i

Republic of the Philippines

TARLAC STATE UNIVERSITY
COLLEGE OF BUSINESS AND ACCOUNTANCY
GRADUATE STUDIES
Tarlac City, Philippines
Awarded Level IV (Accredited Status) by the Accrediting Agency of
Chartered Colleges and Universities of the Philippines (AACCUP), Inc.
Tel. No. 982-2464 Local 232; Facsimile No.982-0110, E-mail: tsu@mozcom.com

APPROVAL SHEET

This thesis of MARIA DOLORES L. CAPIRAL entitled, “Adversity Quotient and

Job Satisfaction of Employees in Homegrown Bakeshops in Tarlac City”, which is
prepared and submitted in partial fulfillment of the requirements for the degree Master in
Business Administration is hereby accepted.

ELIZABETH A. AMURAO, DBA

Adviser

THESIS COMMITTEE

SUSAN D. RAMIREZ, DBA

Chairman

JHONEL C. PANLILIO, DBA WILMARK J. RAMOS, DBA

Member Member

LIMUEL P. PAVICO, DBA

Member

Accepted and approved in partial fulfillment of the requirements for the degree Master
in Business Administration.

Comprehensive Examination passed.

JHONEL C. PANLILIO, DBA

Dean, College of Business and Accountancy
June 2021
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ADVERSITY QUOTIENT AND JOB SATISFACTION OF EMPLOYEES IN

HOMEGROWN BAKESHOPS IN TARLAC CITY

A Thesis Presented to
the Faculty of Graduate School
College of Business and Accountancy
Tarlac State University
Tarlac City

In Partial Fulfillment
of the Requirements for the Degree
Master in Business Administration

MARIA DOLORES L. CAPIRAL

June 2021
 iii

ABSTRACT

Title : ADVERSITY QUOTIENT AND JOB SATISFACTION OF

EMPLOYEES IN HOMEGROWN BAKESHOPS IN
TARLAC CITY
Researcher : Maria Dolores L. Capiral
Institution : Tarlac State University
Degree : Master in Business Administration

This study investigated the Adversity Quotient (AQ) as a good predictor of Job

Satisfaction and proved that AQ is a good predictor of an employee’s level of Job

Satisfaction. The respondents were ninety-nine (99) employees from the seven (7)

homegrown bakeshops in Tarlac City who were randomly selected from each of the

bakeshops in the city. The researcher used a quantitative type of research and utilized

the validated tool on adversity quotient developed by Dr. Paul G. Stoltz, CEO of the

PEAK Learning, Inc. Two (2) types of questionnaires were disseminated– one of which

was the AQ Profile that was used to measure the respondents’ AQ and one to measure

their job satisfaction which was adopted from the interface questionnaire of

Shodhganga, ( Jayarani, P. 2015), and retrieved on the same day.

The study revealed that AQ is significantly related to the respondents’ age, civil

status, and educational attainment on the contrary job satisfaction was found to be

significantly related to their civil status alone. However, it was also determined that AQ

and Job Satisfaction have no significant relationship. Additionally, the regression

analysis yielded a variance of only 0.6%; thus, AQ is not a good predictor of job

satisfaction.
 iv

The business owners could refer to this study to understand how the individual

Adversity Quotients (AQ) of their employees could affect their job satisfaction and

therefore, their work performance. They may develop ways or programs to develop or

assist their workers in improving their Adversity Quotients. Improving or modifying

employee manual that would suit the needs of employees may also be considered to

help them raised their adversity quotient.

 v

ACKNOWLEDGMENT

The researcher would like to express her deepest and sincerest gratitude to the

following persons who have extended their support that made this study a success.

Dr. Elizabeth A. Amurao, Thesis Adviser. Much appreciation is given for her time,

patience, professional guidance, and advice during the preparation up to the completion of this

research paper;

Dr. Susan D. Ramirez, Chairman of the Thesis Committee for her support and

valuable comments and suggestions needed to have this research study a comprehensive one;

Dr. Wilmark J. Ramos, Member of the Thesis Committee, for sharing his expertise

and giving straightforward comments and suggestion for the refinement of this research study;

Dr. Limuel P. Pavico, Member of the Thesis Committee, for his valuable suggestion

to carry out this research successfully;

Dr. Jhonel C. Panlilio, Dean College of Business and Accountancy and also a Member

of the Thesis Committee, gave encouragement and self-confidence to continue to move forward

in the completion of her research study.

Dr. Paul G. Stoltz, the author of Adversity Quotient Profile and the CEO of PEAK

Learning Inc., for allowing the researcher to use the instrument on adversity quotient;

Miss Katie Martin, the researcher’s consultant from PEAK Learning Inc. on adversity

quotient much appreciation is given for her valuable assistance every time the researcher

undergo some difficulties in the conduct of the study;

The Respondents, for their participation and cooperation;

To all the people that the researcher failed to mention, who extend their help in the

completion of this paper;

 vi

And most of all, the researcher would like to thank the Almighty God who gave her the courage

to conquer all difficulties that may hinder the completion of this research paper. Also the

researcher’s source of wisdom, patience, and strength to complete this study.

 vii

DEDICATION

This work is dedicated to my family who has been my source of support and

encouragement amidst the challenges of graduate school life. I know that they have

dreamed of me reaching this milestone. My husband, Raymundo, for the unconditional

love and not giving up during my direst moment. To my children, Phoenix and Racer

for their understanding, and happiness that they always bring to me. And now my dream

has finally come to fruition, I am forever indebted to their love beyond words and

expectation. Above all, this work is dedicated to the Almighty Father for the gift of

life, wisdom, and unconditional love. I am forever your servant.

 viii

TABLE OF CONTENTS

Title Page No.

Approval Sheet...................................................................................................... i
Title Page .............................................................................................................. ii
Abstract ................................................................................................................. iii
Acknowledgement ................................................................................................ v
Dedication ............................................................................................................. vii
Table of Contents .................................................................................................. viii
List of Tables ........................................................................................................ xi
List of Figures ....................................................................................................... xiii

CHAPTER 1. THE PROBLEM AND ITS BACKGROUND

Introduction ............................................................................................... 1
Statement of the Problem .......................................................................... 6
Significance of the Study .......................................................................... 8
Scope and Delimitation ............................................................................. 9
Definition of Terms................................................................................... 10

CHAPTER 2. RELATED LITERATURE AND RELATED STUDIES

Related Literature...................................................................................... 13
Related Studies.......................................................................................... 20
Foreign ................................................................................................. 20
Local .................................................................................................... 25
Conceptual Framework ............................................................................. 27

CHAPTER 3. METHODOLOGY AND SOURCES OF DATA

Research Design........................................................................................ 29
Respondents .............................................................................................. 29
Research Locale ........................................................................................ 30
Research Instrument.................................................................................. 30
Data Gathering Procedure ......................................................................... 32
Statistical Treatment ................................................................................. 33

CHAPTER 4. PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

Respondents Profile .................................................................................. 37

Respondents’ Age ................................................................................ 37
 ix

Respondents’ Sex ................................................................................. 38

Respondents’ Civil Status .................................................................... 38
Respondents’ Educational Attainment ................................................. 39
Respondents’ Number of Years in the Company ................................ 39
Respondents’ Adversity Quotient ......................................................................... 40
Respondents’ Control Dimension ............................................................. 40
Respondents’ Ownership Dimension........................................................ 42
Respondents’ Reach Dimension ............................................................... 43
Respondents’ Endurance Dimension ........................................................ 45
Respondents’ Overall Adversity Quotient ................................................ 47
Respondents’ Job Satisfaction .............................................................................. 48
Respondents’ Nature of Work .................................................................. 49
Respondents’ Inter-Personal Relationship ................................................ 52
Respondents’ Pay and Allowances ........................................................... 54
Respondents’ Work Environment ............................................................. 56
Respondents’ Training .............................................................................. 58
Respondents’ Management Policies ......................................................... 60
Respondents’ Personal Growth and Career Development ........................ 62
Respondents’ Grievance and Redressal .................................................... 64
Respondents’ Management and Employees ............................................. 66
Respondents’ Empowerment .................................................................... 68
Respondents’ Job Satisfaction .................................................................. 69
Relationship between the Respondents’ Age and Adversity Quotient ................. 72
Relationship between the Respondents’ Sex and Adversity Quotient .................. 72
Relationship between the Respondents’ Civil Status and Adversity Quotient ..... 72
Relationship between the Respondents’ Educational Attainment and
Adversity Quotient .. ............................................................................................. 72
Relationship between the Respondents’ Tenure and Adversity Quotient ............ 72
Relationship between the Respondents’ Age and Job Satisfaction ...................... 73
Relationship between the Respondents’ Sex and Job Satisfaction ....................... 73
Relationship between the Respondents’ Civil Status and Job Satisfaction .......... 73
Relationship between the Respondents’ Educational Attainment
and Job Satisfaction ............................................................................................. 73
Relationship between the Respondents’ Civil Tenure and Job Satisfaction ......... 73
Relationship between the Respondents’ Job Satisfaction and
Adversity Quotient ................................................................................................ 75
Influence of Adversity Quotient to Job Satisfaction ............................................. 76

CHAPTER 5. SUMMARY OF FINDING, CONCLUSIONS AND

RECOMMENDATION

Respondents Profile .................................................................................. 78

Respondents’ Adversity Quotient ............................................................. 79
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Job Satisfaction ......................................................................................... 80

Relationship between the Respondents’ Profile to Job Satisfaction and

Adversity Quotient ................................................................................................ 80
Relationship between the Respondents’ Job Satisfaction and
Adversity Quotient ................................................................................................ 81
Conclusions ........................................................................................................... 81
Recommendations ..................................................................................... 83
Bibliography ............................................................................................. 86

Appendices
Appendix A. List of Home Grown Bakeshops in Tarlac City .................. 92
Appendix B. Job Satisfaction Questionnaire ............................................ 93
Appendix C. Adversity Quotient Profile .................................................. 104
Appendix D. AQ Profile Official Research Agreement ........................... 105
Appendix E. Letter Request to BPLD....................................................... 106
Curriculum Vitae ...................................................................................... 107
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LIST OF TABLES

Table Page No.

1 Number of Respondents from Homegrown

Bakeshops in Tarlac City .......................................................................... 30

2 Age of the Respondents ............................................................................ 37

3 Sex of the Respondents ............................................................................. 38

4 Civil Status of the Respondents ................................................................ 38

5 Educational Attainment of the Respondents ............................................. 39

6 Number of Years in the Company of the

Respondents .............................................................................................. 39

7 Control Dimension of the Respondents .................................................... 40

8 Ownership Dimension of the Respondents ............................................... 42

9 Reach Dimension of the Respondents .................................................... 43

10 Endurance Dimension of the Respondents ............................................. 45

11 Adversity Quotient of the Respondents .................................................. 47

12 Adversity Quotient Dimension Summary ............................................... 48

13 Nature of Work of the Respondents ........................................................ 49

14 Inter-Personal Relationship of the

Respondents ............................................................................................ 52

15 Pay and Allowances of the Respondents ................................................ 54

16 Work Environment of the Respondents ................................................... 56

17 Training of the Respondents .................................................................... 58

18 Management Policies of the Respondents ............................................... 60

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19 Personal Growth and Career Development

of the Respondents ................................................................................... 62

20 Grievance and Redressal of the Respondents .......................................... 64

21 Management and Employees of the

Respondents ............................................................................................. 66

22 Empowerment of the Respondents .......................................................... 68

23 Summary of all Dimension of

Job Satisfaction ........................................................................................ 69

24 Relationship Between the Respondent’s

Profile and Adversity Quotient ................................................................ 72

25 Relationship Between the Respondent’s

Profile and Job Satisfaction ..................................................................... 73

26 Relationship Between the Respondent’s

Job Satisfaction and Adversity Quotient .................................................. 75

27 Linear Regression Summary Output ........................................................ 76

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LIST OF FIGURES

Figure Page No.

1 Paradigm of the Study............................................................................... 28

2 Research Procedures ................................................................................. 32

3 Descriptive Interpretations for the

Adversity Quotient Scores ....................................................................... 35

4 Descriptive Interpretations for the

Job Satisfaction Scores ............................................................................ 36
 1

Chapter 1
THE PROBLEM AND ITS BACKGROUND

Introduction

Different people face various challenges in life and react differently to them because

all people experience adversity at any point in their lives. One’s hardship may be too small

in comparison to someone other’s because adversities are part of life” (Hewitt, 1980).

Thus, adversity is inevitable and it is always part of a deal in everyone’s life.

Adversity may be caused by an incident, a circumstance, or an adverse situation

that strikes in relationships, health, jobs, financial status, business, etc. People at work are

meeting the demands required at their workplace, at home, in school, and everywhere else.

It is impossible to manage all these uncertainties and complexities at times when one faces

every day because it can strike anytime without a warning which makes other people either

stumble or battle the odds. After all, these individuals differ in their mental capabilities and

ability to surmount adversity.

The science of AQ was developed by Dr. Paul G. Stoltz (Phoolka, 2012). He

developed a concept of measuring one’s ability to respond to adversities and coined it in

1997 in his book entitled “Adversity Quotient: Turning Obstacles into Opportunities”.

Industry-leading companies and governments worldwide use this to transform their

organization’s productivity, hiring, and culture. According to Stoltz, (1997), AQ plays a

significant role in a human being when is faced with various difficulties in everyday work

life, such as competition, productivity, learning, and resilience.

 2

Most people suffer from a capacity gap between what is required and what they

have (Canivel, 2010). These phenomena occur to workers, employees, and laborers in their

workplaces. However, according to Brunkhost (as cited in Cornista & Macasaet, 2013),

people choose the way to act during adversities. It is not what happens to a person but how

he reacts to it that affects the trajectory of their life. This determines his limit on challenges

and demands brought about by pressing problems even managers of the organization are

no exemptions. Unlike an ordinary individual employee, the top management faces more

challenges in the day-to-day operation of an organization. Being a leader is knowing how

to manage and react to the challenges that a company is having. Moreover, they are

responsible for ensuring that an organization runs smoothly and functional at the same time.

Their task requires the ability to handle all odds from finances, structure, and relationships,

and their ability to surpass these obstacles dictates the organization’s success. Hence,

measuring the adversity quotient of employees is an advantage for a manager or an owner

of a company.

Further, Braes and Brooks (2010), emphasized that the adversity quotient is a state

of ability that enables individuals, groups, or communities to prevail through moments of

adversity. Adversity Quotient (AQ), was used as a measure of determining what it takes to

get things done in highly demanding situations and is referred to as the Science of Human

Resilience. It computes how people respond to adversities that they may have to face on a

typical day. The higher a person’s adversity quotient score, the higher the ability to

withstand adversity, which leads to increases in performance. A person’s level of adversity

quotient is thus said to predict job performance and organizational commitment fairly well.

It is a gauge of the human ability to bounce back and deal with an unconstructive situation
 3

in a positive way. It is the regular way in which he reacts when faced with a problem to his

functioning.

Several studies have been made and conclude that the secret of expanding one’s

existing and accessed capacities to meet the required capacity demands to increase one’s

adversity quotient. Stoltz (as cited in Enriquez & Estacio, 2009) states that the adversity

quotient determines whether an individual stands strong when faced with adversity.

Similarly, (Stoltz & Weihenmayer, as cited in Cornista & Macasaet, 2013) argues that the

key to success is learning how to convert adversity into potential opportunities and

equanimity. It requires a certain level of resilience to use each adverse situation to one’s

benefit. This only shows that to have a successful business, learning the individuals’

adversity quotient of managers and employees can become an asset in a company. If the

persons’ level of resilience is high, there is a possibility that the person can make a

problematic situation into a solution.

In the study conducted by Mosura et al. (2001), it was explained that most people

go to work day after day because it is necessary if they want to get what they consider to

be necessities of life and a few luxuries that they desire. What they do to earn is not a matter

of choice but is determined by a lot of factors such as education, experience, personal

characteristics, inborn abilities, social background and some say, by chance. Therefore, we

must not see human behavior as either a product of social structures enveloping persons or

a matter of individual will and choice. There is also an interplay between the societal

expectations for individuals and their responses in situations. As a consequence, many

people engage in work that after some time becomes monotonous.

 4

It was clarified that a great many people go to work for a long time since it is

important on the off chance that they need to get what they consider to be necessities of life

and a couple of extravagances that they want. What they do to acquire doesn't involve

decision however is controlled by a lot of elements, for example, instruction, experience,

individual attributes, inherent capacities, social foundation, and some state, by change.

There is additionally an interchange between the general public desires for people and their

reactions in circumstances. As a result, numerous individuals take part in work that after

some point becomes dreary.

Bakeshops come in all sizes, from small to large-scale wholesale operations

(Chattopadhyay, 2005). It is perfectly possible to get up and run with just two or three

people in total, but as it grows, more staff are needed to fill specific roles. Homegrown

businesses are more comfortable with their customers in their home origins (Frei &

Morriss, 2012). These kinds of businesses provide jobs for the people who were born and

raised in their native lands so as not to go far and seek jobs outside their community. It can

be an advantage for them but just like in any business, employees are not free from

adversity as they stay longer in the business. There is a need for the business to check on

the job satisfaction of their employees to ensure that the employees remain committed to

their jobs (Markos,& Sridevi, 2010). Thus, employees’ feelings about their task,

workplace, salary, organizational culture, and job security are significant and need to be

considered for the employees to stay in a particular establishment.

Job satisfaction can be regarded as one of the most complicated zones that any

manager is facing nowadays. When it comes to managing their employees, many studies

have proven an unusual strike on job satisfaction in terms of the motivation of workers in
 5

the level of motivation on productivity, as well as on the performance of business

organizations.

A study by Okeke (2018) states that three out of the predicator variables- talent

development, reward and recognition, and organizational structure were insignificant to

employee productivity while organizational commitment was positively significant. It is

recommended that organizations should constantly improve on those three predictor

variables with insignificant relationship to employee productivity and effectively explore

organizational commitment as a major variable for employee productivity. It is suggested

that associations ought to continually enhance those three indicator factors with an

irrelevant relationship to worker efficiency and adequately investigate hierarchical

responsibility as a significant variable for representative profitability.

Employees portray a crucial role when it comes to dealing with the customers as

well as the shortcomings they meet in bakery business models. Employees who cannot

manage to master the ingredients and premixes for the bread and cakes, encounter such

problems on why your bakery is better than the competition or why using real cream, eggs,

and butter creates a superior product, results in lost sales.

Based on the Business Processing and Licensure Division of Tarlac, Tarlac City

Hall list, some bakeshops are homegrown in the city and these bakeshops have existed for

years and have become part of the Tarlaquenos dining. These homegrown bakeshops are

situated in the heart of the city and their employees, are residents and natives of Tarlac City.

As homegrown bakeshops, they allowed the employees to work without leaving their

families behind. They provided and sustained the families of the employees for years and

kept them satisfied with their working conditions through the years.
 6

This study looked into the adversity quotient and job satisfaction of the employees

of homegrown bakeshops in Tarlac City so that by doing so, the smooth operation of these

shops may be sustained through the years. It is within this context that the capacity of the

bakeshop employees to rise quickly from defeats, frequent frustrations, stress, and setbacks

as they perform their duties and responsibilities. Also to investigate whether Adversity

Quotient or having a high or low resiliency level play a key role as to how they perform at

work in any kind of job they have. In particular, this study aims to establish the relationship

among demographic variables, job performance, and the level of adversity quotient® of

employees of bakeshop employees of Tarlac City.

Statement of the Problem

This study aimed to describe the adversity quotient and job satisfaction of

employees of homegrown bakeshops in Tarlac City.

Specifically, this study aimed to answer the following questions:

1. How are the employees described as to:

1.1. age,

1.2. sex,

1.3. civil status,

1.4. educational attainment, and

1.5. years in the company?

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2. How is the adversity quotient of the employees described along:

2.1. control,

2.2. ownership,

2.3. reach, and

2.4. endurance?

3. How is the job satisfaction of the employees described along the areas of:

3.1. nature of work,

3.2. inter-personal relationship,

3.3. pay and allowance,

3.4. work and environment,

3.5. training,

3.6. management policies,

3.7. personal growth and career development,

3.8 grievance and redressal,

3.9. management and employees,

3.10. empowerment?
 8

4. Is there a significant relationship between:

4.1 profile variables and adversity quotient?

4.2 profile variables and job satisfaction?

4.3 adversity quotient and job satisfaction?

5. Is adversity quotient a predictor of job satisfaction?

Hypotheses:
H1: There is no significant relationship between the profile variables and AQ

of the respondents.

H2: There is no significant relationship between the profile and the job satisfaction

of the respondents.

H3: There is no significant relationship between AQ and the job satisfaction of the

respondents.

H4: Adversity Quotient was not a predictor of job satisfaction.

Significance of the Study

This study is significant to the following:

To the bakeshop employees, the study helps them to develop greater resilience and

to expand their capacities to accomplish more in their workplace. In knowing their adversity

quotient and job satisfaction, they will be able to cultivate it to maintain their productivity

in their workplaces and be satisfied with their working condition.

 9

To business owners, this helps them understand the adversities and job satisfaction

of employees and to be able to help them overcome them to be better workers and to stay

focused and organized. This will further help them to find out how workers feel about their

jobs so that they would know how satisfied they are in their jobs.

To the Academe, it can contribute to the unending growth of several related

literature and studies which can be used by the undergraduate and graduate students as their

reference to enrich their research work in the further quest for more knowledge on adversity

quotient.

To future researchers, it may also be used as a guide or basis for future researchers

as a reference for future study in adversity quotient and they will benefit by learning how

to assess the employees’ AQ and job satisfaction of any homegrown establishments.

Scope and Delimitation

This study is focused and limited only on the adversity quotient and job satisfaction

of employees of randomly selected homegrown bakeshops in Tarlac City and further

validated the responses on the adapted standardized questionnaires. The employee’s

demographic profiles were categorized on the respondents’ age, sex, civil status,

educational attainment, and years in the company on the survey instrument.

The instruments used in this study were administered to 99 randomly selected

employees composed of Bakeshop A, 60; Bakeshop B, 20; Bakeshop C, 3; Bakeshop D, 3;

Bakeshop E, 4; Bakeshop F, 5; and Bakeshop G, 4. These respondents came from the seven

(7) randomly selected homegrown bakeshops in Tarlac City. Moreover, the adversity
 10

quotients of the employees were also described along the dimensions of Control,

Ownership, Reach, and Endurance. Even the relationship of their profile to their adversity

quotient and job satisfaction were also determined. This study was conducted from August

to December 2019.

Definition of Terms

The following terms are operationally and conceptually defined in the study.

Adversity Quotient. It refers to scores that measure the ability of a person to deal

with adversities in his life. It is one of the probable indicators of a person's success in life

and is also primarily useful to predict attitude, mental stress, perseverance, longevity,

learning, and response to changes in the environment (Collins, 2001). In this study, it is

defined as the capacity of the employees to respond to adversities in the workplace and

their scores in the Adversity Quotient Profile (AQP).

Adversity Quotient Profile. It is an assessment method to quantify the adversity

quotient developed by Paul Stoltz in 1997 with four dimensions to measure resiliency:

Control, Ownership, Reach, and Endurance. In this study, it is the tool used to measure the

resiliency of the managers along the mentioned dimensions.

Homegrown Bakeshop. Businesses engaged in producing bakery products that

have developed and grown in Tarlac City.

Control. A dimension of the adversity quotient profile which measures the degree

of control a person perceives that he or she has when adverse events happen or to what

extent one can influence whatever happens next.

 11

Empowerment. It is a series of initiatives designed to increase the degree of

autonomy and self-determination among employees so that, acting on their authority, they

can express their interests in a responsible and self-determined manner.

Endurance. A dimension of adversity quotient profile which measures the

perception of time over which good or bad events and its consequences will last or endure

or how likely one will step up to do anything to improve the situation.

Grievance and Redressal. The management has shown a grievance committee and

the availability of permanent procedures for handling grievances.

Inter-Personal Relationship. It refers to the ability to build rapport with

individuals having similar interests and goals as to the company

Job Satisfaction. It refers to how content is the 99 employees of homegrown

bakeshops with their current work station that motivates them to keep working despite

work-related difficulties. This satisfaction can be characterized by the ten determinants of

job satisfaction such as nature of work, inter-personal relationship, pay and allowances,

work environment, training, management policies, personal growth and career

development, grievance and redressal, management and employees, and empowerment. Job

satisfaction is operationally defined by employee responses to the Job Satisfaction

Questionnaire.

Management and Employees. The regularity of communication of HRM policies

and permission to employees to participate in the discussion of HRM policies of the

management.
 12

Management Policies. It is the mechanism within an organization of developing,

communicating, and maintaining policies and procedures.

Nature of Work. It refers to the everyday tasks performed by employees as part of

a job.

Ownership. A dimension of the adversity quotient profile that measures the extent

to which a person owns, or takes responsibility for the outcomes of adversity or the extent

to which a person holds himself accountable for improving the situation.

Pay and Allowance. Includes basic pay; special pay; incentive pay; and income.

Personal Growth and Career Development. Covers workshops and seminars for

further development, conduct programs, and deputation to other jobs to learn new skills.

Reach. A dimension of the adversity quotient profile which measures the degree to

which a person perceives good or bad events reaching other areas of life.

Training. Encouragement to participate in external training courses.

Work and Environment. Availability of pleasant physical environment with

provisions of safety appliances at work.

 13

Chapter 2

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter presents the surveyed related literature and studies that have some

bearing on the present study. This related literature and studies provided insights,

directions, and frameworks to the present study.

Related Literature

Adversity Quotient (AQ) is the capacity of human beings who deal and respond to

the adversities of life such as stress, and difficulties. Stoltz defined it as "the science of

human resilience". Furthermore, Stoltz (1997) conceptualized theories on AQ on how to

deal with challenges and overcome them so as not to affect deeply what the individual will

accomplish in his work and towards life. Thus, AQ measures how individuals react to

challenge and adversity in all aspects of their lives. Likewise, it makes individuals respond

to adversity and succeed in any endeavor.

However, AQ is much more than a measure. It shares a vital piece to what is

becoming a grand unification theory of an individual’s behavior, drawing from nearly four

decades of wisdom and scientific research from some of the world's top thinkers. Four core

dimensions make up AQ and these are control, origin, and ownership, reach, and endurance.

(Stoltz, 2001).

Control measures the individuals’ control and the perception that they have over

adverse events. Resilience and health are the two most important, with a strong gauge of

control with problems. Those with higher AQ's simply perceive greater control over life's
 14

events than do those with lower AQ's. As a result, they take more action which results in

more control. Origin and Ownership; this dimension asks two questions: Who or what was

the origin of adversity? And to what degree do I own the outcomes of adversity? The lower

the individual's origin score, the more likely he is to blame himself, beyond the point of the

blame being constructive. On the other hand, the higher the origin score, the greater the

tendency to consider other external sources of the adversity putting the individual's role

into perspective.

Ownership measures the extent to which individuals hold themselves accountable

for improving a situation. It is a strong gauge of accountability and the likelihood to take

action (Retrieved from www.peaklearning.com). The higher the individuals' ownership

score, the more they own the outcome, regardless of the cause. The lower the ownership

score, the more individuals disown the outcome, regardless of their cause. Reach is the

perception of how far-reaching events will be. It is a strong gauge of perspective, burden,

and stress level (Retrieved from www.peaklearning.com). This dimension asks the

question: How far will the adversity reach into other areas of my life? Lower AQ responses

allow the adversity to expand into other facets of life. The lower the R score, the more

likely individuals will regard events as catastrophic.

On the other hand, the higher the R score, the more individuals may limit the reach

of the problem to the event at hand. Individuals with high R scores effectively

compartmentalizes or contain the reach of the adversity, thus making them feel more

empowered and less overwhelmed endurance is defined as the perception of time over

which good or bad events and their consequences will last or endure. It is a strong gauge of

hope or optimism (Retrieved from www.peaklearning.com). It asks two related questions:

 15

How long will the adversity last? And how long will the cause of the adversity last? People

with a high score on this dimension may view success as enduring, if not permanent.

Likewise, individuals may consider adversity and its causes as being fleeting and

temporary. The difference is that low AQ people tend to see the adversity as a permanent

state, while high AQ people perceive the adversity as a temporary condition.

Moreover, Adversity Quotient (AQ) is the science of human resilience (Stoltz,

2000). Resilience in psychology refers to the idea of an individual's tendency to cope with

stress and adversity. This coping may result in the individual "bouncing back" to a previous

state of normal functioning, or simply not showing negative effects. Resilience is a dynamic

process whereby individuals exhibit positive behavioral adaptation when they encounter

significant adversity. According to Stoltz (2000), Adversity Quotient measures one's ability

to prevail in the face of adversity. It explains how one responds to adverse situations and

how one rises above adversity. He said that life is like mountain climbing and that people

are born with a core human drive to ascend. Ascending means moving toward one's purpose

no matter what are the goals. AQ is the underlying factor that determines one's ability to

ascend.

Merriam-Webster's Online Dictionary (2009) defines adversity as a state,

condition, or instance of serious or continued difficulty. Individuals continually encounter

adversities. Adversities may be small or big, imagined or real, self-created, or brought on

by others, but they are a part of life. It is believed that today on average an individual may

need to deal with as many as twenty-three to thirty adversities on any one day. Each

adversity or challenge brings with it its stress. Not everyone will, or can, deal with each

situation with equality. It is a commitment that gets the job done. Without commitment,
 16

influence is minimal; barriers are unreachable; and passion, impact, and opportunities may

be lost (Maxwell, 2007).

The three major sciences where Adversity Quotient was drawn also serve as its

foundation or building blocks. AQ, the underlying factor that determines the ability to

ascend, is based on breakthroughs in three different scientific fields. Each of these

represents a building block, which, when taken together, forms AQ– the foundation of

success. The first building block is Cognitive Psychology. This building block is comprised

of the extensive and growing body of research related to the human need for control or

mastery over one's life. It includes some essential concepts for understanding human

motivation, effectiveness, and performance. The second building block, which is

Psychoneuroimmunology, deals with the direct link between one's response to adversity

and his or her mental health and physical health, and that how one responds to adversity

(AQ) influences immune functions, recovery from surgery, and vulnerability to life-

threatening disease. Thus, a weak pattern of response to adversity can cause depression.

Control, also, is essential to health and longevity. The third building block is

Neurophysiology. It is indicated that the brain is ideally equipped to form habits. Those

habits can be instantly interrupted and changed thus, become hardwired in the subconscious

region of the brain. Subconscious habits, such as AQ, can be immediately altered, readily

forming new habits that are strengthened over time. These three building blocks – cognitive

psychology, psychoneuroimmunity, and neurophysiology – come together to form AQ, the

result is a new understanding, measure, and set of tools to enhance human effectiveness

(Stoltz, 1997).
 17

Stoltz (2000), found out that AQ has three forms. First, it is built upon a substantial

base of familiar research, which offers a practical, new combination of knowledge that

redefines what it takes to succeed. Secondly, AQ is a measure of how one responds to

adversity which can be understood and changed and can be calculated and interpreted.

Thirdly, AQ is a scientifically-grounded set of tools for improving how to respond to

adversity as a result person will know his overall personal and professional effectiveness.

Combinations of these three elements will provide new knowledge, which measures the

practical tools that are the complete package of understanding and improving one's

fundamental components in lifelong ascent.

Reivich and Shatte (2002), vice-presidents for research and development at

Adaptive Learning Systems which offers Resilience Training emphasized that it is not the

situation of a person, but how he reacts to it that affects the trajectory of their life. Moreover,

outlining the seven skills for resilience are Emotion regulation, Impulse control, Causal

analysis, Optimism, Empathy, Self- efficacy, and Reaching out, will help individuals to

become more resilient. Thus, if these skills are used, the information on a test to measure

RQ (Resilience Quotient) and reaffirms RQ can be increased.

Employees in an organization can surpass adversities if they are satisfied with their

jobs. Job Satisfaction, as the name suggests, is the feeling of contentment or a sense of

accomplishment, which an employee derives from his/her job. It is a result of appraisal that

causes one to attain their job values or meet out their basic needs. It helps in determining,

to what extent a person likes or dislikes his/her job. The employee's attitude towards the

job and organization as well becomes positive when they realize that their job facilitates

them in achieving their needs and values, directly (by performing it) or indirectly (by the
 18

package they get). In short, it represents the difference between the employee's expectations

and the experience he/she derives from the job. Thus, the wider the gap, the more is the

dissatisfaction.

Facets of job satisfaction indicate that job satisfaction is all about an individual's

feelings about the work, work environment, pay, organization culture, job security, and so

on. The essential aspects of job satisfaction include work characteristics, amount of work,

and compensation Job context facet includes co-workers, colleagues, supervisor, working

conditions, growth and development opportunities, and policies and rules of the

organization. There are instances when an employee’s concerns to one facet may spill over

and affect another facet, which means that if an employee is feeling down with the amount

of work, he/she will likely become upset with the compensation they received (Wambura,

2014). Moreover, each facet of job satisfaction is linked to the respective work

environment and cognitive component of the employee's attitude

Job satisfaction includes experience, association, social learning, and heredity

(Valaei & Rezaei, 2016). The experiences an employee receives from various components

of the work environment will influence his/her attitude towards them. Suppose a job is

monotonous and not exciting, then the employee is likely to get dissatisfied with it. Many

organizations invest a large sum in making it more interesting and challenging so that it

actively engages the employees and their satisfaction level would be high. The association

plays a dominant role in job satisfaction, in the sense that if the current job of the employee

is similar to the one he has done in the past, then he may derive the satisfaction level of his

previous job to the present one. In an organization, people work in groups and interact with

them regularly, either formally or informally, which has a great impact on the level of their
 19

satisfaction. Employees whose job is similar communicate with one another and tend to

develop the same feelings for job elements like the work itself, pay, working conditions,

rules, supervisors, and managers. Genetic predispositions are important in the context of

job satisfaction as people. According to research, about 30 percent of job satisfaction is

based on the heredity components. Managers can measure the job satisfaction of a worker

by observing their behavior, interviewing, and distributing questionnaires, to get the

information properly (Vanden, 2011).

Job satisfaction causes a series of influences on various aspects of organizational

life. Some of them such as the influence of job satisfaction on employee productivity,

loyalty, and absenteeism. Employee loyalty is one of the most significant factors that

human resource managers, in particular, must have in mind.

According to Boston Consulting Group (BCG), a global management consulting

firm, the top 10 factors for job satisfaction are an appreciation for your work, good

relationships with colleagues, good work-life balance, good relationships with superiors,

company's financial stability, learning, and career development, job security, attractive

fixed salary, interesting job content, and company values. BCG grouped their 26 factors in

several categories and the top ones were "work environment" or "job content and

opportunities." Several other studies have also emerged around what employees care about

at work but the most recent one from BCG which surveyed over 200,000 people around the

world is one of the most comprehensive. Unlike previous studies that may point to

flexibility or salary as the top factor for job happiness, BCG found that the #1 factor for

employee happiness on the job is to get appreciated for their work (Strack et al, 2014).
 20

Thus, appreciation is positively related to job satisfaction and can affect the performance

of each employee.

Related Studies

A. Foreign

One of the recent studies anchored to the present study is Trinh (2017) who

conducted a relative case study of adversity quotient, job stress, employee satisfaction, and

work performance in Vietnam's company. The study showed that the disadvantaged

position of indigenous employees in the workplace has been an issue concerned with

society. Most past studies on indigenous employment difficulties focus on the dimensions

of job stress, work involvement, work values, and work satisfaction, from the perspectives

of organizational identity, ethic awareness, and adaptive strategy. The adversity quotient

was rarely used to study the work-related dimension. Therefore, this research aims to

explore the situations the indigenous employees encounter in their workplaces, to analyze

the impact of job stress and resignation intention through the adversity quotient and work

values, as intervening variables.

This study conducted a questionnaire survey and distributed 300 questionnaires. A

total of 300 effective questionnaires were retrieved, with an effective response rate was

100%. The statistical analysis software SPSS 23 was used to analyze the data, and the

results are as follows: (1) The significant relationship between Job stress and Adversity

Quotient (AQ); (2) The significant relationship between Adversity Quotient (AQ) and

employees satisfaction; (3) The significant relationship between Adversity Quotient (AQ)

and work performance; (4) The significant relationship between employees satisfaction and
 21

work performance; (5) The significant relationship between job stress and employees

satisfaction; (6) The significant relationship between job stress and work performance. The

research provides business organizations with the measurement of indigenous employees'

performance in facing adversity and ability in crisis control using the measurement of

adversity quotient (AQ) on job stress and work performance. The findings can serve as a

reference for hiring indigenous employees.

While Trinh study showed the impact of job stress and resignation intention through

the adversity quotient and work values, as intervening variables. It further found out the

relationship between adversity quotient and work performance and other variables. The

present study also focused on the adversity quotient but concentrated more on job

satisfaction. While the former correlated the variables mentioned in the study, the present

correlated the profile with adversity quotient and job satisfaction.

Kumar (2016) also conducted a study on the relationship of personal characteristics

and job satisfaction to AQ of police officers in Shimla District. In the present study, the

descriptive method was used and the questionnaire was distributed to 100 police officers

of the said district. The percentage, weighted mean, and correlation were computed for the

profile of the respondents in terms of personal characteristics and job satisfaction level in

testing the hypothesis. The results of the study show a significant relationship between

personal characteristics and the over-all AQ level. The study also shows that there is no

significant relationship between job satisfaction and Adversity Quotient. Finally, this study

recommended that monetary support, availability of technical facilities; safety, and security

are needed to perform their jobs effectively. It is also recommended that the administration

should improve the skills, knowledge, and competencies among police officers.
 22

Kumar study and the present study both focused on adversity quotient, job

satisfaction, and personal characteristics. They both correlated the profile with the adversity

quotient. However, the present study also correlated the profile of the respondents with

their job satisfaction while the former study found the relationship between adversity

quotient and job satisfaction.

Another study was conducted by Bekhet and Tigchelaar (2015) which he

investigated the relationship between the Adversity Quotient Profile (AQP) and the

leadership styles, the Transformational and Transactional of a group of business leaders'

members and ex-members of the Egyptian Businessmen's Association (EBA) and the

Egyptian Junior Business Association (EJB) in Egypt. The- study utilized the descriptive

correlational research type with the use of the questionnaire as the major instrument for

gathering data. The data were collected from 85 business leader respondents using the

following methods: Randomized sampling; the Multifactor Leadership Questionnaire

(MLQ) 5X short in the self-rating version to determine the leadership styles and the

Adversity Response Profile (ARP) 8.1 to assess the Adversity Quotient of the respondents.

The findings of the study were: The computed mean score of the adversity quotient of the

business leaders is equal to 113.57 which is within the average range of the AQ descriptive

interpretation; among the four dimensions of AQP which are control, ownership, reach and

endurance (CORE), it was endurance which scored the- lowest average and all the rest got

average scores. The transformational leadership style was perceived as the most often

adopted style, followed by the transactional leadership style. The study found that

leadership styles overall scores were not significantly related to the Adversity Quotient
 23

profile of Egyptian business leaders, the AQP was found to influence idealized influence,

and Reach of CORE dimensions was found to influence individualized consideration.

Both Bekhet and Tigchelaar study and the present study deal with the adversity

quotient. However, Bekhet and Tigchelaar study investigated the relationship between the

Adversity Quotient Profile (AQP) and the leadership styles (Transformational and

Transactional) of a group of business leaders' members and ex-members of the Egyptian

Businessmen's Association (EBA) and the Egyptian Junior Business Association (EJB) in

Egypt while the present study investigates the relationship of profile and adversity quotient

of bakeshop employees in Tarlac City and their job satisfaction. Bekhetb did not include

job satisfaction but the present study delved into the correlation of the profile and adversity

quotient and job satisfaction.

While, Song and Woo (2015) conducted a study on AQ, job satisfaction, and

turnover intention of the clinical nursing staff in Korea. The study utilized 262 staff nurses,

255 Females, and 7 males with a mean age of 27.91 years old were analyzed. The general

ward unit of participants was 48.2% and a special unit of them was 51.8%. A structured

self-reported questionnaire was used to assess Sociodemographics, AQ, job satisfaction,

and turnover intention. Data analysis was done for descriptive analysis, T-test, ANOVA

test, and correlation analysis. AQ and job satisfaction were significantly high scores among

special unit nurses than general ward's (AQ; t=-1.874, p=.025, Job satisfaction; t= -2.44,

p=.015). But the turnover intention was not explained significantly difference. The

correlation between AQ and job satisfaction looked significant. Also, job satisfaction and

turnover intention were significantly correlated. Therefore, minimizing the turnover

intention to increase job satisfaction will be considered to reduce the turnover rate of nurses
 24

for increasing efficient hospital administration and nursing productivity and also increasing

nursing contribution in the hospital organization.

Song and Woo's study dealt with the relationship between AQ (Adversity

Quotient), job satisfaction, and turnover intention according to the work department of

clinical staff nurses while the present study focused on determining the adversity quotient,

job satisfaction, and their relationship to the respondents' profile. Both studies wanted to

find out the adversity quotients and job satisfaction of the employees.

Another one is the relative study of Shen (2014) on gender roles, and job stress and

adversity. It showed that in the era of gender equality, females' work competency is praised

and valued in the modern workplace, and physical gender becomes insignificant. The study

probed into the relationship between gender roles, and job stress, and treats the Adversity

Quotient as a moderator to determine if and job stress of different gender roles are

influenced by the Adversity Quotient and results in a moderating effect. Based on a

questionnaire survey and analysis of structural equation (AMOS), this study distributed 650

questionnaires and retrieved 566 valid questionnaires. According to analytical results, the

differences in gender roles influence job stress. Adversity Quotient has a moderating effect

between gender roles and job stress.

Shen probed into the relationship between gender roles, and job stress, and treats

the Adversity Quotient as a moderator to determine if and job stress of different gender

roles are influenced by the Adversity Quotient. The present study is similar to this study in

finding out the adversity quotients of the respondents. However, the former found out the

relationship between adversity quotient and job stress while the latter probed on the

relationship between adversity quotient and profile and adversity quotient and job
 25

satisfaction. The adversity quotient and job satisfaction of the bakeshop employees were

determined.

B. Local

Ablaña, et.al (2015) study on the correlation between AQ and job performance of

the LGU Employees of Tayabas City utilized a descriptive-correlation design which made

use of two sets of questionnaires including the demographic profile such as age, sex, civil

status, educational attainment, years of service, position, monthly salary, number of

dependents, and the online AQ Profile from PEAK Learning. Findings revealed that

employees' job performance is not significantly related to Adversity Quotient. However,

educational attainment and position correlate with the AQ Control dimension. In general,

the study suggested that the adversity quotient does not dictate how an employee performs

at work and does not impact job performance.

Furthermore, this study recommends that the current administration of the City of

Tayabas may look to incorporate Adversity Quotient in their working environment, to

improve the hiring process and the xv employees' state of mind in handling difficulties in

the different fields of work on developing the organizational performance.

Ablaña et.al (2015) study and the present study focused on adversity quotient and

job satisfaction. However, Ablaña and Isidro correlated the adversity quotient with job

performance while the present study only determined the adversity quotient and job

satisfaction and correlated their profile with the two variables.

Another is Bantang et.al. (2013) study on the relationship of personal characteristics

and job satisfaction to the AQ of Manila Police District. The results of the study showed

that the Police Officer respondents belong to the middle range of Adversity Quotient Reach
 26

and Endurance dimensions. In terms of the Control and Ownership dimension and the over-

all Adversity Quotient level, respondents belong to the low range. On the assessment of the

significant relationship between personal characteristics (age, gender, civil status,

educational attainment, and several years of service) and over-all Adversity Quotient level

and CORE dimensions, the study showed that there is no significant relationship between

gender, civil status, age and length of service, except for educational attainment and AQ

Control dimension and the study on the significant relationship between the Job

Satisfaction level and Adversity Quotient, though the AQ Ownership dimension correlates

with the job satisfaction level of the respondents, there is no significant relationship

between job satisfaction and Adversity Quotient in Control, Reach, Endurance and Over-

all AQ of the respondents.

Bantang et.al. (2013) study centered on the relationship of personal characteristics

and job satisfaction to adversity quotient of police officers in Manila Police District while

the present study focused on the relationship of profile and job satisfaction and adversity

quotient. Both found out the adversity quotients of their respondents.

The study of Aquino (2013) about secondary school headteachers of Tarlac also

got a "low" level of overall Adversity Quotient. The 3 set questionnaires were the adversity

quotient profile (Stoltz, 2001), the multi-leadership questionnaire (Bass &Avolio, 2002),

and the organizational commitment questionnaire (Celep, 2003). Its respondents were 62

secondary school heads and 328 teachers of the Division of Tarlac Province. It was found

that the secondary school heads have significantly little control and influence in adverse

situations and possess 61 with the same descriptive level in their leadership styles. The

study applies only to working in the public or government sector in which salary is being
 27

given by the government and doesn't have any employer-employee relationship. However,

the former used teachers from the public school while the present study used employees of

homegrown bakeshops in Tarlac City.

The adversity quotient plays a significant role in a human’s life. Employees have a

lot of inevitable situations and challenges that need to be addressed. And to know the

capacity in overcoming and facing all these problems requires us to know the adversity

quotient. All these aforementioned studies only show that an individual should have the

ability to respond to a particular adversity situation in an amicable way. This ability is

essential for employees to solve their day-to-day problems.

The related studies and literature set by the researcher give information about the

AQ and job satisfaction of the employees in the homegrown establishment. The foreign and

local related literature and studies assisted and supported the significance of looking into

the situation of the employees while at work.

Further, the chapter also provided insights on the importance of measuring and

identifying AQ levels and the job satisfaction of employees in some homegrown

establishments, especially in our country. The review of related literature and studies about

the AQ of each employee brings enlightenment to everyone who has managed their team,

company as well as employees.

Conceptual Framework

Anyone can be a victim of adversity. It is brought about by relationships, the

workplace, economic status, etc. Employees face various adversities in the exercise of their

duties and responsibilities. As the pressure and demands, they face increase measurably
 28

every day, their capacity to respond and deal with them is important in the business

operations. This signals their attachment or commitment to the organization where they

work and their satisfaction in working with the organization and co-employees.

The employees' profile as to age, sex, educational attainment, and years in the

company were determined and correlated with their adversity quotient along the

dimensions of control, ownership, reach, and endurance. Likewise, their job satisfaction

based on the employees’ nature of work, inter-personal relationship, pay and allowance,

work and environment, training, management policies, personal growth and career

development, grievance and redressal, management and employees, and empowerment

were also determined and correlated with the respondents' profile. The study has also shown

the relationship between job satisfaction as the predictor of the respondents and their

adversity quotient level.

Job Satisfaction
Profile  Nature of Work
 Age  Inter-Personal
Adversity
Quotient H1  Sex H2 Relationship
 Control  Civil Status  Pay and
 Ownership  Educational Allowance
Attainment  Work and
 Reach
 Years in Environment
 Endurance
the  Training
Company  Management
Policies
 Personal Growth
H3 and H4 and Career
Development
 Grievance and
Redressal
 Management and
Figure 1. The Paradigm of the Study Employees
 Empowerment
 29

Chapter 3

METHODS OF STUDY AND SOURCES OF DATA

This chapter presents the research method used in the study, the locale, and

respondents, the sampling method, the instrument for gathering data, the data gathering

procedure, and statistical treatment for analysis and interpretation.

Research Design

This study used a quantitative type of research and utilized the validated tool on

adversity quotient developed by Dr. Paul G. Stoltz, CEO of PEAK Learning, Inc. This

quantitative descriptive correlational study revealed the relationship between the

respondents’ profile and the adversity quotient of 99 randomly selected employees of

homegrown bakeshops in Tarlac City namely Descriptive research was summarized using

descriptive statistics and is primarily concerned with “what exists”. In this study, the job

satisfaction and adversity quotient of the employees were determined. Correlational

research designs measure two or more relevant variables and assess a relationship between

or among them. (Stangor, 2011). This study correlated the profile with adversity quotient

and job satisfaction and performed a regression analysis to determine if adversity quotient

is a good predictor of job satisfaction.

Respondents

This study determined the adversity quotient and job satisfaction of employees of

selected homegrown bakeshops in Tarlac City. The respondents of the study were 99

employees randomly selected from the seven (7) homegrown bakeshops in Tarlac City. The

sample size was determined using the Yamani Formula used for surveys at the 0.05
 30

confidence level (α level). Most of them are the residence of the province of Tarlac that are

working within the city. The researcher then gave 2 sets of questionnaires to the

respondents to determine their adversity quotient and job satisfaction. The table below

shows the number of respondents per bakeshop.

Table 1

Number of Respondents from Homegrown Bakeshops in Tarlac City

Homegrown Bakeshops No. of Respondents

Bakeshop A 60
Bakeshop B 20
Bakeshop C 3
Bakeshop D 3
Bakeshop E 4
Bakeshop F 5
Bakeshop G 4
Total 99

Research Locale

This study revealed the adversity quotient and job satisfaction of employees of

selected seven (7) homegrown bakeshop businesses among the officially registered twenty-

six (26) homegrown bakeshops in Tarlac City. The researcher contacted the employees of

these bakeshops inside their company premises as well as, other branches of the said seven

(7) bakeshops located near the market were considered.

Research Instrument
The study used the Adversity Response Profile (ARP) to quantitatively measure the

employees’ adversity quotient. The questionnaire was developed by Dr. Paul G. Stoltz,

CEO of PEAK Learning, Inc. The questionnaire is intended to gauge an individual’s pattern

of responding when facing challenges or adversities (Elizabeth, 2007). The higher a

person’s adversity quotient score, the higher the ability to withstand adversity, which leads
 31

to increases in performance. The ARP is a self-rating questionnaire that comprises

imagined scenarios, representing the four dimensions of adversity known as CORE.

(Control, Ownership, Reach, and Endurance). The questions are scored on a ten-point

Likert scale. Control measures the extent to which one perceives one can influence

whatever happens next. Ownership measures the extent to which a person holds themselves

accountable for improving a situation. Reach is the perception of how large or far-reaching

events will be. Endurance is the perception of time over which good or bad events and their

consequences will last or endure.

The AQ Profile is an oppositional, scale-based, forced-choice 14-item questionnaire

designed to gauge an individual’s resilience – their capacity to respond constructively to

difficulties – by eliciting a hardwired response pattern to a broad range of adverse events.

It is comprised of 14 items where items are described in the four dimensions, Control,

Ownership, Reach, and Endurance. Stoltz’s ARP was designed in 1997 and was introduced

in a new online version 10.1. ARP is a self-rating questionnaire to measure an individual’s

style of responding to adverse situations. The ARP describes 14 scenarios. Each scenario

represents a hypothetical event, which can be answered on a 10-point bipolar scale (1-not

responsible at all to 10-completely responsible).

The Job Satisfaction survey is composed of 10 determinants of satisfaction namely:

nature of work, interpersonal relationship, pay and allowances, work environment, training,

management policies, personal growth and career development, grievance and redressal,

management, and employees, and empowerment. Each category has ten (10) item questions

about the determinants of job satisfaction adopted from the interface questionnaire of

Shodhganga, ( Jayarani, 2015).

 32

Data Gathering Procedure

Before the study was conducted, the researcher sought permission from Dr. Paul

Stoltz of the Peak Learning Inc. Global Resilience at California USA to use the latest online

version of the Adversity Quotient Profile. Afterward, an official research agreement was

sent to the researcher. Upon approval from the adviser to gather data for the conduct of the

study, the researcher went to the bakeshops in Tarlac City where respondents worked and

asked permission to randomly get employees per bakeshop to answer the questionnaires.

Some bakeshop stores permitted their employees to participate and answered the

questionnaires during break time. The researcher made an appointment with other

respondents outside their company premises and have them answered the questionnaires

because they were restricted to entertain visitors in the production site premises. Likewise,

other bakeshop stores were hesitant to participate in the survey. The researcher gave two

(2) types of questionnaires and retrieve them within the same day and gave the respondents

enough time to answer the questionnaires.

Figure 2 shows the graphical steps of the data gathering procedure for better

understanding.

Step 1: Preparation and validation of gathering instrument

Step 2: Conduct survey/ data gathering

Step 3: Tabulate, organize, and summarize gathered data

Step 4: Data Analysis

Figure 2. Research Procedures

 33

The researcher upon the distribution of the data gathering tools, considered different

factors as the collection process pushes through. The working time, availability, consent,

anonymity, and confidentiality of the respondents’ personality were part of this study’s

ethical considerations. The respondents were informed and oriented about the questionnaire

and its purpose. Permission letters were given to the respondents to have access and be

involved in the information needed and how their data were used for the study. The

respondents were coded from employee number 1 -99 and made sure that the disclosure of

responses would not place the respondents at risk of criminal or civil liability or damage

their credibility, employability, or reputation, and for which confidentiality is protected.

The respondents were also given private and considerable time to answer the

questionnaires to eliminate possible bias and observer’s influence on the responses of the

employees. The researcher retrieved the questionnaires within the same day where the

questionnaires were distributed. Once the questionnaires were gathered, the researcher

tabulated and tallied the results and subject them to analysis and interpretation.

For the interpretation of the Adversity Quotient Profile of the respondents, the

researcher utilized the software provided by PEAK learning. The software determines the

AQ Profile in terms of the following dimensions: Control, Ownership, Reach, and

Endurance, which together comprise and describe an individual’s AQ.

Statistical Treatment
To get the profile of the respondents and the job satisfaction of the respondents, a

frequency distribution count will be used. The Yamane formula is as follows:

 34

𝑁
𝑛=
1 + 𝑁(𝑒)2

For the job satisfaction of the respondents, they were asked to answer each category

with ten (10) item questions about the determinants of job satisfaction.

To determine whether Adversity Quotient and Job Satisfaction had a significant

relationship, the Pearson R formula was used, and to determine whether Adversity Quotient

is a predictor of Job Satisfaction the Regression Analysis was used. Both statistical

treatments were done using Microsoft Excel’s Data Analysis.

To get the Adversity Quotient Profile the respondents answered the Adversity

Response Profile provided by PEAK learning with a unique link. The items used to assess

adversity response patterns include the four CORE subscales (dimensions) Control,

Ownership, Reach, and Endurance, which together comprise and describe an individual’s

AQ. Individuals complete a 14-item digital assessment that covers the subject’s perception

of and response to a diverse series of hypothetical adverse events, which can be answered

on a 10-point bipolar scale, (one (1) not at all to ten (10) completely). The AQP® elicits a

pattern of response based on the 14 items. Ten out of 14 items are scored. Total scores for

each subscale are determined by the sum of the scored items within that scale. As to

Descriptive Interpretation, the total scores in the dimensions are High 177-200; Above

Average 165-176; Average 145-164; Below Average 134-144 and Low 10-23.
 35

Adversity Response Profile

C O R E

1 _____ 2 _____ 3 _____ 4_____

7 _____ 6 _____ 5 _____ 8 _____

13 ____ 11 _____ 9 _____ 10 _____

12 ____ 14 _____

In scoring the AQ Profile scores, the following are the descriptive interpretations:

C O R E OVERALL
AQ
High 49-50 50 40-50 43-50 177-200
Above 45-48 48-49 35-39 39-42 165-176
Average
Average 38-44 43-47 29-34 34-38 145-164
Below 34-37 39-42 24-28 29-33 134-144
Average
Low 10-33 10-38 10-23 10-28 40-133
Figure 3. Descriptive Interpretations

The explanation of the verbal interpretation is as follows:

Low. The person probably suffers unnecessarily in several ways. The motivation,

energy, vitality, health, performance, persistence, and hope can be greatly revitalized by

learning and practicing the tools in raising AQ.

Below Average. The person is likely to be underutilizing his potential. Adversity

can take a significant and unnecessary toll, making it difficult to continue the ascent. The

person may battle against a sense of helplessness and despair. Escape is possible by raising

the AQ.
 36

Average. The person usually does a decent job of navigating life as long as

everything is going relatively smoothly. However, the person may suffer unnecessarily

from larger setbacks or may be disheartened by the accumulated burden of life’s challenges

Above Average. The person has probably done a fairly good job of persisting

through challenges and tapping a good portion of growth potential daily.

High. The person probably can withstand significant adversity and continue to

move forward and upward in life.

Limit of Index
Highly Satisfied 4.50-5.00
Satisfied 3.50-4.49
Neutral 2.50-3.49
Dissatisfied 1.50-2.49
Highly dissatisfied 1.00-1.49

Figure 4. Descriptive Interpretations

To get the Job Satisfaction the respondents answered a Job description index

method was developed by Smith in association with Kendall and Huling. It also followed

some models such as Borgardus Model, Thurston Model, Likert’s Model, and Gutman

Model based on the research of (Jayarani, 2015) entitled “A study on job satisfaction among

the employees of Chennai port trust”. Total scores for each subscale are determined by the

sum of the scored items within that scale. As to Descriptive Interpretation, the total scores

in the dimensions are Highly Satisfied 4.50-5.00; Satisfied 3.50-4.49; Neutral 2.50-3.49;

Dissatisfied 1.50-2.49 and Highly dissatisfied 1.00-1.49.

 37

Chapter 4

PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

This chapter presents the results, analyses, and interpretations of the data gathered

from the respondents of the study. The data are presented in a clear format for better

understanding and are then analyzed and interpreted.

1. Respondents’ Profile

This section shows the profile of the respondents based on their age, sex, civil

status, educational attainment, and years in the company.

1.1. Respondents’ Age

Table 2
Age of the Respondents

Age f Percent
Less than 30 48 48.48
31-40 26 26.26
41-50 14 14.14
Above 50 11 11.11
Total 99 100

As shown in Table 2, forty-eight (48) or 48.48% of the respondents were less

than thirty (30) years old, twenty-six (26) or 26.26% of the respondents were thirty-

one (31) to forty (40) years old, fifteen (14) or 14.14% of the respondents were

forty-one (41) to fifty (50) years old, and eleven (11) or 11.11% of the respondents

were above fifty (50) years old and above. This shows that the majority of the

respondents that are working in a bakeshop in Tarlac City are less than thirty (30)

years of age.
 38

1.2. Respondents’ Sex

Table 3
Sex of the Respondents

Sex f Percent
Male 41 41.41
Female 58 58.58
Total 99 100

As shown in Table 3, forty-two (41) or 41.41% of the respondents were

male, and fifty-eight (58) or 58.58% of the respondents were female. The table

shows that there are more females than males that have participated in this study.

Furthermore, the data implies that the majority of the employees in the bakeshops

in Tarlac City are females.

1.3. Respondents’ Civil Status

Table 4
Civil Status of the Respondents

Civil Status f Percent

Single 59 59.59
Married 40 40.40
Total 99 100

As shown in Table 4, fifty-nine (59) or 59.59% of the respondents were

single, and forty-one (40) or 40.40% of the respondents were married. Among the

respondents who participated in the study, more respondents are single compared

to those who are married.

 39

1.4.Respondents’ Educational Attainment

Table 5
Educational Attainment of the Respondents

Civil Status f Percent

Elementary graduate 3 3.03
High school graduate 22 22.22
College graduate 52 52.52
College undergraduate 22 22.22
Total 99 100

As shown in Table 5, fifty-two (52) or 52.52% of the respondents were

college graduates, twenty-two (22) or 22.22% of the respondents were high school

graduates, twenty-two (22) or 22% of the respondents were college undergraduates,

and two (3) or 3.03% of the respondents were elementary graduates. The table

shows that the majority of the respondents who participated in the study are college

graduates, this implies that among the employees of different bakeshops in Tarlac

City, there are more college graduates. The data further implies that the majority of

the respondents graduated in college because some establishments require that their

employees must be college degree holders.

1.5. Respondents’ Number of Years in the Company

Table 6
Number of Years in the Company of the Respondents

No. of Years f Percent

1 29 29.29
2 31 31.31
3 12 12.12
4 7 7.07
5 20 20.20
Total 99 100
 40

As shown in Table 6, thirty-one (31) or 31.31% of the respondents have

been in their company for two (2) years, twenty-nine (29) or 29.29% of the

respondents have been in their company for one (1) year, twenty (20) or 20.20% of

the respondents have been in their company for five (5) years, thirteen (12) or

12.12% of the respondents have been in their company for three (3) years, and four

(7) or 7.07% of the respondents have been in their company for four (4) years. This

implicates that majority of the employees working in the bakeshops at Tarlac City

relatively new to their jobs.

2. Respondents’ Adversity Quotient

This section shows the Adversity Quotient (AQ) of the respondents with

regards to the four (4) dimensions of AQ: Control, Ownership, Reach, and

Endurance (CORE).

2.1. Control

Control is a dimension of adversity quotient profile that measures the degree of

control a person perceives that he or she has when adverse events happen or to what

extent one can influence whatever happens next.

Table 7
Control Dimension of the Respondents

f Percent
Average 27 27.27
Below Average 41 41.41
Low 31 31.31
Total 99 100
 41

As shown in Table 7, no respondents were able to score high and above

average, meaning, no respondents have a high sense of control regarding their

experienced adverse events. Twenty-seven (27) or 27.27% of the respondents

scored average, forty-one (41) or 41.41% of the respondents scored below average,

and thirty-two (31) or 31.31% of the respondents scored low.

The data shows that majority of the participants in this study scored below

average under the control dimension. It only proves that whenever a problem arises

in the workplace, employees depend on the decision of their superiors, and their

decisions were more influenced by the management. The data implies that the

majority of the employees of bakeshops in Tarlac City do not have a high sense of

control for whatever adversities may occur in their job. They are underutilizing their

potentials to take action for whatever results these difficulties may have.

The respondents who scored low under the control dimension imply that

they do not know how to control their adversity and probably suffer so much

depression, as their motivation, energy, and vitality are low. In some circumstances,

other respondents are troubled in the workplace like in equipment malfunctioning,

defective or deformed bakeshop products, shortage in raw materials, and during

peak seasons they may encounter a high volume of orders. Unlike the respondents

who scored on average, they can control their adversity at a minimal level. As long

as everything is going relatively smoothly. But if problems get harder in the

workplace, they experience major setbacks. They tend to call their superior to settle

the issues or difficulties.

 42

2.2.Ownership

Ownership is a dimension of the adversity quotient profile that measures the

extent to which a person owns, or takes responsibility for the outcomes of adversity

or the extent to which a person holds himself accountable for improving the

situation.

Table 8
Ownership Dimension of the Respondents

f Percent
Average 29 29.29
Below Average 34 34.34
Low 36 36.36
Total 99 100

As shown in Table 8, none of the respondents scored high and above average

under the ownership dimension, twenty-nine (29) or 29.29% of the respondents

scored average, thirty-four (34) or 34.34% of the respondents scored below average

and thirty-seven (36) or 36.36% of the respondents scored low. The table shows that

majority of the respondents scored low under the dimension of ownership. This

implies that the majority of bakeshop employees in Tarlac City have a low sense of

ownership or they do not take responsibility for the outcomes of adversity that may

occur in the workplace, they tend to blame others. Their concerns and issues are the

raw material spoilage and shortage, undelivered or defective orders may cause

conflicts among workers. They do not see these adverse occasions as their fault,

instead caused by external factors, as a consequence, they do not take actions to

resolve the issues.

 43

The respondents who scored below average and average also imply some

hostile events that can happen are something they want to avoid and diminish its

frightful effect. As compared to those who scored low, respondents may pull some

from a portion of their commitment to settle the issues as long as everything can be

overcome. As troubles increases, the respondents experience a sentiment of lack of

protection and have superfluous cost. The respondents also feel helpless by these

conditions.

2.3. Reach

Reach is a dimension of adversity quotient profile which measures the

degree to which a person perceives good or bad events reaching other areas of life.

Table 9
Reach Dimension of the Respondents

f Percent
Above Average 4 4.04
Average 42 42.42
Below Average 47 47.47
Low 6 6.06
Total 99 100

Other than the aforementioned, none of the respondents scored high under

the reach dimension, four (4) or 4.04% of the respondents scored above average,

forty-two (42) or 42.42% of the respondents scored average, forty-seven (47) or

47.47% of the respondents scored below average, and seven (6) or 6.06% of the

respondent scored low under the reach dimension. The data shows that most of the

respondents scored below average under the reach dimension. This implies that

most of the bakeshop employees in Tarlac City allow adversities to expand into
 44

other areas of their life, as a consequence, workplace issues, and difficulties affect

other facets of their life. Their relationship and role with their families are intact

despite their struggles and issues at the workplace. The significance of their home

life remains fulfilled since the needs of their family members are met as well as

their support with each other. However, at times, their relationship with their co-

workers may be affected if the issues are worker-related. Eventually, they may

experience unnecessary toll which makes it difficult to move forward.

The respondents who scored average may contain the span of the issue to

the current situation. It means that respondents adequately compartmentalize the

scope of the affliction, consequently causing them to feel increasingly enabled and

less overpowered, as a result, they can limit the effects of adversity compared to

those respondents who scored low. It shows that they can set boundaries between

workplace issues and other facets of their life. As for those who scored low,

probably they suffer in many ways, as their energy to limit the reach of adversities

is low. They allow work-related issues like required overtime in times of the high

volume of orders, working conditions, and relationships with superiors to affect

other areas of their life. Those respondents who scored low view adversities as

catastrophic. They see workplace issues as a threat to their employment if not

resolved and may end up causing family problems emotionally and financially.

This could also affect their performance appraisal as a basis for wage raises. Their

relationship with their co-workers and superiors could also be affected.

 45

2.4.Endurance

Endurance is a dimension of adversity quotient profile that measures the

perception of time over which good or bad events and its consequences will last or

endure or how likely one will step up to do anything to improve the situation.

Table 10
Endurance Dimension of the Respondents

f Percent
High 7 7.07
Above Average 5 5.05
Average 35 35.35
Below Average 49 49.49
Low 3 3.03
Total 99 100

As shown in table 10 thirty-five (35) or 35.35% of the respondents

scored average, seven (7) or 7.07% of the respondents scored high, five (5) or 5.05%

of the respondents scored above average, forty-nine (49) or 49.49% of the

respondents scored below average, and four (3) or 3.03% of the respondents scored

low. The data shows that most of the respondents scored below average under the

endurance dimension. These employees are mostly assigned in the production area

such as the baking section, packaging section, premixes section, and dispatching

area. In terms of their current workstation, work-related problems were inevitable.

The volume of works, material preparation, baking, packaging, dispatching, and

maintaining their workstations clean exist almost every day. They need to deal with

superiors and follow orders and instructions from time to time. Their scores imply

that respondents have low resistance to control adversities that may influence their
 46

everyday activities. Such problems encountered were product spoilage, wrong

deliveries, undelivered items, and managing the products’ quality control. They see

these adversities as a permanent state, also as a consequence, they take some actions

yet the action taken is not enough to improve the outcomes or resolve the issues.

Respondents who scored average explains that they can endure the

situation as long as they can handle the problem. Some employees do not dare to

make their own decision if a problem arises because they are dependent on their

superiors and they only follow what is being told. If the situations demand it, the

respondents can react to hostile events and incidents that would have a great impact

not only on their lives but also on the performance of their work. Those employees

who scored high implies that they can tolerate whatever challenges they may

encounter in their workplace. They manifest strong hope that adversities and their

outcomes will last in the soonest possible time. The respondents who scored low

infers that they have no struggle to control adversity that would impact their

ordinary activities. People with these scores see adversities as lasting and they think

that they cannot do anything to solve the issue. They were overpowered by the

circumstances brought about by these adversities. It recommends that from time to

time the respondents keep up a reasonable capacity to keep going at the substance

of ominous events.

2.5. Description of the Adversity Quotient of Respondents

Shown below is the overall description of the adversity quotient of the

respondents.
 47

Table 11
Adversity Quotient of the Respondents

f Percent
Average 20 20.20
Below Average 37 37.37
Low 42 42.42
Total 99 100

As shown in Table 11, none of the respondents scored high and above

average on their overall Adversity Quotient, twenty (20) or 20.20% of the

respondents scored average, thirty-seven (37) or 37.37% of the respondents scored

below average, and forty-three (42) or 42.42% of the respondents scored low. It

shows that majority of the respondents have a low capacity to conquer challenges

and may generally waver on an unfriendly occasion. Often, they depend on their

superiors and co-workers, to think of ways how to resolve the issues. Their main

focus is to accomplish regular daily tasks and routine and ignore issues beyond

them. The respondents ought to reinforce their Adversity Quotient further as when

challenges amass because they have the tendency to be debilitated by exhaustion

and at times be overpowered by the circumstance weakening them to respond

decidedly.

Having a low adversity quotient can be explained that the employees of the

bakeshop of Tarlac City have limited accomplishments, productivity, and creativity.

It can be explained that other factors can affect their performance with their work

such as misdeliveries of items to stores or outlets, undelivered products, or products

that do not meet customers’ expectations. However, respondents who scored below

average and average can further increase their adversity quotient, because with
 48

higher score means that they can handle adversity problems within the company.

Additionally, they have many preferable deals over those with lower AQs and can

get advanced quickly in the working environment.

Table 12
Adversity Quotient Dimensions Summary

Dimension Mean Verbal Description

Control 34.26 Below Average
Ownership 39.46 Below Average
Reach 28.21 Below Average
Endurance 34.01 Average

As shown in table 12, the overall mean score of the respondents under the

Control dimension is 34.26 or Below Average, under the Ownership dimension is

39.46 or Below Average, under the Reach dimension is 28.21 or Below Average,

and under the Endurance dimension is 34.01 or Average. The respondents scored

lowest under the Reach dimension which implies that the respondents allow their

work-related stressors or issues to affect their personal lives. This further implies

that the respondents are not that capable of separating work from personal life. On

the other hand, the respondents were able to score Average under the Endurance

dimension. This implies that the respondents are somewhat able to quickly

overcome or endure negative circumstances that they experience.

3. Description of the Job Satisfaction of the Respondents

This section presents the respondents’ description of their jobs that reflects

their job satisfaction.

 49

3.1 Nature of Work

This table shows the result of the nature of work of the employees.

Table 13
Nature of Work of the Respondents

Statement Mean Verbal Description

Suitability and interest in the Job. 3.74 Satisfied
Ability to improve skill and knowledge from
3.89 Satisfied
my job.
Ability to command dignity and respect from
3.88 Satisfied
the job.
Ability to do the best of my work. 4.04 Satisfied
Ability to live a happy home life with
3.93 Satisfied
realization of aspirations.
Provision of required information for doing
3.67 Satisfied
the work.
Requirement of physical efforts and previous
3.77 Satisfied
experience to do my job.
Encouragement given for self-thinking while
3.80 Satisfied
at work.
Importance given to my ideas to do things
3.64 Satisfied
better.
Communication of information about what is
3.61 Satisfied
going on.
Respect and encouragement given for my
3.80 Satisfied
efforts.
Attachment towards my existing job. 3.66 Satisfied
Sub Mean 3.78 Satisfied

As shown in Table 13, the respondents scored a mean of 3.74 or satisfied

under the statement Suitability and Interest in the Job, a mean of 3.89 or satisfied

under the statement ability to improve skill and knowledge from my job, a mean of

3.89 or satisfied under the statement ability to command dignity and respect from

the job. A mean of 3.88 or satisfied under the statement ability to command dignity

and respect from the job, a mean 4.04 or satisfied under the statement ability to do

the best of my work, a mean of 3.93 or satisfied under the statement ability to live
 50

a happy home life with the realization of aspirations, a mean 3.67 or satisfied under

the statement provision of required information for doing the work, a mean 3.77 or

satisfied under the statement requirement of physical efforts and previous

experience to do my job, a mean 3.80 or satisfied under the statement

encouragement given for self-thinking while at work, a mean 3.64 or satisfied under

the statement importance given to my ideas to do things better, a mean 3.61 or

satisfied under the statement communication of information about what is going on,

a mean 3.80 or satisfied under the statement respect and encouragement given for

my efforts, and a mean 3.66 or satisfied under the statement attachment towards my

existing job.

The respondents scored highest on their satisfaction of having the ability to

do the best of their work. The data imply that the respondents were given the

freedom to do their jobs in the best way that they expected to be. This also implies

that they are comfortable with the type of work that they do, which can include their

basic daily tasks or other non-routine tasks that may be required. It means that the

employees are satisfied with their work and can do well in whatever task the

manager asks them to do. They enjoy some level of freedom to do things for

improvement in their workstation. They can decide on how to speed up their daily

tasks, such as advance packing of premixes to be used on the next day’s production

as long as this does not affect the current production requirement and the quality of

raw materials. They can also do things on how to properly handle and maintain

equipment, supplies, and materials assigned to them. They can also organize things

in proper places to work comfortably. All these improve productivity related to

 51

their current work station. This shows that companies allow employees for self-

thinking while at work. It can further be implied that the respondents are satisfied

in fulfilling their tasks in their workplace. Thus, the nature of their work provides

them the opportunity to be able to give their best.

Besides, the respondents are also scored high with their satisfaction for

having the ability to live a happy home life with the realization of aspirations. This

implies that the respondents’ jobs do not interfere with the quality of their family

lives. It revealed that no matter how hard their task in the workplace, they can still

obtain a happy home life. On the other hand, the respondents scored lowest in the

area of communication of information about what is going on. According to Grover

(2005) communication is an integral part of every profession, academic field, and

society as a whole. In the result, it only revealed that the employees would want

constant lines of communication with the management. The company they are in

does not seem to always communicate well with their employees about what is

going on with the company. Another one is that the respondent's ideas are given

importance at a minimal level as long as it would affect the betterment of the

company. The employees think that they can do things better if their ideas are

appreciated. This only proves that their communication with their management is

good but not most of the time a two-way communication.

 52

3.2 Inter-Personal Relationship

This table shows the relationship of the employees to their superiors and co-
workers.
Table 14
Inter-Personal Relationship of the Respondents

Verbal
Statement Mean
Description
The trust imposed on me by my superiors. 3.79 Satisfied
Trust in my superiors for their encouragement. 3.85 Satisfied
Mutual co-operation among people in the
3.72 Satisfied
organization.
Care shown by the superior in learning my job. 3.85 Satisfied
Way of listening to the suggestions made by
3.78 Satisfied
employees.
Free discussion between the superiors and
3.88 Satisfied
Employees.
Care taken in the appreciation of good work
3.66 Satisfied
done.
Non-threatening way of communicating the
3.71 Satisfied
weaknesses of the employees.
Free of expression of problems in free and
3.58 Satisfied
informal atmosphere.
Encouragement given by seniors in
experimenting the new methods of doing my 3.79 Satisfied
work
Sub Mean 3.76 Satisfied

As shown on Table 14, the respondents scored a mean of 3.79 or satisfied

under the statement The trust imposed on me by my superiors, a mean of 3.85 or

satisfied under the statement trust in my superiors for their encouragement, a mean

of 3.72 or satisfied under the statement mutual co-operation among people in the

organization, a mean of 3.85 or satisfied under the statement care shown by the

superior in learning my job, a mean of 3.78 or satisfied under the statement way of

listening to the suggestions made by employees, a mean of 3.88 or satisfied under

 53

the statement free discussion between the superiors and employees, a mean of 3.66

or satisfied under the statement care taken in the appreciation of good work done, a

mean of 3.71 or satisfied under the statement non-threatening way of

communicating the weaknesses of the employees, a mean of 3.58 or satisfied under

the statement free of expression of problems in free and informal atmosphere, and

a mean of 3.79 or satisfied under the statement encouragement given by seniors in

experimenting the new methods of doing my work.

The respondents scored a high level of satisfaction about having trust in their

superiors for their encouragement. It can be implied that the superiors of the

respondents are approachable and gives encouragement to their subordinates. The

respondents are not having a hard time establishing rapport with their colleagues as

the data shows a high level of satisfaction from the respondents with regards to their

interpersonal relationship with their co-workers and superiors. It can be further

implied that when the respondents face work-related difficulties, they may turn to

their colleagues for assistance. Some employees met minor issues about work but it

can be said that these issues are normal in a workplace and the employees do not

bother to bring up this issue even to the management. The respondents show a high

level of satisfaction in having the opportunity to have a free discussion between the

superiors and employees. It can be further implied that their occupations provide

them an avenue for open discussion with their coworkers and superiors. The

respondents also scored a high level of satisfaction with the care shown by their

superior in learning their jobs. This implies that the respondents are subject to
 54

superiors who are hands-on when it comes to instructing their subordinates on how

to get their jobs done.

However, the result also revealed that the respondents are satisfied in the

workplace yet they are not fully appreciated for their good work and they cannot

fully able to express themselves freely in an informal atmosphere. It only proves

that the respondents are not comfortable enough to talk about the issues and

problems to anyone in the workplace.

3.3 Pay and Allowances

The table shows the predictor statements on pay and allowances of the

respondents.

Table 15
Pay and Allowances of the Respondents

Statement Mean Verbal Description

I get decent income for the job I perform. 3.61 Satisfied
Sufficiency of the income to meet family
3.27 Neutral
expenses.
Availability of scope for schemes of financial
3.44 Neutral
rewards.
Availability of scope for schemes of non-financial
3.46 Neutral
rewards.
Clarity and ability to understand the pay and
3.63 Satisfied
allowance system followed by the management.
Clarity and ability to understand the incentive
3.60 Satisfied
system followed by the management.
Method of distinction between the best and less
3.58 Satisfied
performers.
Provision of chances to gain something through
3.58 Satisfied
the pay and incentive system.
Link between performance and rewards
3.27 Neutral
maintained by the existing system.
Influence of trade union contracts on the existing
3.37 Neutral
pay system.
Sub Mean 3.48 Neutral
 55

As shown in Table 15, the respondents scored a mean of 3.61 or satisfied

under the statement I get decent income for the job I perform, a mean of 3.27 or

neutral under the statement sufficiency of the income to meet family expenses, a

mean of 3.44 or neutral under the statement availability of scope for schemes of

financial rewards, a mean of 3.46 or neutral under the statement availability of

scope for schemes of non-financial rewards, a mean of 3.63 or satisfied under the

statement clarity and ability to understand the pay and allowance system followed

by the management, a mean of 3.60 or satisfied under the statement clarity and

ability to understand the incentive system followed by the management, , a mean of

3.58 or satisfied under the statement method of distinction between the best and less

performers, a mean of 3.58 or satisfied under the statement provision of chances to

gain something through the pay and incentive system, a mean of 3.27 or satisfied

under the statement link between performance and rewards maintained by the

existing system, and a mean of 3.37 or satisfied under the statement influence of

trade union contracts on the existing pay system.

The respondents scored the highest level of satisfaction with regards to

getting a decent income for the job they perform. This implies that the respondents

receive an adequate salary and allowances based on their current job position. The

respondents believe that they are lucky in being employed rather than not having

any job. As shown, most of the respondents are less than 30 years old which means

it is their first job after they graduated. Respondents were satisfied with the salary

that they get and may add up to their saving because most of them are single and
 56

does not have children. They also enjoyed government-mandated incentives such

as thirteenth-month pay and other bonuses.

3.4 Work Environment

The table shows the satisfaction of the employees with their work

environment.

Table 16
Work Environment of the Respondents

Statement Mean Verbal Description

Availability of pleasant physical environment. 3.64 Satisfied
Provision of lighting and ventilation facilities
3.67 Satisfied
at the workplace.
Adequacy of working (floor) area to work
3.58 Satisfied
efficiently.
Comfortability of working hours. 3.70 Satisfied
Efficiency of the equipment’s and tools at the
3.65 Satisfied
workplace.
Implementation of safety norms in the
3.65 Satisfied
organization.
Provision of safety appliances at workplace. 3.75 Satisfied
Comfortability to work under the existing
3.76 Satisfied
environment.
Provision of sanitary facilities available. 3.58 Satisfied
Functioning of the canteen and effects to
3.61 Satisfied
prevent distraction in the organization.
Sub Mean 3.66 Satisfied

As shown in Table 16, the respondents scored a mean of 3.64 or satisfied

under the statement availability of pleasant physical environment, a mean of 3.67

or satisfied under the statement provision of lighting and ventilation facilities at the

workplace, a mean of 3.58 or satisfied under the statement adequacy of working

(floor) area to work efficiently, a mean of 3.70 or satisfied under the statement
 57

comfortability of working hours, a mean of 3.65 or satisfied under the statement

efficiency of the equipment’s and tools at the workplace, a mean of 3.65 or satisfied

under the statement implementation of safety norms in the organization, a mean of

3.75 or satisfied under the statement provision of safety appliances at the workplace,

a mean of 3.76 or satisfied under the statement comfortability to work under the

existing environment, a mean of 3.58 or satisfied under the statement provision of

sanitary facilities available, and a mean of 3.61 or satisfied under the statement

functioning of the canteen and effects to prevent distraction in the organization.

The respondents scored highest on their levels of satisfaction with the

provision of lighting and ventilation facilities at the workplace, and the availability

of a pleasant environment. The data implicate that the respondents are comfortable

with their working environment. They are provided with comfortable working

space, enough ventilation, proper lighting, sanitation facilities, canteen, safe

equipment, personal protective equipment, and others which contributed to their

satisfaction with their company. With the level of satisfaction expressed by the

respondents, we can further imply that their work environment does not cause them

unbearable stress. Though the respondents scored the lowest on the adequacy of

working (floor) area to work efficiently and provision of sanitary facilities, still the

employees in these homegrown bakeshops are contented with their working floor

area and the available sanitary facilities.

 58

3.5 Training

The table shows the satisfaction of employees in training, programs, and

courses provided by the company for skills development.

Table 17
Training of the Respondents

Statement Mean Verbal Description

Sufficiency of imparting training program by
3.74 Satisfied
the HRD.
Usefulness of the training to acquire knowledge
3.79 Satisfied
and skill.
Sufficiency of the duration of the training
3.73 Satisfied
program.
Selection criteria followed for imparting
3.62 Satisfied
training program.
Competence and qualification of the trainees. 3.66 Satisfied
Encouragement to participate in the external
3.69 Satisfied
training courses.
Organization of the training program. 3.67 Satisfied
Opportunity provided to implement the
3.78 Satisfied
knowledge secured during training.
Seriousness on the outcome of the training
3.84 Satisfied
program.
Opportunity provided to implement new
3.77 Satisfied
methods and apply creative ideas secured.
Sub Mean 3.73 Satisfied

As shown in Table 17, the respondents scored a mean of 3.74 or satisfied

under the statement sufficiency of imparting training program by the HRD, a mean

of 3.79 or satisfied under the statement usefulness of the training to acquire

knowledge and skill, a mean of 3.73 or satisfied under the statement sufficiency of

the duration of the training program, a mean of 3.62 or satisfied under the statement

selection criteria followed for imparting training program, a mean of 3.66 or

satisfied under the statement competence and qualification of the trainees, a mean
 59

of 3.69 or satisfied under the statement encouragement to participate in the external

training courses, a mean of 3.67 or satisfied under the statement organization of the

training program, a mean of 3.78 or satisfied under the statement opportunity

provided to implement the knowledge secured during training, a mean of 3.84 or

satisfied under the statement seriousness on the outcome of the training program,

and a mean of 3.77 or satisfied under the statement opportunity provided to

implement new methods and apply creative ideas secured.

The respondents scored highest on their level of satisfaction with regards to

the seriousness of the outcome of the training program, and the usefulness of

training to acquire knowledge and skill. The data implies that the respondents

perceive that they receive an adequate amount of training about their jobs. This only

means that the management provides proper training for their employees to be

effective in their assigned work station, be it in the production area such as premixes

section, preparation, baking, packaging, and distribution. Also, companies

constantly looking for an external source who organized training other than what

they provide inside the company. These trainings are useful to enhance employee

skills and knowledge in their current position. It can further imply that the

respondents are well versed in their jobs as they are satisfied with the training they

receive. Through various training, employees can increase their job satisfaction and

morale towards their company. Their suitability in their current work could also be

improved.
 60

3.6 Management Policies

The table reveals the satisfaction of the employees towards the management

policies in their workplace.

Table 18
Management Policies of the Respondents

Statement Mean Verbal Description

The policies of management create conducive
3.78 Satisfied
work environment.
Organization development is the motive of the
3.69 Satisfied
policies.
Employees welfare and its correlation with
3.71 Satisfied
productivity.
Career opportunities and their growth is
3.63 Satisfied
immensely considered by the management.
Management aims on practicing rigorous HR
3.68 Satisfied
practices.
Learning climate and its respective
3.65 Satisfied
encouragement on policies.
Trust and openness strategies of the
3.64 Satisfied
management.
Periodic measurements on individual
3.62 Satisfied
efficiency.
Regular discussions on overall organizational
3.52 Satisfied
efficiency.
Productivity climate and its important aims. 3.72 Satisfied
Sub Mean 3.72 Satisfied

As shown in Table 18, the respondents scored a mean of 3.78 or satisfied

under the statement The policies of management create a conducive work

environment, a mean of 3.69 or satisfied under the statement organization

development is the motive of the policies, a mean of 3.71 or satisfied under the

statement employees welfare and its correlation with productivity, a mean of 3.63
 61

or satisfied under the statement career opportunities and their growth is immensely

considered by the management, a mean of 3.68 or satisfied under the statement

management aims on practicing rigorous HR practices, a mean of 3.65 or satisfied

under the statement learning climate and its respective encouragement on policies,

a mean of 3.64 or satisfied under the statement trust and openness strategies of the

management, a mean of 3.62 or satisfied under the statement periodic

measurements on individual efficiency, a mean of 3.52 or satisfied under the

statement regular discussions on overall organizational efficiency, a mean of 3.72

or satisfied under the statement productivity climate and its important aims. Having

the highest mean, the policies of management create a conducive work environment

implies that the respondents find the management policies of their company as fair,

if not tolerable. Companies were guided by their code of conduct and abide by this

at all times. Furthermore, this could mean that the respondents do not find it difficult

to follow the policies of their respective companies. It also implies that

organizational objectives are communicated with their employees. Companies set

regular assemblies to hear employees' concerns and issues about their work. This

shows the openness strategy of the company towards their employees. Though it

has the lowest mean, employees are satisfied with how management communicates

with them the organizational objectives. These objectives include employee

welfare that adds up some level of satisfaction with their company.

 62

3.7 Personal Growth and Career Development

The table shows the personal and career growth they get from their

workplace.

Table 19
Personal Growth and Career Development of the Respondents

Statement Mean Verbal Description

Availability of schemes for personal growth and
3.68 Satisfied
development.
Communication of schemes for personal
3.70 Satisfied
growth and development.
Conduct of program for personal growth and
3.70 Satisfied
development.
Deputation to other jobs to learn new skills. 3.60 Satisfied
Conduct of workshops and seminars for further
3.61 Satisfied
development.
Involvement of employees in HRD activities and
3.73 Satisfied
decision-making process.
Opportunities provided for feedback and
3.67 Satisfied
counseling facilities.
Interest shown by the superiors in the development
3.69 Satisfied
and growth of their subordinates.
Selection criteria followed for promotions. 3.61 Satisfied
Encouragement given to acquire additional
qualifications through part-time and correspondence 3.56 Satisfied
courses.
Sub Mean 3.65 Satisfied

As shown in Table 19, the respondents scored a mean of 3.68 or satisfied

under the statement availability of schemes for personal growth and development,

a mean of 3.70 or satisfied under the statement communication of schemes for

personal growth and development, a mean of 3.70 or satisfied under the statement

conduct of program for personal growth and development, a mean of 3.60 or

satisfied under the statement deputation to other jobs to learn new skills, a mean of

3.61 or satisfied under the statement conduct of workshops and seminars for further

development, a mean of 3.73 or satisfied under the statement involvement of

 63

employees in HRD activities and decision-making process, a mean of 3.67 or

satisfied under the statement opportunities provided for feedback and counselling

facilities, a mean of 3.69 or satisfied under the statement interest shown by the

superiors in the development and growth of their subordinates, a mean of 3.61 or

satisfied under the statement selection criteria followed for promotions, a mean of

3.56 or satisfied under the statement encouragement given to acquire additional

qualifications through part-time and correspondence courses. The data implies that

the respondents see their current jobs as conducive for personal growth and aids

them in further career development. The management helps in providing training

that can help the employees not only to work better but help employees to be

qualified for further promotion in the company. Because of the management

policies, the employees feel that they are an important part of the company that

needs to be nurtured and can work for the betterment of the company. Having the

highest mean, Involvement of employees in HRD activities, and decision-making

process imply that employees feel satisfied with how management involved them

in decision-making through the regular meeting. The encouragement given to

acquire additional qualifications through part-time and correspondence courses has

the lowest mean, but still, employees were satisfied with how management provide

them training inside and outside their companies to acquire new skills and apply

these skills in the company for years.

 64

3.8 Grievance and Redressal

The table shows the employee's satisfaction with the actions taken by the

company in terms of their issues and problems in the workplace.

Table 20
Grievance and Redressal of the Respondents

Statement Mean Verbal Description

Care taken by the management for
3.66 Satisfied
redressal of grievances.
Understand ability of the grievance
3.61 Satisfied
redressal procedure.
Redressal of grievances through
3.49 Neutral
grievances redressal program.
System of maintaining the grievances
3.49 Neutral
record for future reference.
Time taken for disposal of the grievances
3.47 Neutral
of the employees.
Availability of permanent procedure for
3.54 Satisfied
handling grievances.
Interest shown by the management in
3.51 Satisfied
knowing the prevalence of grievances.
Communication of the outcome of the
3.61 Satisfied
grievances
Handling of your personal and official
3.53 Satisfied
grievances by the management.
Impression about the functioning of the
3.49 Neutral
grievances settlement committee.
Sub Mean 3.54 Satisfied

As shown in Table 20, the respondents scored a mean of 3.66 or satisfied

under the statement care taken by the management for redressal of grievances, a

mean of 3.61 or satisfied under the statement understand ability of the grievances

redressal procedure, a mean of 3.49 or neutral under the statement redressal of

grievances through grievances redressal program, a mean of 3.49 or neutral under

the statement system of maintaining the grievances record for future reference, a
 65

mean of 3.47 or neutral under the statement time taken for disposal of the grievances

of the employees, a mean of 3.54 or satisfied under the statement availability of

permanent procedure for handling grievances, a mean of 3.51 or satisfied under the

statement interest shown by the management in knowing the prevalence of

grievances, a mean of 3.61 or satisfied under the statement communication of the

outcome of the grievances, a mean of 3.53 or satisfied under the statement handling

of your personal and official grievances by the management, and a mean of 3.49 or

neutral under the statement impression about the functioning of the grievances

settlement committee. Care taken by the management for redressal of grievances

has the highest mean which implies that the respondents deem their companies as

reliable in handling grievance and redressals. This means that the respondents know

that they can rely on the company to give adequate rulings and provide adequate

support when issues arise. These bakeshop companies provide a grievance

committee that is handling issues and complaints of their employees. The

respondents can say that management is impartial when it comes to handling cases

or issues with the company. They ensure employees for fair treatment and

troubleshoots the complaints. Time taken for disposal of the grievances of the

employees, system of maintaining the grievances records for future reference,

redressal of grievance through grievances redressal program, and impression about

the functioning of the grievances settlement committee has the lowest means, this

implies that employees experienced a little longer waiting for the decision made by

the grievance committee. It takes a week to investigate the issue and days more for

the results to come out. It depends on the weight of the grievance committed.
 66

Though companies assured them of adequate support when issues arise, the time of

resolving the complaints is also of great importance for employees. With the current

redressal program, the compensation they get from the grievance is just fair. Hence,

they feel that the functioning of the grievance committee is just enough to feel that

they are taken care of by the management.

3.9 Management and Employees

The table reveals how the homegrown bakery manages their employees in
terms of regular communication of human resources policies.

Table 21
Management and Employees of the Respondents

Statement Mean Verbal Description

Regularity of communication of HRM policies. 3.67 Satisfied
Permission to employees to participate in the
discussion of HRM policies with the 3.66 Satisfied
management.
Communication of vision and mission to all
3.68 Satisfied
staff.
Communication of social objectives of the
3.81 Satisfied
Organization.
The disclosure of strategy to achieve the
3.49 Neutral
organization goals.
Maintenance of communication network within
3.70 Satisfied
the organization.
Adoption of organization development
3.71 Satisfied
exercises within the organization.
Implementation of staff development plans. 3.73 Satisfied
Co-ordination between the management and
3.68 Satisfied
HR department.
Feeling experienced as an employee of the
3.64 Satisfied
organization.
Sub Mean 3.67 Satisfied

As shown in Table 21, the respondents scored a mean of 3.67 or satisfied

under the statement regularity of communication of HRM policies, a mean of 3.66

 67

or satisfied under the statement regularity of communication of HRM policies, a

mean of 3.68 or satisfied under the statement communication of vision and mission

to all staff, a mean of 3.81 or satisfied under the statement communication of social

objectives of the organization, a mean of 3.49 or neutral under the statement The

disclosure of strategy to achieve the organization goals, a mean of 3.70 or satisfied

under the statement maintenance of communication network within the

organization, a mean of 3.71 or satisfied under the statement adoption of

organization development exercises within the organization, a mean of 3.73 or

satisfied under the statement implementation of staff development plans, a mean of

3.68 or satisfied under the statement co-ordination between the management and

HR department, and a mean of 3.64 or satisfied under the statement feeling

experienced as an employee of the organization. Communication of social

objectives of the organization has the highest mean, which implies that their human

resource department does its role as mediator between management and employees

in disseminating company objectives to the entire organization. It also shows that

the respondents do not feel left out or unaccepted in the company they work in.

Employees understand clearly the overall goal of the company, and also the

company prioritizes employee welfare too. The disclosure of strategy to achieve the

organization goals has the lowest mean which implies that there were important

issues about how the company will achieve its goal were not regularly disclose to

all employees because of confidentiality. It also implies that respondents are not

fully aware of some important company strategies.

 68

3.10 Empowerment

The table shows the empowerment of the employees in the workplace.

Table 22
Empowerment of the Respondents

Statement Mean Verbal Description

Empowerment to employ temporary staff
3.67 Satisfied
during emergency.
Empowerment given to schedule the job. 3.60 Satisfied
Authority given to complete the assigned task. 3.62 Satisfied
Empowerment to take decision in the
3.64 Satisfied
execution of work.
Delegation of authority to allocate resources
3.61 Satisfied
for various work.
Easy accessibility of required information. 3.65 Satisfied
Receipt of instructions for building
3.60 Satisfied
relationship with others in the organization.
Liberty in taking decisions. 3.56 Satisfied
Impression on the empowerment granted by
3.87 Satisfied
the superiors.
Response shown by the co-workers to your 3.68 Satisfied
decisions.
Sub Mean 3.65 Satisfied

As shown in Table 22, the respondents scored a mean of 3.67 or satisfied

under the statement empowerment to employ temporary staff during emergency, a

mean of 3.60 or satisfied under the statement empowerment given to schedule the

job, a mean of 3.62 or satisfied under the statement authority given to complete the

assigned task, a mean of 3.64 or satisfied under the statement empowerment to take

decision in the execution of work, a mean of 3.61 or satisfied under the statement

delegation of authority to allocate resources for various work, a mean of 3.65 or

satisfied under the statement easy accessibility of required information, a mean of

3.60 or satisfied under the statement receipt of instructions for building relationship

with others in the organization, a mean of 3.56 or satisfied under the statement
 69

liberty in taking decisions, a mean of 3.87 or satisfied under the statement

impression on the empowerment granted by the superiors, a mean of 3.68 or

satisfied under the statement response shown by the co-workers to your decisions.

Impression on the empowerment granted by the superiors has the highest mean,

which implies that the respondents can practice their individuality and are allowed

to rely on their abilities from time to time. It means when an employee is

empowered, they can be committed to the job and when they are committed they

can be trusted in decision making. They enjoy some level of freedom about their

current job position to improve their performance and eventually contributed to the

overall performance of the company. Trust is very important because it means that

managers can rely on their employees. Liberty in taking decisions has the lowest

mean which implies that though employees are involved in the HRD decision-

making process, they are aware that some issues are beyond their concerns that only

management can do the final decision.

Table 23
Summary of all Dimensions of Job Satisfaction

Dimensions Sub Mean Verbal Description

Nature of Work 3.78 Satisfied
Inter-Personal Relationship 3.76 Satisfied
Pay and Allowances 3.48 Neutral
Work Environment 3.66 Satisfied
Training 3.73 Satisfied
Management Policies 3.72 Satisfied
Personal Growth and Career 3.65 Satisfied
Development
Grievance and Redressal 3.54 Satisfied
Management and Employees 3.67 Satisfied
Empowerment 3.65 Satisfied
Overall Mean 3.66 Satisfied
 70

As shown in Table 23, the respondents scored a mean of 3.78 or satisfied

under the statement nature of work, a mean of 3.76 or satisfied under the statement

inter-personal relationship, a mean of 3.48 or neutral under the statement pay and

allowances, a mean of 3.66 or satisfied under the statement work environment, a

mean of 3.73 or satisfied under the statement training, a mean of 3.72 or satisfied

under the statement management policies, a mean of 3.65 or satisfied under the

statement personal growth and career development, a mean of 3.54 or satisfied

under the statement grievance and redressal, a mean of 3.67 or satisfied under the

statement management and employees, a mean of 3.65 or satisfied under the

statement empowerment.

As shown in Table 23, the nature of the work dimension has the highest sub

mean, followed by inter-personal relationship, training, and management policies.

This implies that the majority of the bakeshop employees in Tarlac City are satisfied

with their jobs mainly in terms of the nature of their work where they can express

their individuality and have chances to manifest their potentials in their designated

tasks.

They were also satisfied with the relationship that they have with their co-

workers, superiors, and with the top management who provides them with various

training to be effective in their work assignment. A slight decrease in the sub means

was shown on management and employees, work environment, personal growth

and development, and empowerment dimensions but still satisfied. Employees

enjoy some level of liberty in making decisions in their assigned tasks, something

that employees feel their worth in the company. With the current working
 71

conditions, employees were provided with safety equipment and facilities, enough

ventilation, proper lighting, available canteen, and other provisions added some

level of satisfaction while on duty.

The interest shown by the superiors and the conduct of various training and

workshops related to their current workstation contributed also to the satisfaction

they have. Pay and allowances and grievance and redressal dimension have the

lowest mean, but still satisfied. With the growing population of Tarlac City, the

majority of the population needed a job that that will take care of and provide for

the family.

These homegrown bakeshop companies are taking good care of their

employees as shown by the mean computed for each dimension. With the result of

being satisfied with the allowance, income, and training of the respondents, the

companies are giving a compensated salary to the employees that provide some

level of satisfaction. In terms of redressal of grievances, these companies assure

employees of fair treatment and handling of various complaints. The majority of

employees of these bakeshop companies in Tarlac City are satisfied with the job

because according to Jackson Brown Jr. (2008), Job satisfaction doesn’t have to

mean pursuing the ultra-glamorous or making money from your hobby. You can

work at job satisfaction, and find it in the most unexpected places. The heart of job

satisfaction is in your attitude and expectations; it’s more about how you approach

your job than the actual duties you perform.

 72

4. Results of the Tests of Relationship

Table 24
Relationship between the Respondent’s
Profiles and Adversity Quotient

Profile χ2 p α df Decision Interpretation

Variables
Age Reject
13.3 .038 0.05 12 Significant
Ho
Sex Accept
1.42 .49 0.05 4 Not Significant
Ho
Civil Status Reject
7.19 .038 0.05 4 Significant
Ho
Educational
Reject
Attainment 12.8 .046 0.05 12 Significant
Ho
Tenure Accept
9.45 .305 0.05 16 Not Significant
Ho

A chi-square test of independence was performed to examine the

relationship between the respondents’ profiles and Adversity Quotient (AQ). The

relationship between AQ and age was significant, X2 (4, N = 99) = 13.3, p = .038

< .05. Younger people were more likely to have higher AQ than older people. It can

be suggested that as growing older a person tends to improve the ability to respond

to adversity.

Years of experience in different conditions contributed a lot to having a

higher AQ. Research shows that age is slightly correlated with AQ, which suggests

that life experiences tend to improve a person’s ability to respond to adversity.

(Shivaranjani, 2016). The relationship between sex and AQ was not significant,

X2 (4, N = 99) = 1.42, p = .49 > .05. Sex does not appear to affect the level of AQ a

person has. The relationship between civil status and AQ was significant, X2 (4, N =

99) = 7.19, p = .038 < .05. Single people were more likely to have a higher AQ than
 73

married people. It suggests that they are doing their job so that they can provide for

their families and it is important for them to have a job.

Thus, the relationship between educational attainment and AQ was

significant, X2 (12, N = 99) = 12.8 p = .046 < .05. People with a college degree were

more likely to have a higher AQ than those who do not have a college degree. This

can be explained by the experience that they had when they were in school. The

findings in the research of the sophomore CET students of PLM revealed that the

level of Adversity Quotient® of the students is low because of the pressure on

maintaining the grade that is set by the school. (Cura & Gozum, 2011) This can be

explained that going to school can increase the level of adversity and resilience. It

shows that years of overcoming adversities during college days contributed to

becoming a resilient worker. The relationship between tenure and AQ was not

significant, X2 (16, N = 99) = 9.45 p = .305 > .05. A person’s tenure does not appear

to affect the level of AQ a person has.

Table 25
Relationship between the Respondent’s
Profiles and Job Satisfaction

Profile
χ2 P α df Decision Interpretation
Variables
Age Accept
13.74 .132 0.05 12 Not Significant
Ho
Sex Accept
5.72 .126 0.05 4 Not Significant
Ho
Civil Status Reject
12.2 .007 0.05 4 Significant
Ho
Educational
Reject
Attainment 7.09 .628 0.05 12 Not Significant
Ho
Tenure Accept
6.66 .879 0.05 16 Not Significant
Ho
 74

A chi-square test of independence was performed to examine the relationship

between the respondents’ profiles and Job Satisfaction. The relationship age and Job

Satisfaction was not significant, X2 (12, N = 99) = 13.74 p = .132 > .05. A person’s age

does not appear to affect the level of job satisfaction a person has. The relationship sex

and Job Satisfaction was not significant, X2 (4, N = 99) = 5.72 p = .1258 > .05. A

person’s sex does not appear to affect the level of job satisfaction a person has. The

relationship between civil status and Job Satisfaction was significant, X2 (4, N = 99) =

12.2 p = .007 < .05. Single people were more likely to have a higher level of job

satisfaction than married people. In the study of Park (2007), it was found that married

workers were more likely to have active and lower-strain jobs than never-married

workers. They also had significantly lower rates of job insecurity and job

dissatisfaction than those never or previously married. (Ablaña et.al, 2015). This means

the respondents with the civil status of single are already satisfied with the work that

they are doing because it is said that single people contribute an amount to their parents

and their salary is enough for them. The relationship between educational attainment

and Job Satisfaction was not significant, X2 (12, N = 99) = 7.09 p = .628 > .05. A

person’s educational attainment does not appear to affect the level of job satisfaction a

person has. The relationship between tenure and Job Satisfaction was not significant,

X2 (16, N = 99) = 6.66 p = .879 > .05. A person’s tenure does not appear to affect the

level of job satisfaction a person has.

 75

Table 26
Relationship between the Respondent’s Job Satisfaction and Adversity
Quotient

r p Α df Decision Interpretation
Job Satisfaction
There is no
And Accept
-0.08 .4346 0.05 98 significant
Adversity Ho
relationship
Quotient

As shown in Table 26, with an r (98) value of -0.08 and a p value of .4346 at a

95% confidence level, the null hypothesis is accepted; therefore, there is no significant

relationship between the respondents’ job satisfaction and adversity quotient. The null

hypothesis has been accepted because the p value computed is higher than the alpha

level of 0.05. Furthermore, the r value of -0.08 shows that there is a very low

correlation between job satisfaction and adversity quotient, as 1.0 is the benchmark for

a perfect correlation, also, a negative r value is interpreted as the two variables having

a negative relationship - when the independent variable goes up in value, the dependent

variable goes down in value.

As the same result of the study of Ablaña et.al (2015) in Correlation Between

Adversity Quotient® and Job Performance of LGU employees, the computed p-value

for the significant relationship between the Over-all Adversity Quotient® of the

respondents and Job Performance level is .797. Therefore, the hypothesis is also not

significant. This reveals that the Adversity Quotient® of the respondents and Job

Performance of the respondents are not related to their perceived capacity to cope up

with difficulties in life and to overcome adverse events effectively while on work.
 76

This explains that the Adversity Quotient of the respondents and Job

Performance is not related to their apparent ability to adapt to challenges throughout

their everyday life and to defeat unfriendly occasions in becoming successful while at

work.

5. Influence of Adversity Quotient to Job Satisfaction

Table 27
Linear Regression Summary Output

Regression Statistics
R Square 0.00638225
Standard Error 5.462439077

Linear regression analysis was performed using Microsoft Excel Data Analysis

to test the impact of AQ on Job Satisfaction. The model summary table tells us how

well the model fits the data. It is also called the goodness of fit. The standard error of

estimates is measured in the unit of the response variable (Job satisfaction) and

represents the standard difference, the data values fall from the regression line. For any

given data, the better the equation predicts the response, the lower is the value of

standard error.

R squared describes the amount of variation observed in the response variable

(Job satisfaction) which is explained by predictor variables (Adversity Quotient). From

Table 25, we can see that we have taken the Adversity quotient as a predictor and it

has caused a 0.6% variation in the response variable i.e. Job Satisfaction.
 77

There are other variables to consider to be a predictor of job satisfaction.

Research of Runtu et al. (2019) suggests work ethics for employees in the organization

towards performance achievement by bringing up the role of adversity quotient

mediator. This study, it was also aimed to investigate and explore the direct and indirect

influence through mediators by using path analysis techniques with the help of AMOS

version 24.

It is proposed that hard-working attitudes for representatives in the association

towards execution accomplishment by raising the job of difficulty remainder go-

between. It shows that the adversity quotient as a mediator can contribute to an increase

in work performance.

Another reason is gender whereas a result of the study of Shen (2014) the

gender role and Adversity Quotient are the key factors of job stress. The Adversity

Quotient is the moderator between gender roles and job stress. This study probed into

the relationship between gender role, job stress, and Adversity Quotient. The

Adversity Quotient is the mediator between sexual orientation and employment stress.

The investigation tested the relationship between sexual orientation job, work pressure,

and Adversity Quotient.

 78

Chapter 5

SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS

This chapter presents the findings, conclusions, and recommendations identified in

the study.

Summary of Findings

The following findings have been revealed based on the data gathered in the study.

1. Respondents’ Profile

This section shows the profile of the respondents based on their age, sex, civil

status, educational attainment, and years in the company.

1.1. 48.48% of the respondents were less than thirty (30) years old, 26.26% of the

respondents were thirty-one (31) to forty (40) years old, seven 14.14% of the

respondents were forty-one (41) to fifty (50) years old, and 11.11% of the

respondents were above fifty (50) years old and above.

1.2. 41.41% of the respondents were males and 58.58% were females

1.3. The civil status of the respondent is 59.59% are single and 40.40% are married.

1.4. 52.52% of the respondents were college graduates, 22.22% were high school

graduates, 22.22% were college undergraduates, and 3.03% of the respondents

were elementary graduates.

1.5. 31.31% of the respondents have been in their company for two (2) years,

29.29% of the respondents have been in their company for one (1) year, 20.20%

of the respondents have been in their company for five (5) years, 12.12% of the
 79

respondents have been in their company for (3) years, and 7.07% of the

respondents have been in their company for four (4) years.

2. Respondents’ Adversity Quotient

This section shows the Adversity Quotient (AQ) of the respondents with

regards to the four (4) dimensions of AQ: Control, Ownership, Reach, and

Endurance (CORE).

2.1. Control: No respondents scored high and above average, twenty-seven (27)

scored average, forty-one (41) scored below average and thirty-two (31)

scored low.

2.2. Ownership: No respondents scored high and above average, twenty-nine

(29) scored average, thirty-four (34) scored below average and thirty-seven

(36) scored low.

2.3. Reach: No respondents scored high, four (4) respondents scored above

average, forty-two (42) scored average, forty-seven (47) scored below

average and seven (6) scored low.

2.4. Endurance: Seven (7) respondents scored high, five (5) respondents scored

above average, thirty-five (35) scored average, forty-nine (49) scored below

average and four (3) scored low.

2.5. Overall Adversity Quotient: No respondents scored high and above

average, twenty (20) scored average, thirty-seven (37) scored below average

and forty-three (42) scored low.

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3. Job Satisfaction

The respondents scored a mean of 3.78 or satisfied under the statement

Nature of Work, a mean of 3.76 or satisfied under the statement Inter-personal

Relationship, a mean of 3.48 or neutral under the statement Pay and Allowances, a

mean of 3.66, or satisfied under the statement Work Environment, a mean of 3.73

or satisfied under the statement Training, a mean of 3.72 or satisfied under the

statement Management Policies, a mean of 3.65 or satisfied under the statement

Personal Growth and Career Development, a mean of 3.54 or satisfied under the

statement Grievance and Redressal, a mean of 3.67 or satisfied under the statement

Management and Employees, a mean of 3.65 or satisfied under the statement

Empowerment.

4. Relationship between the respondent’s profile to job satisfaction and adversity

quotient

4.1. The relationship between age and Adversity Quotient was significant,

χ2 (4, N = 99) = 13.3, p = .038 < .05

4.2. The relationship between sex and Adversity Quotient was not significant,

χ2 (4, N = 99) = 1.42, p = .49 > .05.

4.3. The relationship between civil status and Adversity Quotient was

significant, χ2 (4, N = 99) = 7.19, p = .038 < .05

4.4. The relationship between educational attainment and Adversity Quotient

was significant, χ2 (12, N = 99) = 12.8 p = .046 < .05

4.5. The relationship between tenure and Adversity Quotient was not significant,

χ2 (16, N = 99) = 9.45 p = .305 > .05

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4.6. The relationship between age and job satisfaction was not significant,

χ2 (12, N = 99) = 13.74 p = .132 > .05

4.7. The relationship between sex and job satisfaction was not significant,

χ2 (4, N = 99) = 5.72 p = .1258 > .05.

4.8. The relationship between civil status and job satisfaction was significant, χ2

(4, N = 99) = 12.2 p = .007 < .05

4.9. The relationship between educational attainment and job satisfaction was

not significant, χ2 (12, N = 99) = 7.09 p = .628 > .05

4.10. The relationship between tenure and job satisfaction was not significant, χ2

(16, N = 99) = 6.66 p = .879 > .05

5. Relationship between the Respondents’ Job Satisfaction and Adversity

Quotient.

With an r (98) value of -0.08 and a p value of .4346 at a 95% confidence level, the

null hypothesis is accepted. Additionally, the regression analysis yielded a variance

of 0.6%; therefore, there is no significant relationship between the respondents’ job

satisfaction and adversity quotient, and the adversity quotient is not a predictor of

job satisfaction.

Conclusion

The following conclusions were derived based on the findings of the study.

1. The majority of respondents’ age less than 30 years old.

2. The majority of the respondents are females.

3. The majority of the respondents are single.

4. The majority of respondents are college graduates.

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5. For the number of years staying in the company, respondents who stayed for two

years rank first, then the second rank are those who stayed for one year and the third

rank is respondents who stayed for five years.

6. In the control dimension, respondents who scored below average rank first, second

are those who scored low, and third are those who scored average.

7. In the ownership dimension, respondents who scored low are first, then second are

those who scored below average, and third are those who scored average.

8. In the reach dimension, first are those respondents who scored below average,

second are those who scored average, and third, are those who scored low.

9. In the endurance dimension, first are those who scored below average, second are

those who are average, and third, are those who scored high.

10. In the overall adversity quotient, respondents who scored low are first, second are

the respondents who scored below average, and third are those who scored average.

11. There is a significant relationship between age and Adversity Quotient.

12. There is no significant relationship between sex and Adversity Quotient.

13. There is a significant relationship between civil status and Adversity Quotient.

14. There is a significant relationship between educational attainment and Adversity

Quotient.

15. There is no significant relationship between tenure and Adversity Quotient.

16. There is no significant relationship between age and Job Satisfaction.

17. There is no significant relationship between sex and Job Satisfaction.

18. There is a significant relationship between civil status and Job Satisfaction.
 83

19. There is no significant relationship between educational attainment and Job

Satisfaction.

20. There is no significant relationship between tenure and Job Satisfaction.

21. Adversity Quotient is not a good predictor of Job Satisfaction.

Recommendations

The following are recommendations derived from the study which include direction

for future researchers.

Adversity Quotient (AQ) of the employees in the bakeshop.

1. The bakeshop employees can use these study as a reference to better understand how

their Adversity Quotient (AQ) can influence their job satisfaction. In addition to that, they

can further increase their awareness of their own AQ, specifically how it can affect other

aspects of their lives and how they can further develop or improve it.

2. Company may use Adversity Quotient and encourage the employees to take AQ test and

undergo orientation, as a basis for counseling or group interventions such as peer or team

building, and group counseling. to address issues that may be found in the results of their

tests and to help them understand how may their adversity quotient will help them to be

more satisfied in their workplace. Through their AQ score, they would know what areas of

their life need improvement or changes to help them to be more resilient in times of

difficulties.

3. The Business Owners can refer to the study to understand how the individual Adversity

Quotients (AQ) of their employees can affect their job satisfaction and therefore, their work
 84

performance; with this in mind, they may develop ways or programs to develop or assist

their workers in improving their Adversity Quotients.

4. The human and resource management of the company may administer an Adversity

Quotient test and recommends that the bakeshop owners include a mandatory screening of

AQ. The result may be used as a basis on planning with activities such as team buildings,

and counseling sessions to, not only boost morale but also aid their employees to further

increase their AQ as well as review their employee manuals to enhance or modify some

issues like employee safety, benefits and rewards, training and development and conduct

and discipline- as the findings, of this study, show that most of the respondents rated their

jobs as satisfied, the business owners can also make use of such creative ways and solutions

to further increase the job satisfaction of their employees.

5. Future Researchers may use the findings of this study to further investigate the role of

Adversity Quotient in other areas of life. Furthermore, the researchers recommend future

researchers add additional variables to further investigate what factors can cause greater

contributions to the increase of Job Satisfaction. It is also recommended to increase the

sample size of respondents when conducting similar studies to further establish the

relationship of AQ with other areas of life.

Job Satisfaction

6. Business owners should assess and find better ways how to further increase employee

satisfaction, particularly in pay and allowances aspects. They may consider giving

additional incentives and rewards.

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7. Business owners may use the findings of this study to better understand how their

employees feel about their current job and use it as a basis for designing programs and

policies which will further increase their satisfaction and eventually, stay in the company.
 86

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