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with 3.06 weighted mean was rank 1 and least in rank was “Practice of

cooperation and teamwork among health workers” with 2.53 weighted mean

both described as “Moderately Satisfied”.

The average weighted mean of 2.88 means the male group of

respondents were “Moderately Satisfied” of the extrinsic factors as to Wok

Environment.

As to female group of respondents, “Presence of healthy organizational

climate” with 3.43 weighted mean came out rank 1 and the least,

“Conduciveness of workplace” with 3.28 weighted mean, both described as

“Moderately Satisfied”.

The average weighted mean of 3.35 means the respondents were

“Moderately Satisfied” of the extrinsic factors as to Work Environment.

Extrinsic Factors as to Administration and Management. As to male

group of respondents, “The accessibility of location to all types of land

transportation” with 3.06 weighted mean as rank 1 and least in rank was

“Practice of cooperation and teamwork among health workers” with 2.53

weighted mean both described as “Moderately Satisfied”.

The average weighted mean of 2.88 means the male group of

respondents were “Moderately Satisfied” of the extrinsic factors as to

Administration and Management.

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As to female group of respondents, “Presence of healthy organizational

climate” with 3.43 weighted mean came out rank 1 and the least,

“Conduciveness of workplace” with 3.28 weighted mean both considered as

“Moderately Satisfied”.

The average weighted mean of 3.35 means the respondents were

“Moderately Satisfied” of the extrinsic factors as to Administration and

Management.

Extrinsic Factors a to Salary, Incentives and Benefits. First in rank with

the same weighted mean of 3.18 were “Just compensation” and “Retirement pay

is secured” followed by “Payment of salary is on time” with 3.12 weighted mean

and the least was “Satisfied with all the benefits attached to the job” with 2.82

weighted mean both described as “Moderately Satisfied”.

The average weighted mean of 3.07 means the male group of

respondents were “Moderately Satisfied” of the extrinsic factors as to Salary,

Incentives and Benefits.

As to female group of respondents, rank 1 was “Payment of salary is on

time” with 3.55 weighted mean described as “Satisfied” and the least was

“Retirement pay is secured” with 3.10 weighted mean described as “Moderately

Satisfied”.
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The average weighted mean of 3.23 means the female group of

respondents were “Moderately Satisfied” of the extrinsic factors as to Salary,

Incentives and Benefits.

Extrinsic Factors as to Interpersonal Relationships. As to male group of

respondents, first in rank was “Responsiveness and friendliness” with 3.71

weighted mean and the least was “Spirit of camaraderie among co-workers” with

3.29 both considered as “Moderately Satisfied”.

The average weighted mean of 3.49 for male group of respondents was

considered as “Moderately Satisfied”.

As to female group of respondents, rank 1 was “Responsiveness and

friendliness” with 3.90 weighted mean and the least was “Have a good public

image towards co-workers” with 3.78 weighted mean both described as

“Satisfied”.

The average weighted mean of 3.84 for female group of respondents was

considered as “Satisfied”.

Extrinsic Factors as to Community. As to male group of respondents,

Rank 1 was “Peace and order” with 3.19 weighted mean considered

“Moderately Satisfied” and the least was “Support from barangay officials” with

2.65 weighted mean also considered “Moderately Satisfied”.

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The average weighted mean of 2.92 means that the male group of

respondents were “Moderately Satisfied” of the Extrinsic Factors as to

Community.

As to female group of respondents, rank 1 was “Cooperation of people in

the community” with 3.82 weighted mean and the least was “Concerned Local

Government officials” with 3.62 weighted mean both considered “Satisfied”.

The average weighted mean of 3.70 means that the female group of

respondents were “Satisfied” of the Extrinsic Factors as to Community.

Parameters. As to male group of respondents, dominant was “Factions”

with 4.76 weighted mean considered as “Very Serious” parameter and the least

was “Language barrier” with 2.18 weighted mean considered as “Slightly

Serious” parameter.

The average weighted mean of 2.97 means that the Parameters that

affect job satisfaction were considered as “Moderately Serious” by the male

group of respondents.

As to female group of respondents, rank 1 was “Work loads” with 3.32

weighted mean and least was “Language barrier” with 2.53 weighted mean both

considered as “Moderately Serious” by the respondents.

The average weighted mean of 2.88 means that the Parameters that

affect job satisfaction were considered as “Moderately Serious” by the female

group of respondents
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Conclusion

It is very evident that generally, the employees are moderately satisfied

with the different factors considered as measuring tools in this study. It seems

that the healthcare workers are moderately engaged in their jobs due to the poor

condition of the physical facilities intended for health care services in the entire

province of Quirino. The healthcare workers underscored the program and

policies as another issued that the Human Resource Management must look

into. Necessary steps must be done to increase the health workers engagement

in their jobs beyond expectations because the objectives of health care services

are at stake.

Workloads and Stresses are closely inter-knitted to each and considered

as major factors that adversely affect the performance of a health worker. In this

case, it would be a welcoming process if more enhancements will be

incorporated in creating a workplace that balances these factors, thus, increase

the satisfaction of health workers who are agents of molding the environs into

physically fit and abled well beings.

Recommendations

Based on the major findings and conclusions, the following are

respectfully endorsed:
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1. Put more value on Public Health Workers by providing

competitive compensation and offering higher salary to

significantly reduce the number of health workers who are

forced to leave their family and our country in search of decent

pay for decent work.

2. Health workers should be considered in the allocation of

scholarship grants to further enhance their knowledge and

skills which in return, be more efficient in the performance of

their duties and responsibilities.

3. Human Resource Management should find ways to incorporate

in each plans and programs the more appealing recognition

and awards system.

4. Local evaluation team should be formed to conduct regular

inspection of scheduled maintenance, make necessary

recommendations for repairs and ensure regular schedules for

these purposes, in that way, hospital facilities are fully

operational 24/7.
5. The provision of state-of-the-art lifting devices should also be

given attention to lessen the risk that patients may suffer during

in-transit from one place to another and alleviate the plight of

the emergency responders (health workers) in doing the task.

6. Conduciveness of the workplace should also be considered.
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7. Considering the workloads, Human Resource should come up

with programs or activities that will reduce the stress

experienced by the health workers.

8. Similar studies should be undertaken utilizing other variables to

give more findings that could be of help in improving the work

environment for health workers.

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APPENDICES
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APPENDIX A

July 26, 2018

________________
________________
Quirino Province

Sir:

Greetings!

May I humbly request for approval of the conduct of research entitled,

“JOB SATISFACTION AMONG HEALTH WORKERS IN QUIRINO PROVINCE”,
in partial fulfillment of the requirements for the degree, Master in Public
Administration, (MPA) at Northeastern College, Santiago City, School Year 2018.

Requesting further that questionnaires will be served to all public health

workers in the province of Quirino.

I hope for your favorable consideration on this request is very much

appreciated.

Respectfully yours,

JEFREY R. GARCIA
Researcher
Noted:

MADELI R. BAUTISTA, Ed.D.; Ph.D.

Dean

APPROVED:

__________________
__________________
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APPENDIX B

July 26, 2018

____________
____________
_______, Quirino

SUBJECT: Permit to Float Questionnaire - Thesis

Sir:

Greetings!

Please be informed that the undersigned is currently conducting research

entitled, “JOB SATISFACTION AMONG HEALTH WORKERS IN QUIRINO
PROVINCE”, in partial fulfillment of the requirements for the degree, Master in
Public Administration (MPA) at Northeastern College, Santiago City, School Year
2018.

By this reason, permission is humbly requested from your good office to

float questionnaire to the health workers in the Quirino local government.

Your favorable consideration on this request is very much appreciated.

Respectfully yours,

JEFREY R. GARCIA
Researcher
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APPENDIX C

July 26, 2018

Dear Fellow Health Workers,

Greetings!

I am currently conducting a research study entitled, “JOB SATISFACTION

AMONG HEALTH WORKERS IN QUIRINO PROVINCE”, in partial fulfillment of
the requirements for the degree, Master in Public Administration (MPA) at
Northeastern College, Santiago City, School Year 2018.

In relevance, this survey form is constructed to solicit data from your

good end which is essential to the fulfillment of this research work. Your
response will be treated with utmost confidentiality.

Respectfully yours,

JEFREY R. GARCIA
Researcher
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APPENDIX D

QUESTIONNAIRE

Directions: This questionnaire is aimed to evaluate the JOB SATISFACTION

AMONG HEALTH WORKERS IN QUIRINO PROVINCE as
implemented in Maddela, Quirino.
Please answer the following by supplying the needed information
on the space provided for:

PART I. Profile of Respondents

Name (Optional): ____________________________________________

Age: _____ Gender: _____ Civil Status: _____
Highest Educational Attainment: Specialization: _____________
College Graduate ____
Masteral Graduate ____
Doctoral Graduate ____
Others, please specify: _____________________________
Present Position: ________________________
Permanent ____ Casual ____
Job Order ____ Volunteer ____
Number of years in Health Service:
1 – 5 years ____ 16 – 20 years ____
6 – 10 years ____ 21 – 21 years ____
11 – 15 years ____ 26 – 30 years ____
In – service trainings relevant to your functions (check levels attended):
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Local ____ Regional ____

Provincial ____ National ____

PART II. Factors affective of Job Satisfaction

Directions: Cited are the intrinsic factors that affect job satisfaction. Please put a check
mark using the scale below:

Legend:

Points Qualitative Description

5 Very Satisfied (VS)
4 Satisfied (S)
3 Moderately Satisfied (MS)
2 Partly Satisfied (PS)
1 Least Satisfied (LS)

Intrinsic 5 4 3 2 1
1. Self-fulfillment
2. Achievement
3. Recognition
4. Personal Growth
5. Responsibility
6. Security in retirement
7. Sense of belongingness to the
organization
8. Degree of professionalism
9. Financial stability
10. Fair treatment
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PART III. Rate the extrinsic factors that affects job satisfaction.

Level of Satisfaction
Programs and Policies
5 4 3 2 1
1. Implementation of personnel selection and
promotion policy
2. Awards and recognition is fair
3. Goal settings of the organization
4. Attendance to seminars and workshops related
to task
5. Scholarship grants for professional growth
6. Recognition and award for exemplary
performance
7. Development of personnel’s potentials as next
managers
8. Dissemination of information
Physical Facilities 5 4 3 2 1
1. Sufficiency of laboratories
2. sufficiency of modern equipment and facilities
3. Sufficiency of space for out - patients
4. Sufficiency of rooms for in - patients
5. Adequacy of water supply
6. Decent and clean restrooms
7. Availability of lifting devices
8. Consistency of repair and maintenance of
building
9. Sufficiency office supplies
10. Sufficiency of medical supplies
Work Environment 5 4 3 2 1
1. conduciveness of workplace
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2. Presence of healthy organizational climate

3. Practice of Occupational Health and Safety
Procedures
4. Practice of cooperation and teamwork among
health workers
5. The accessibility of location to all types of land
transportation
Administration and Management 5 4 3 2 1
1. Sensitive to employees needs
2. Supportive to workshops and trainings for
professional advancement of health workers
3. Provision of healthy work environment
4. Security of health workers from any harm in
relation to their tasks
5. Open to feedbacks for the improvement of the
organization
Incentives and Benefits 5 4 3 2 1
1. Just compensation
2. Payment of salary is on time
3. Satisfied with all the benefits attached to the job
4. Retirement pay is secured
5. Service credits are just
6. Promotions are earned through hard work and
persistence
Interpersonal relationships 5 4 3 2 1
1. responsiveness and friendliness
2. openness to feedbacks and suggestions
3. help extended to fellow workers
4. Spirit of camaraderie among co-workers
5. Have a good public image towards co-workers
Community 5 4 3 2 1
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1. Cooperation of people in the community

2. Support from barangay officials
3. Support from other government agencies
4. Peace and order
5. Concerned Local Government officials

PART IV. Pressures to job satisfaction

Directions: Please put a check mark on the parameters that are pressure to job satisfaction
using the following scale:

Qualitative Descriptions
Points
5 Very Serious (VS)
4 Serious (S)
3 Moderately Serious (MS)
2 Slightly Serious (SS)
1 Least Serious (LS)

Extent of
Particulars Pressures
5 4 3 2 1
1. Failure to enroll in the masteral program due to
time constraints
2. work loads
3. Financial constraints
4. Cultural indifferences
5. Unfair practices in the administration
6. Factions
7. Language barrier
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8. Stressed
9. Low morale
10. distance of workplace from home

End of survey.

Thank you very much!

JEFFREY R.GARCIA
Researcher
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CURRICULUM VITAE

PERSONAL DATA

Name : JEFREY R. GARCIA

Date of Birth :

Place of Birth :

Marital Status :

Home Address :

Email Address :

Spouse :

Children :

Father :

Mother :

EDUCATIONAL ATTAINMENT

Elementary :

Secondary :

Tertiary :

Post Graduate :
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ELIGIBILITY

AWARDS RECEIVED

WORK EXPERIENCES

TRAININGS/SEMINARS ATTENDED