Local Studies

According to Guarino & Bartolome (2017), Job satisfaction is a result of the

attitudes possessed by an employee mainly towards his job and the total work situation

including the company he works, his superiors, and his co-workers. It is influenced by

his attitude towards his wages, employment security, or steadiness, opportunities for

promotion, fair evaluation of work and social relations in the workplace. Nowadays,

most industrial organizations are genuinely interested in employee attitudes and

opinions. Various methods are used by the management to measuring employee

attitudes and opinions. Moreover, an understanding of employee behavior cannot be

based entirely on their attitudes and opinions relating to their work situations.

Knowledge about human behavior in general, the values by which people live and the

satisfactions associated with the work they do is also required.

Adam’s theory of equity as cited in the study of Rana (2011) describes that

individual often adequate condition at workplace with other contemporaries. When one

as an individual that develops feeling, that person has not been fairly treated in terms of

input that person puts in his work and what he gets output. This state might lead to

diminishing job satisfaction level. When people observe a ratio of inputs to outcomes

that either favors other people or themselves they experience inequity, which is

assumed to be enough unpleasant experience to motivate change in either behavior or

perception, or bath’s. Adam’s theory suggest balance between outputs like salary

benefits, responsibility reputation, praise and sense of achievement nd inputs like work,

skill, effort, flexibility and adaptability. According to him, the theory of equity, balance

between inputs and outputs might enhance employee’s level pleasure when they derive
from their work. This will lead to probably less sick leave, less absenteeism, efficient

work environment, cost effective workers and negative work attitude.

In the study of Elevazo (2009), it is stated that most widely accepted view of job

satisfaction assumes that the degree of satisfaction experienced by a person results

from comparison between the individual’s standards and the individual’s perceptions of

the extent to which the standard is met. It compares what a person wants (standard)

with what he or she receives. The smaller the difference, the greater is the feeling of

satisfaction. Nevertheless, if there is a wide discrepancy between what is needed and

desired and what is obtained, job satisfaction will result. The theory states that people

compare themselves to others in assessing their own feelings of job satisfactions. An

individual observes others in similar jobs and infers how satisfied they are. The person

compares himself or herself to these other people and them derives a feeling of

satisfaction based on how they feel about their jobs.

On the other hand, Herzberg as cited by Hicao (2009) said that when a job

provides a lot of content factors, that is, a sense of recognition, advancement,

achievement, and so on, the employee will feel satisfied at work. When these factors

are absent, the employee will not be dissatisfied but will feel neutral or indifferent.

Alternately, when a job provides a lot of content factors such as good salary or pleasant

working conditions, an employee will feel satisfied but will feel neutral or indifferent

toward the job. When these factors are absent in a job, the employee will feel

dissatisfied. This, with satisfiers, a high degree of reward will result in satisfaction and a

low degree will result in indifference and a low degree of reward in dissatisfaction.

Moreover, a job should be so designed that will be a high degree of reward provided by
both context factors( to avoid dissatisfaction) and content factors ( to ensure

satisfaction). These bases indicate that job satisfaction is, indeed, affected by many

variables within and outside the organizations as implied in the aforementioned studies

on job satisfaction.

Guarino, R. & Bartolome, M., “Job Satisfaction Among Faculty Members of

Urdaneta City University.” Unpublished Theses. Urdaneta City University, June 2017.

Elevazo, S.R. et al., “Job Satisfaction of Nurses Employed at Selected Government

Hospital in Pangasinan.” Unpublished Theses. Urdaneta City University, March 2009.

Hicao, J. et al., “Job Satisfaction of Office Administrators at the City of Urdaneta.”

Unpublished Theses. Urdaneta City University, October 2009.

Rana, L.A. et al., “Level of Performance of Resort Employees.” Unpublished

Theses. Urdaneta City University, June 2011.

Balcueva et al., (2013) determined the relation of the levels of job satisfaction with the

performance of the faculty members of Saint Louis University and found out that there is

very high correlation between the level of satisfaction and the performance of the three

largest schools in terms of student population of the university who recommend that

some of the weak indicators of job satisfaction and performance be strengthened and

improved for greater productivity.

Martin et al., (2008) suggested the proposition that part time employee group

memberships accounts for incremental variance in predicting turnover. The study also

provided additional support for the premise that organizational commitment, job

satisfaction and perceived employment alternatives differentially predict turnover for

these part time groups.

Dela Cruz (2005) stated that employees’ productivity is largely related to their job

satisfaction and turnover rate can be reduced with a higher level of organizational

commitment and there is relatively strong relationship between job satisfaction and

organizational commitment.