CHAPTER 1

Introduction

One of the most important goals of the employer in some organizations should be to have
employees who are productive and able to do their jobs to a high standard (Leonard, 2019). In
the study of Tom and Harris (2017), it states that each employee’s contribution to the company’s
success is important, thus the better the employee’s performance, the more likely the
organization will fulfill its objectives. In addition, top management must be active in the training
program to establish a learning culture to develop improvement mindset’s and pursue
opportunities to learn and share knowledge with their teams, which can positively impact the
health and future success of an organization (Tenney, 2021). Tenney continued explaining that
learning culture is a particularly important element of sustainable success in business because it
positively impacts strategy, innovation, employee engagement, employee retention, and many
other elements of an organization.

Underemployed workers are mostly found in rural areas in the Philippines. More than three
million Filipinos are underemployed, in the month of February 2022 underemployment rate
remaining at 6.4 percent, the same as in January 2022 (Philippine Statistics Authority, 2022).
Underemployment has increased in the Philippines since 2016, there was 18.4 percent, 16.1
percent in 2017, 16.4 percent in 2018, and 13.8 percent in 2019.According to the Statista
Research Development, 202, during the pandemic, the country’s underemployment rate from
13.8 in 2019 rises to 14.9 percent in January 2020.Department of labor and Employment defined
workers in part -time roles looking for longer working hours or higher-paying jobs as
underemployed workers (Lee, 2021). On 2021, the Department of Labor and Employment
(DOLE) aired its concern over 7 million workers who were underemployed. On DOLE’s record
in October 2021, the underemployment rate is at 16.1% which was the highest in three months.
In the results from the May 2022 Labor Force Survey given by the Philippine Statistics Authority
which released last July 7,2022; the Underemployment rate in May 2022 was placed at 14.5
percent, higher than the estimated 12.3 percent underemployment rate in the same month a year
ago. Of the 46.08 million employed persons in May 2022, 6.67 million were underemployed.
Underemployed persons are those who expressed the desire to have additional hours of work in
their present job or to have an additional job or to have a new job with longer hours of work. The
percentage of underemployed people working fewer than 40 hours per week, also known as the
visible underemployment rate, was reported at 9.8% in May 2022, up from the reported rates of
8.9% in May 2021 and 9.2% in April 2022. On the other hand, the percentage of underemployed
people working at least 40 hours per week, or the invisible underemployment rate, was estimated
to be 4.7% in May 2022. In comparison to the reported invisible underemployment rate of 3.4%
for the same time period previous year, this estimate was higher (Mapa, 2022).

On the other hand, underemployment in the Western Visayas increased from 12.9 percent
in October 2020 to 21.2 percent in January 2021. The underemployment rate increased by 8.6
percent from the same quarter the previous year (January 2020), implying the approximately
659,716 people were underemployed in January 2021 (Sollesta, 2021).

Furthermore, job satisfaction and organizational commitment are important to consider in

research because satisfaction itself, quality of supervision and pay satisfaction had significant
positive influence on organization commitment of workers. Workers had high degree of
organizational commitment and satisfaction with work-itself, supervision, salary, co-workers,
and opportunities for promotion (Lesha, 2013).

The subject of organizational commitment is one of the most important issues to be

addressed when it comes to the underemployed workers especially in the rural areas. It is
common knowledge that happy, engaged, and productive employees are those who are content
with their jobs. Since happy and motivated employees are the foundation of successful
businesses, it stands to reason those businesses should give employee satisfaction a lot of
consideration (Li, 2020). Satisfaction with work, satisfaction with pay and incentives,
satisfaction with opportunities for growth, progress and career advancement, satisfaction with the
work group and social relations between employees and satisfaction with work conditions such
as safety, healthy and stability, all these factors have shown very supportive or significant impact
on the level of organizational commitment (Tatar, 2020).

Previous studies mostly focus on how satisfied employees are on their job. Some identity
on the other hand, some studies had correlated but neither of these studies had focused more on
how satisfied and committed underemployed workers are in a job which specially is not their
specific field or skills. In addition, in the study of Suma and Lesha (2013) on the relationship
between job satisfaction and organizational commitment has not shown any consistent and easily
reconcilable findings. The implication of this study is that, to improve organizational
commitment, they would need to improve job satisfaction. However, only the facet of promotion
was positively correlated with organizational commitment.

Therefore, there is a need to study and determine the job satisfaction and organizational
commitment among underemployed workers in Antique for it will determine how satisfied an
employee and how committed they are in their job. Also, to gather enough information and seek
answers why most employees tend to work in a job which doesn’t match in their specific field.
 Review of Related Literature

In the study of Romanov, Tur-Sinai, and Heisman, (2017), the rate of bachelor’s degree
graduates who are not employed in a job that matches their field of education, by objective
segmentation, around 29% and the salary of the underemployed is about 11% lower than that of
their cohorts who are underemployed in a job that matches their academic education.

Job Satisfaction

Job satisfaction is defined as the sense of pleasure and accomplishment that you feel in
your job when you know you worth as a worker: Companies with high levels of job satisfaction
tend to be more profitable and productive. It is also the sense of inner fulfilment and pride gained
from performing a specific job (Kasemsap, 2017). Job satisfaction is critical for better
organizational performance. It is concluded that job satisfaction has a positive relationship with
employee commitment to an organization, and enhances their level of motivation, and has a
direct impact on employee productivity.

Job satisfaction is the subjective opinion of an employee. A point of view that

encompasses how he or she acts or how he or she thinks about his or her employment and
employer. Furthermore, job satisfaction is the pleasant emotional state that occur because of
achieving job objectives (Courtney & Younkyoung, 2017).

According to Salabh Bhardwaj (2020), job satisfaction has five components mainly,
engagement, respect, praise, and recognition; fair compensation; motivation and life satisfaction.

Engagement in a job is where employees are deeply involved in the work they perform.
Also, engagement results into retention, additional productivity, work quality and customer
satisfaction. Another component of job satisfaction is respect. Respect helps to promote a
positive culture wherein it increases the employee’s satisfaction as the employees feel happy and
motivated while working in a stress-free workplace. On the other hand, praises as means to
increase job satisfaction. Employees who receive praise and recognition for their work develop
pride in themselves and their performance. Moreover, fair compensation includes claims on
goods and services paid to an employee in the form of money or a form that is quickly and easily
exchangeable. Lastly, motivation and life satisfaction which increases employees’ individual
emotional responses to their job and pursue and satisfy one’s needs.

According to research, psychological capital has a positive and statistically significant

effect on performance. Job satisfaction also plays a meditating role in the positive relationship
between employee performance and compensation (Thanh, 2021). According to the results of the
most recent Census of Population (2015 POPCEN) conducted by the Philippine Statistics
Authority, the population of Antique Province was 582,012 as of August 1, 2015, up 35,981
from 546,031 in 2010. Underemployment is growing concern for governments all over the
world. For example, in Manila, the country’s underemployment rate increased slightly to 6.6
percent.
 Researchers Dobrow Riza and Ganzach, Liu (2018) discovered that over a 40-year
period, those who stayed in the same company over time got less content, whereas persons who
moved to various companies over time became happier.

Organizational Commitment

Organizational Commitment is defined as an employee’s connection bond with their

employer. In addition, it also refers to the employee’s level of engagement and dedication to
their individual job and the organization.

Only by ensuring that all employees are committed to the organization’s goals and
objectives and perform their work as effective team members will the organization be
competitive and performing. Employees are expected to consider themselves a part of the
organization and to contribute to a positive work environment (Satyendra, 2020).

Employee organizational commitment can exist in the organization at various levels. The
level of commitment can begin at a low level and progress to a moderate level before reaching a
higher level of commitment. Similarly, a reversal trend can occur, with the commitment level
moving from high to moderate and then continuing to decline to a low level of commitment. The
data is matched employer-employee, we can control for both employee and establishment-level
characteristics when assessing the impact of underemployment on organizational commitment.
We further break apart our analysis by type of establishment to see if there are any sector
differences on how underemployment affects organizational commitment (Apergis, 2016).

Organizational commitment has three components, first one is affective commitment

which shows the emotional attachment of the workforce towards their company. Another
component is continuance commitment which refers to the fact that in such a case the employee
believe that he/she will lose something important by leaving the firm and this influences hi/her
decision and hence remains attached to the firm. Lastly, normative commitment when an
employee feels obligated to stay in the organization, he/she has worked for a long time (Hitesh
Bhasin, 2020).

In addition, organizational commitment in continuance commitment has positively affects

withholding effort, emotional exhaustion, cynicism and resistant to change and negatively affects
propensity to turnover. Normative commitment negatively influences propensity to turnover and
cynicism (Janoniene and Endriulaitiene, 2013)

Another study of Wahyudi (2017) asserted that another definition of leadership is the
ability to maneuver. However, influence and direct members mindset and work styles can be
self-sufficient carrying out their roles and assisting in decision-making in other to achieve a
predefined object.

In general, occupational health and safety is characterized as a science that includes

hazards in the workplace that must be anticipated, recognized, evaluated, and controlled because
they jeopardize employee’s well-being health (Sholihah, 2018).
Related Studies
In the study of Hoffman-Miller (2013), job satisfaction is the extent to which one is
happy with their job hence on employee’s willingness to perform at an optimum level. On the
other hand, job satisfaction is the subject of interest for many researchers and experts in the field
of management. Job satisfaction has a direct impact on the motivation and productivity of the
individual, team, and organization. (Al Farsi et., al, 2017). Working conditions, worker, welfare,
and job satisfaction are valued in human resource management, which helps to maintain high
levels of organizational commitment (Kurtessis et al., 2017).

A shift toward an efficiency model based on organizational commitment is essential in

today’s corporate environment. Business organizations must establish terms that are deeply
devoted to their strategic goals and organized and productive. (Kurtessis et al., 2017).

According to Amjad et al. (2018) the study states that there is a positive and significant
relationship between organizational commitment and job satisfaction. This study confirmed the
correlation of organizational commitment and job satisfaction in statistical population.
Satisfaction is the most important attitude, mentality, and judgment which an organization should
have and possess in their job and work environment.

In the study of Nacpil & Lacap (2018) job satisfaction and organizational commitment
specifically assesses the significant differences in the level of job satisfaction of the respondents
when grouped in terms of demographic factors, the significant relationship of job satisfaction and
organizational commitment.

Additionally, Gonaim (2019) states that the minister of education appoints a president to
the governing council the Saudi Arabian government established the academic leadership center,
in line with this is the tasked with in ensuring uniformity and accordance teaching academics
with national philosophy leaders and increasing their productivity.

Synthesis

According to all the gathered related literature, underemployed workers are more likely
satisfied on their job and committed on the organization where they work. Aside from the
benefits and rewards they gain and receive; workers also consider committing in a company
where the leader is effective, and they give proper treatment on each employee. Another reason
is that they learn to adapt the environment of their workplace. However, some studies revealed
that being underemployed does not mostly affect satisfaction in a job and commitment in an
organization. Other study states that there are no significant differences exist in terms of the level
of job satisfaction when grouped according to sex, age, and number of years in service as well as
in the organizational commitment.
 Statement of the Problem

This study will determine the relationship between job satisfaction and organizational
commitment of underemployed workers in Antique. Specifically, the study will seek to answer
the following:

1. What is the level of job satisfaction of underemployed workers in Antique as a whole and
when grouped according to sex, developmental age, and number of years in service?

2. What is the level of organizational commitment of underemployed workers in Antique as a

whole and when grouped according to sex, developmental age, and number of years in service?

3. Is there significant difference on the level of job satisfaction of underemployed workers in

Antique when classified according to sex, developmental age, and number of years in service?

4. Is there a significant difference on the level of organizational commitment of underemployed

workers in Antique when classified according to sex, developmental age, and number of years in
service?

5. Is there a significant relationship between job satisfaction and organizational commitment of

underemployed workers in Antique?

Hypotheses

The hypothesis’s which the researchers had studied were tested by the researchers.

H1. There is no significant difference on the level of job satisfaction among underemployed
workers when grouped according to sex, developmental age, and number of years in service.

H2. There is no significant difference on the level of organizational commitment among

underemployed workers when grouped according to sex, developmental age, and number of
years in service.

H3. There is a weak positive relationship between the level of job satisfaction and organizational
commitment among underemployed workers.

Theoretical Framework

This study is anchored on two theories which is Herberg’s Motivation-Hygiene theory (1950)
on Job Satisfaction and Allen and Meyer (1990) on Organizational Theory.

The Herberg’s Motivation-Hygiene theory on job satisfaction, developed by Frederick

Herberg’s (1950), posits that employees’ satisfaction has two dimensions: hygiene and
motivation. Hygiene issues, such as salary and supervision, reduce employees’ dissatisfaction
with the work environment, whereas motivators, such as recognition and achievement, make
workers more productive, creative, and committed. According to this theory, job satisfaction and
dissatisfaction are not two opposite ends of the same continuum, but rather two distinct and, at
times, unrelated concepts. For an employee to be satisfied with their job, motivating factors such
as pay and benefits, recognition and achievement must be met. However, hygiene factors such as
working conditions, company policies and structure, job security, interaction with colleagues,
and management quality are linked to job dissatisfaction.

However, the theory of organizational commitment with three component models to

conceptualized organizational commitment, developed by Allen and Meyer (1990) posits three-
dimensional model to divide organizational commitment. These dimensions describe the various
methods for developing organizational commitment and the implications for employee behavior.
The three distinctive components are normative commitment, continuance commitment and
affective commitment.

Conceptual Framework

This study will determine the relationship between Job Satisfaction and Organizational
Commitment among underemployed workers. Moreover, it will determine the level of Job
Satisfaction and level of Organizational Commitment when grouped according to sex,
developmental age, and number of years in service and their significant differences.

Underemployed Workers Job Satisfaction

*Sex

*Developmental Age

*Number of years in Service

Organizational Commitment

Figure 1.1 Research Paradigm of the study shows the relationship of Job Satisfaction and
Organizational Commitment when taken as a whole and when grouped according to sex,
developmental age, and number of years in service.

Significance of the Study

The results of this study will be beneficial to the underemployed employees for it will
help them enhance their satisfaction in terms of job and gain ideas on how to perform in their
chosen job effectively. Also, to the graduating students for it will give them an idea in choosing a
right career path in which their skills and specific field or course would be more practiced and
applied. Furthermore, the Department of Labor and Employment (DOLE) can also benefit this
study for it can help and give them new knowledge on how to enhance the satisfaction and
commitment of underemployed employees in their organization. The Human Resource Managers
(HR) could benefit this study because it will help them in choosing an applicant which is more
suitable and fit to the job to avoid some conflicts in an organization. Moreover, the University of
Antique (UA) would be more beneficial for it will be used as a reference in getting an idea on
giving an extension program for the underemployed employees. In addition, the future
researchers can use this as one of their sources in their research in the future. Also, this research
can be helpful in a way that, it can broaden their knowledge in terms of further studies about
underemployed workers.

Scope and Limitations of the Study

This study focuses mainly on the Job Satisfaction and Organizational Commitment of
underemployed workers in Antique. To assess the participants’ job satisfaction and commitment
at various organizations run by the Provincial Government of Antique, the researchers purposely
selected and invited 115 male and female using the Independent Sample T-test in selecting
participants and G*POWER in the determination of sample size from among all the
underemployed workers in Antique to participate in the study.

Definition of Terms

Job satisfaction is defined as how much happy an employee, or an individual is with

his/her job. Job satisfaction is also a pleasurable or positive emotional state resulting from the
appraisal of one’s job experiences (Locke, 1976). Operationally, this study refers to the
responses of the respondents on the Job Satisfaction Scale. Items were measured on a Likert
Scale with scale ranging 1=very dissatisfied to 5=very satisfied. The overall job satisfaction
scores was calculated by taking the average (mean) score of all the subscales.

Organizational Commitment is defined as a view of an organization’s psychology

towards his/her attachment to the organization that he/she is working for. Organizational
commitment on the other hand defines a pivotal role in determining whether an employee will
stay with the organization for a longer period and work passionately towards achieving the
organization’s goal (Adi Bhat, 2020). Operationally, Organizational Commitment Scale (1993)
developed by Allen and Meyer’s and uses a 7-point Likert type response format, with 3 factors
that can describe this commitment: willingness to exert effort, desire to maintain membership in
the organization, and acceptance of organizational values.

According to Chen (2021), underemployed worker is defined as a people who are highly
skilled but working in low paying or low skill job and part time workers who would prefer to be
full time. Operationally, underemployment is a measure of employment and labor utilization in
the economy that looks at how well the labor force is being used in terms of skills, experience,
and availability to work (Chen, 2021).

Sex is defined as biological, physical, and physiological differences between males and
females, including both primary sex characteristics (the reproductive system) and secondary
characteristics such as height and muscularity, as well as genetic differences (e.g.,
chromosomes). Additionally, developmental age is defined as a measure of development
expressed in an age unit or age equivalent (American Psychological Association, 2022).
Operationally, early adulthood spanned from approximately 18 years (the end of adolescence)
until 40-45 years (beginning of middle adulthood). More recently, developmentalist have divided
this age period into two separate stages (Lally and French, 2020). Additionally, the
developmental perspective, middle adulthood (or midlife) refers to the period of the lifespan
between young adulthood and old age. This period last from 20 to 40 years depending on how
these stages, ages and task are culturally defined.

Lastly, number of years in service is defined as a duration of time rendered by an employee to

work in an organization (Department of Labor and Employment, 2022). Operationally, number
of years in service is the total time of the underemployed worker who committed their self to
work in a company or organization. The number of years in service will determined from the day
she/he work in a company until the day of conducting survey.
 CHAPTER 2

Method

This chapter represents the research design, participants, research instruments, research
problems, research procedure, data analysis and ethical considerations.

Research Design

The design of the study is quantitative. This study will be using correlational method.
Correlational research design investigates relationships between variables without the researcher
controlling or manipulating any of them. A correlation reflects the strength and/or direction of
the relationship between two (or more) variables. The direction of a correlation can be either
positive or negative (Pritha Bhandari, 2021).

Participants

The inclusion criteria of this research study had selected a participant’s those age
between early adult ages 20-40 and middle adult ages 40-65. Both male and female which are
underemployed employees. This research study had been conducted in selected provincial
government organization in antique. The participant of this study was divided equally to those
selected provincial government organization of Antique. The participants had willingly
participated and have given their consent. The researchers had inquired to the Human Resource
Management Office for the lists of different organizations under the Provincial Government
where the survey had been conducted. Raw Data of Job Satisfaction and Organizational
Commitment of Underemployed Workers had been provided by the Human Resource
Management Office. Participants had read, write, and understand the instruction and able to
answer the Informed Consent and researchers survey form. In sampling method, researchers had
used the purposive sampling method to determine the probability of the study. Researchers had
used this Independent T-test in selecting 115 participants in a large area and G*power in the
determination of sample size.
Table 1.

Profile of the Respondents of the Study, n = 115

Demographic Profile F %

Sex

Male 40 34.8

Female 75 65.2

Developmental Age

Early Adulthood (20-40 yrs old) 88 76.5

Middle Adulthood (41-65 yrs old) 27 23.5

Number of Years in Service

84 73.0
5 years and below
18 15.7
6 – 10 years
13 11.3
More than 10 years

Research Instruments

Job Satisfaction Survey (JSS) developed by Paul E. Spector (1985) had been used to
evaluate nine dimensions of job satisfaction related to overall satisfaction. This instrument is
well established among the other job satisfaction scales. And for the organizational commitment,
among several research tools, one instrument is at the core of empirical research on
organizational commitment (OC). The Organizational Commitment Questionnaire (OCQ) that
was developed by Allen and Meyer (1993). In determining the population means of the variable
under the underemployed workers such as sex, developmental age, and number of years in
service of the workers; researchers had used the Independent Sample T-test. T-test has been used
to compare the means of two groups specifically sex and developmental age. ANOVA test in
number of years in service.Pearson’s r correlation has been used to determine the coefficient
between organizational commitment and job satisfaction of underemployed workers in Antique.
 Demographic Profile. Demographic profile had been used to collect all the information
needed to be provided by the participants about their sex, developmental age and number of
years in service.

JSS is a survey form used to evaluate nine dimensions of job satisfaction related to
overall satisfaction. This instrument is well established among the other job satisfaction scales.

To take the test, the participants were asked to respond to 36 items or 4 items for each of
the nine sub-scales. For each item, there is choices between “Strongly Disagree” to “Strongly
Agree”, six choices in all, with which the participants must respond.

This well-established instrument has been repeatedly investigated for reliability and
validity. The nine sub-scales related moderately to well between each other, internal consistency;
a score of 0.60 for co-worker to 0.91 for the total scale. Overall, an average on 0.70 for internal
consistency was obtained out of a sample of 3,067 individuals. Over an 18-month time period, an
internal consistency of 0.37- 0.74 was calculated for a smaller sample of 43 workers. Studies
using various scales for job satisfaction on a single employee supported validity. A correlation of
0.61 for co-workers to 0.80 for supervision was calculated between five of the job satisfaction
sub-scale and some of the job description index.

Organizational Commitment Questionnaire (OCQ) helps measure employee’s

organizational commitment. It is an 18-item scale developed by Allen and Meyer’s
Organizational Commitment Scale (1993) and uses a 7-point Likert type response format, with 3
factors that can describe this commitment: willingness to exert effort, desire to maintain
membership in the organization, and acceptance of organizational values. (1) Strongly disagree
(2) Moderately disagree: (3) Slightly disagree: (4) Neither disagree nor agree: (5) Slightly agree:
(6) Moderately agree: (7) Strongly Agree. An “R” denotes a negatively phrased and reverse
scored item. The Cronbach’s Alpha values for the three factors were .873, .931, and .827,
respectively.

Demographic Profile

Please respond to the following demographic information below as honestly as you can. Your
answers will be kept strictly confidential. (Put a check on a box provided).

Name (Optional) _______________________________ Date: __________

Sex: [ ] Male [ ] Female Address:_______________________________ Age

(in years): _______________
Number of Years in service (at least 1 year in service): __________________________

Course graduated: _________________________

Current Job: ____________________________

Research Procedure

A week before the interview, researchers had distributed a letter to the Human Resource
Management Office and Office of the Provincial Governor at the Provincial Capitol of Antique
for the data needed for the research specifically about underemployed workers in different
organizations under the Province of Antique. The letters had been personally sent at the
designated offices.

Three days after, the Human Resource Management Office as well as the Office of the
Provincial Governor had approved the letter sent by the researchers and had subjectively
presented to Dr. Kristoffer Ryan T. Gidaya, Research 1 instructor for finalization and instruction.

After being approved, researchers had started to conduct a survey. On the day of the
survey for the participants, researchers had distributed the Informed Consent Form, demographic
profile and survey questionnaires to the selected participants.

After the participants had answered the instruments, researchers had collected all the
answers given by the selected participants, the answer given had been compiled and kept by the
researchers. All the answers on the data given by the participants had been kept confidential.

Data Analysis

The researchers used the T-test for sex and developmental age, and ANOVA test in
number of years in service. This T-Test is a statistical test that is used to compare the means of
two groups. It is often used in hypothesis testing to determine whether a process or treatment
actually has an effect on the population of interest, or whether two groups are different from one
another. Pearson’s r correlation has been used to determine the coefficient between
organizational commitment and job satisfaction of underemployed workers in Antique. Stat
Tools using Independent T-Test in selecting participants and G*POWER in the determination of
sample size. This test had helped the researchers uncover of Job Satisfaction and Organizational
Commitment among Underemployed Workers in Antique that can aid in improving a specific
outcome of underemployed workers.

Ethical Considerations
 In conducting research, the ethical considerations researchers had followed and applied
are, voluntary participation of the respondent’s or participants, informed consent was read,
understand, and signed by the participants, anonymity of the respondents, potential for harm, and
results communication. Ethical considerations can be specified as one of the most important parts
of the research. On the other hand, respect in each participant’s dignity had been prioritized.
Using of discriminatory, offensive, and unacceptable language had been avoided.
Acknowledgement of the author’s work, and adherence of data protection.

Chapter III

RESULTS
 This chapter presents the results and interpretation of data.

Level of Job Satisfaction

Table 1.

Level of Job Satisfaction of Underemployed Workers in Antique as a whole and when grouped
according to sex, developmental age, and number of years in service.

Demographic Variable M SD Verbal Description

As a whole 4.18 0.51 Satisfied

Sex

Male 4.13 0.45 Satisfied

Female 4.21 0.53 Satisfied

Developmental Age

Early Adulthood 4.18 0.52 Satisfied

Middle Adulthood 4.20 0.48 Satisfied

Years in Service
4.20 0.50 Satisfied
5 years and below
4.14 0.59 Satisfied
6 – 10 years
4.15 0.45 Satisfied
More than 10 years
Level of Organizational Commitment

Table 2.

Level of Organizational Commitment of Underemployed Workers in Antique when taken as a

whole and grouped according to sex, developmental age, and number of years in service.

Demographic Variable M SD Verbal Description

As a whole 3.37 0.40 Average

Sex

Male 3.39 0.35 Average

Female 3.36 0.42 Average

Developmental Age

Early Adulthood 3.37 0.39 Average

Middle Adulthood 3.38 0.46 Average

Years in Service
3.37 0.40 Average
5 years and below
3.48 0.35 Average
6 – 10 years
3.25 0.48 Average
More than 10 years

T-test result on the difference on the level of Job Satisfaction

Table 3. T-test result on the difference on the level of Job Satisfaction of Underemployed
Workers in Antique when classified according to sex.
Mean
Sex Mean t-value p-value

Male 4.13
-0.778 0.438
Female 4.21

* no significant difference

Table 3 presents the results of an independent samples t-test was conducted and the result
suggests that there is no significant difference on the level of job satisfaction of underemployed
workers in Antique between males (4.13±0.45) and females (4.21±0.53), t(df)=-0.778, p=0.438.

Therefore, the researchers hypothesize that there is no significant difference on the level
of job satisfaction among underemployed workers when grouped according to sex.
Table 4. T-test result on the difference on the level of Job Satisfaction of Underemployed
Workers in Antique when classified according to developmental age.

Mean
Developmental Age Mean t-value p-value

Early Adulthood 4.18

-0.166 0.868
Middle Adulthood 4.20

* no significant difference

Table 4 presents the results of an independent samples t-test was conducted and the result
suggests that there is no significant difference on the level of job satisfaction of underemployed
workers in Antique between Early Adulthood (4.18±0.52) and Middle Adulthood (4.20±0.48),
t(df)=-0.166, p=0.868.

Therefore, the researchers hypothesize that there is no significant difference on the level
of job satisfaction among underemployed workers when grouped according to developmental
age.

ANOVA test result on the difference on the level of Job Satisfaction

Table 5. ANOVA test result on the difference on the level of Job Satisfaction of Underemployed
Workers in Antique when classified according to number of years in service

Mean

Sum of Mean
Sources df F-value p-value
Squares Square
Between Groups 0.072 2 0.036 0.138 0.871
Within Groups 29.261 112 0.261
Total 29.333 114
* significant difference

Table 5 presents the results of a one-way ANOVA test performed and the results suggest
that there is no significant difference on the level of job satisfaction of underemployed workers
in Antique when classified according to number of years in service, F(2,112)=1.338, p=0.871.

Therefore, the researchers hypothesize that there is no significant difference on the level
of job satisfaction among underemployed workers when grouped according to number of years
in service.
T-test result on the difference on the level of Organizational Commitment

Table 6.T-test result on the difference on the level of Organizational Commitment of

Underemployed Workers in Antique when classified according to sex.

Mean

Sex Mean t-value p-value

Male 3.39
0.280 0.780
Female 3.36

* significant difference

Table 6 presents the results of an independent samples t-test was conducted, and the results
suggests that there is no significant difference on the level of organizational commitment of
underemployed workers in Antique between males (3.39±0.35) and females (3.36±0.42), t
(df)=0.280, p=.780.

Therefore, the researchers hypothesize that there is no significant difference on the level
of organizational commitment among underemployed workers when grouped according to sex.

Table 7. T-test result on the difference on the level of Organizational Commitment of

Underemployed Workers in Antique when classified according to developmental age

Mean

Developmental Age Mean t-value p-value

Early Adulthood 3.37

-0.123 0.902
Middle Adulthood 3.38

*there is no significant difference

Table 7 presents the results of an independent samples t-test was conducted, and the results
suggests that there is no significant difference on the level of organizational commitment of
underemployed workers in Antique between early adulthood (3.37±0.52) and middle adulthood
(3.38±0.48), t (df)=-0.123, p=0.902.

Therefore, the researchers hypothesize that there is no significant difference on the level
of organizational commitment among underemployed workers when grouped according to
developmental age

.
ANOVA test result on the difference on the level of Organizational Commitment

Table 8. ANOVA test result on the difference on the level of Organizational Commitment of
Underemployed Workers in Antique when classified according to number of years in service

Mean

Sum of Mean
Sources df F-value p-value
Squares Square
Between Groups 0.430 2 0.215 1.332 0.268
Within Groups 18.079 112 0.161
Total 18.509 114
*there is no significant difference

Table 8 presents the results of a one-way ANOVA test performed and the results suggest
that there is no significant difference on the level of organizational commitment of
underemployed workers in Antique when classified according to number of years in service,
F(2,112)=1.332, p=.0268.

Therefore, the researchers hypothesize that there is no significant difference on the level
of organizational commitment among underemployed workers when grouped according to
number of years in service.

Table 9. Result of Pearson’s r correlation coefficient between job satisfaction and organizational
commitment of underemployed workers in Antique.

Mean
Variable Mean Correlation p-value
Job Satisfaction 4.18
0.163 0.082
Organizational Commitment 3.37
*significant weak positive relationship

Table 9 presents the results of a Pearson’s product moment correlation was conducted to
determine whether there is a significant relationship between organizational commitment and job
satisfaction of underemployed workers in Antique. Preliminary analyses suggest a linear
relationship.

Therefore,there was a statistically significant, weak positive correlation between

organizational commitment and job satisfaction, r (112)= 0.163, p=0.083.
CHAPTER IV

Discussion
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Employment Rate in May 2022 is Estimated at 94.0 Percent