MOTIVATION AND JOB SATISFACTION OF SELECTED EMPLOYEES

BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION
MAJOR IN HUMAN RESOURCE MANAGEMENT
MOTIVATION AND JOB SATISFACTION OF SELECTED EMPLOYEES
IN EPSON PRECISION PHILIPPINES INC.
A BASIS OF IMPROVEMENT PLAN
A Research Paper
Presented to
The College of Business and Accountancy
Trimex Colleges, Inc
In Partial Fulfilment
of the Requirements for the Degree
Bachelor of Science in Business Administration
Major in Human Resource Management
by
Morandarte Rozel
Paner Marian
Chapter 1
THE PROBLEM AND ITS SETTING
Today’s world is experiencing advancement in various field compared to
previous century. This new millennium era, business has been characterized by
competitive environment and global demands. Due to these changes, organization
have come forward to review the challenges that rise at initial level. Extension of
electronics sector has given a platform to more advancement in technology. Modern
information technology gives more innovation from the worker’s point of view. And in
this kind of situation, Human Resource Management are engaged in several initiatives
in order to fulfill the expectation of the organization- both their needs and wants in
daily scenario.
Tremendous pressure is put on organizations to improve their performance and
increase their competitiveness in the continuously changing world of work. This is no
different to the challenges electronics companies face such as globalization, economic
shocks, technological changes and downsizing (Paul, 2017).
Employees are an organization’s main resource. If employees are satisfied with
their employment, they would produce an extraordinary quality execution that enables
an organization to develop and achieve the accomplishment with changing economic
condition. Therefore, rival, more knowledgeable and well-satisfied workforce is a
benefit for an organization.

A study that Jones (2016) conducted within an electronics company revealed
that gender differences shows that there is a statistical significance for personal
situations at home as a reason for resignation and that females feel stronger about
this than males. When examining the differences between ethnic groups, there are two
reasons that are statistically significant namely, better compensation elsewhere and
long working hours. Africans and Coloureds feel stronger about leaving for better
compensation elsewhere than whites (Jones, 2016).
The issue of employee turnover within electronics company can be related to
low levels of motivation and job satisfaction experienced by its employees. Motivation
is defined as “the process of arousing and sustaining goal-directed behavior” (Nelson,
2018).
Motivation refers to a complexity of forces that inspires a person at work to
intensify his desire and willingness to use his potentialities to perform in order to
achieve organizational goals or objectives (Ayo, 2019).
The work itself is also a contributor to employee motivation. There is a fact that
an employee might absolutely love his or her job, is satisfied with the pay, and has
good relationships with his/her colleagues, but still finds the work itself completely
boring and uninspiring. A happy employee may stay, but if you really want to motivate
the employees, create interesting work and let them engage with it. This means
forming strong work cultures, encouraging creative thinking and innovation, and
especially, avoiding unhealthy, unequal and impotent working environments
(Landrum 2016).
It has been proven by practitioners and researchers that job satisfaction is an
important central construct in organizational psychology which influence employees’
behavior (Schleicher et al., 2018). If definition of satisfaction is applied in an
organizational point of view, there are few factors that contributes to the satisfaction of
an employee namely: (1) type and scope of work, (2) pay, (3) supervision, (4)
demographic considerations and (5) social and group factor. A scholarly definition of
‘job satisfaction’ refers to ‘employee’s opinion or attitude towards the job itself or the
relevant environment and to their overall emotional response to their job roles’ (Zafar,
2019). This has been one of the most effective indicators of vocational happiness.
A researcher examined characteristics of job satisfaction such as culture,
leadership communication, commitment, job content, training, rewards and
recognition opportunities, teamwork, superior subordinate relationship and
delegation, at Badarpur electronics company. The results produced through the
analysis have shown that teamwork, commitment, culture, communication and
training are the most important factors which have led to job satisfaction, and
delegation, job design, opportunities, rewards and leadership are the factors which
need to be work on (Kumari, 2017). The level of job satisfaction of Caucasian and
Hispanic American Accounting Professionals was carried out by analyzing the
relationship between these job satisfaction factors and different demographic factors,
such as profession, frame size, certification, age, sex, race, advanced degrees and
parent education. The results show that there are differences between what
respondents feel influences their level of satisfaction on the job. Employers need to be
cognizant of the factors that impact employee satisfaction and implement corporate
policies that can enhance employee performance (Moyes, 2018).
In addition, job satisfaction directly impacts the level of employees ‘commitment
and absenteeism at the workplace (Alamdar et al., 2017). Besides, job satisfaction
ensures that counterproductive work behaviors are minimized (Dalal, 2017).
Additionally, job satisfaction is so significant that its absence generates lethargy and
reduces employees ‘level of commitment.
Furthermore, this research will determine whether there is a proven significant
relationship between Epson employee’s level of motivation and job satisfaction,
knowing that the ability of a company to motivate their employees is greatly linked
with its employees’ job satisfaction and performance.
Introduction
According to Steinhilber (2017), there are three types of motivational factors
which are extrinsic motivational factors, intrinsic motivational factors, and family.
However, the focus will be from intrinsic and extrinsic motivational factors which is
generalized among all motivational factors.

Moreover, intrinsic and extrinsic motivational factors are further defined as
follows: intrinsic motivation originates from within, or it is an individual's self-
satisfaction that motivates them to do well. While extrinsic motivation involves
external factors or comes from the outside. Regardless of the difference of the two
motivational factors, both have their own character that plays well on how an
employee can be motivated (Sennett, 2021).
Furthermore, intrinsic and external factors can be specified. Intrinsic motivational
factors include acceptance, curiosity, honor, independence, order, power, social
contact, and social status. On the other hand, extrinsic motivational factors include
employee of the month award, benefit package, bonuses, and organized activities
(Learning-central, n.d.).remove
Background of the Study
The focus of the study is the motivational factors and job satisfaction of selected
employees in EPSON which is a global technology leader that makes and conveys
innovation answers for organizations and customers, from inkjet printers and
computerized printing frameworks to 3LCD projectors, savvy glasses, detecting
frameworks and modern robots. The organization is centered on driving developments
and surpassing client assumptions in inkjet, visual interchanges, wearables and
advanced mechanics. With its territorial central command in Singapore, Epson's
essence in Southeast Asia ranges more than 30 years with a far-reaching framework of
administration outlets, arrangement focuses and fabricating offices supporting clients
in the area (Epson,
Epson began in 1942 in Japan while it commenced operations in the
Philippines as a representative office in Metro Manila in 1996 and was renamed Epson
Philippines Corporation in 1998. Epson's comprehensive selection of high-precision,
energy-efficient products in the region continue to exceed customer expectations today
(Epson, n.d)
Thus, from then on Epson has a good image in the business industry with its
good reputation among consumers, workers and business partners. Thus, this study
will further specify the motivational factors and job satisfaction of employees in Epson
Corporation.
Theoretical Framework
Herzberg’s Motivation-Hygiene theory discussed the relationship between
motivation as a satisfier and hygiene issues as dissatisfies to the employees. This
theory can be applied to a real-life situation to resolve issues and make the workers
motivated and satisfied to their job and workplace. Furthermore, Hygiene issues must
come first because even though hygiene issues are not the wellspring of fulfillment,
these issues should be managed first to establish an environment wherein employee
satisfaction and motivation are even conceivable (Syptak, et. al., 1999) as cited by
Nguyen (2017).
The theory is essential to every manager as it marked the importance of
providing hygiene factors sufficiently to the employees as a way of motivation and so
far, somewhat resulted in satisfaction. The absence of hygiene factors will lead to
demotivation; however, the presence of it is not enough to motivate people. Therefore,
managers also must focus on increasing motivator factors, such as by job enrichment:
creating an interesting job and working environment, giving employee more
opportunities for advancement, to maximize the competences, taking more
responsibilities, experiencing new challenges, and giving employees a praise whenever
needed.
Furthermore, motivation is a "a set of internal and external forces that triggers
work related behaviors that determine its form, intensity, direction and duration."
This relates to both the influence of environmental forces and personal inherent
thoughts on his work behavior as cited by Abbah (2016).
On the other hand, Cook (2018) defined Job satisfaction simply as attitude
of employees toward their job. In other words, it describes the level of happiness of
employees in fulfilling their desires and needs at the work. Hence, it is the pleasurable
feelings that result from an employee perception of achieving the desire level of needs.
Job satisfaction as an intangible variable could be expressed or observed via feelings.

RESEARCH PARADIGM
Independent Variable Dependent Variable
Motivation
Job Satisfaction Improvement Plan
Reward and recognition
Work life balance
Work environment
Figure 1 Research
Figure 1 shows the conceptual framework of the study. The independent
variables of the study are the motivation and job satisfaction, the dependent variable
of the study was job satisfaction of the employees of Epson. Afterwards, the gathered
data will be analyzed and interpreted. After processing the data, the output will be the
improvement plan.
Statement of the Problem
The aim of this study, Motivation and Job Satisfaction of Selected Employees in
Epson: A Basis of Action Plan is to know how employees of EPSON Precision

Philippines Inc. or EPPI perceive the company benefits they receive from their
employers.
Specifically, the study will seek answers to the following questions:
1. What is the level of motivation of employees in Epson Company in terms of?
1.1 Reward and recognition.
1.2 Work life balance
1.3 Work environment.
2. What is the job satisfaction of the selected employees in Epson Company?
3. Is there a significant relationship between motivation and job satisfaction?
4. Based on the findings of the study, what action plan can be proposed?
SCOPE AND DELIMITATION
The study will consist of 377 employees in Epson Company. The study will be
conducted during the academic year 2021-2022. The researchers assumed that the
instrument used was valid and that the sample represented the total population. The
study consists of level of motivation and job satisfaction of Epson Company
employees.
The study used two variables which are the level of motivation ad job
satisfaction of employees since the researchers wanted to assess the relationship of
two variables.
A possible limitation of the study is that the researcher-made survey
instrument that will be used which will be limited by the reliability and validity of the
instrument. Furthermore, the survey will rely on self-reporting, environmental factors
and respondents’ state of mind impacting how the respondents will interpret and
respond to the survey.
Significance of the Study
Specifically, this research will benefit the following:
Employees. The study is deemed significant for its aim to address their level of
motivation and job satisfaction. Through this, they will have the right to be heard and
inform the Management the assistance they still need in order to function well in their
organization.
Human Resource Management. They will be informed about the level of employees’
motivation and job satisfaction from which they may extend adequate support to
enable employees to cope up with management requirements.

Middle Management. The management will be knowledgeable of the employees’ level
of motivation and job satisfaction from which they can act as a bridge for the
employees’ and top management so that both parties can fully understand the need of
one another.
Researchers
Future Researchers. This study may serve as reference for other researchers who
would also conduct a similar study. The results can be used in further studies to
identify how motivational factors affect job satisfaction of employees in Epson.
Definition of Terms
Job Satisfaction - Job satisfaction or employee satisfaction is a measure of workers'
contentedness with their job, whether they like the job or individual aspects or facets
of jobs, such as nature of work or supervision. Job satisfaction can be measured in
cognitive, affective, and behavioral components (Wikipedia, 2021).
Motivation - involves the biological, emotional, social, and cognitive forces that
activate behavior. In everyday usage, the term "motivation" is frequently used to
describe why a person does something. It is the driving force behind human actions
(wwwverywellmind.com, 2020).
Reward and recognition - An employee reward and recognition program are a special
program developed by companies to recognize employees for their contributions to the
success of a business. Effective employee recognition programs help to attract and
retain top talent, and ensure that employees feel valued, appreciated, and motivated to
achieve company goals (www.keka.com, 2021).
Work environment - A work environment is the setting, social features and physical
conditions in which you perform your job. These elements can impact feelings of
wellbeing, workplace relationships, collaboration, and efficiency and employee health
(www.indeed.com, 2019).
Work life balance - Work-life balance refers to the level of prioritization between
personal and professional activities in an individual’s life and the level to which
activities related to their job are present in the home (www.hrzone.com, 2018).
Chapter 2
REVIEW OF RELATED LITERATURES AND STUDIES
This chapter presents the literature and studies, which are significant to
present the study. A synthesis of reviewed literature and studies were included in this
chapter.
MOTIVATION
Motivation as a meaningful construct is a central pillar at the workplace. Thus,
motivating employees adequately is a challenge as it has what it takes to define
employee satisfaction at the workplace. Quite several studies have been devoted to the
link between motivation and its constituent factors and employee performance in
different organizations (Reizer, 2019)
In the book, Psychology of motivation, author Brown noted, "In psychology,
motivation refers to the initiation, direction, intensity, and persistence of behavior"
(Brown, 2016). By admitting there still appears to be no sufficient definition, author
Kim et al. states, "motivation is a process that energizes and directs behavior" (Kim et
al., 2016). Many scholars have further established the definition of motivation.
Motivation has been characterized as the psychological mechanism of behavioral aim
and direction, a predominance of actions to meet, unmet needs to attain them
(Manzoor, 2018), an internal desire to satisfy an unfulfilled need (Pelletier et al., 2018).
Motivation is characterized operationally as an inner force for achieving personal and
corporate objectives in this article (Gagné et al., 2018).
Motivation is considered an internal push by Tariq & Ding (2018) to meet the
unmet need and do this (Tariq & Ding, 2018). Motivation is a procedure that initiates a
success aimed at a target via a physiological or psychological wish (Shalley et al.,
2019). It is the result of an interface between personality and organization (Hardré &
Reeve, 2019). It symbolizes specific neurological procedures that are the basis for
relaxation, guidance, and deliberative behavior (Graves et al., 2017).
Maslow is credited for being part of the early contributors of human motivation
concept. Maslow classifies human needs that motivate them into two: (1) homeostasis
and (2) finding that appetites (preferential choices among foods). The former refers to
the body’s automatic efforts to maintain a constant, normal state of the blood stream.
The latter concept, on the other hand, is of the view that if the body lacks some
chemical, the individual will tend (in an imperfect way) to develop a specific appetite or
partial hunger for that missing food element. Thus, Maslow was of the view that any of
the physiological needs and the consummator behavior involved with them serve as
channels for all sorts of other needs. Relating this assertion to teachers and the need
for a salary pay rise, a person who thinks he is hungry may be seeking more for
comfort, or dependence and managers in the educational sector ought to know this
(Forson, 2019).
Contemporary research has expanded on the theory of motivation as advanced
by Maslow. For an organization to thrive and be efficient, certain conditions ought to
be available for managers to get the best out of its human resources
(workers/employees).
Austin (2018) delved into the fundamental meaning of the word “motivation”
and pointed out that it is a Latin word which means to move. Therefore, it is near
impossible to move peoples’ behavior in an organization unless such move is triggered
by certain incentives. Robins and Coulter (2018) explained the term motivation as the
desire and willingness to exert high level of inspiration to reach organizational goals,
conditioned by the efforts ability to satisfy some individual need. In this study, we
define motivation simply as the act of moving people triggered by the provision of some
incentives to achieve a desired goal.
REWARD AND RECOGNITION
Rewards and recognition play an imperative role in motivating employees and
improving performance (Lawler, 2003). A carefully designed reward system can greatly
enhance an organization's effectiveness and productivity. Today, complex reward
systems are needed to meet the demands of a more diverse workforce and gradually
more, organizations are finding they must focus on the total compensation package for
employees. Organizations are also developing more complex recognition programs
which focus on non-monetary rewards for employees, such as employee-of-the-month
and lunch-with-the-CEO programs (www.preciousheart.net –accessed 17/08/14).

Reward is something given or received in return or recompense for service,
merit, hardship, etc. (dictionary.reference.com- accessed 15/08/14). The Cambridge
dictionary defined it as “something given in exchange for good behavior or good work”.
Some theorists also refer to reward as compensation. Mathis and Jackson (2004) are
of the view that, compensation rewards people for performing organizational work
through pay, incentives and benefits. Rewards can be extrinsic and intrinsic.
Intrinsic rewards often include praise for completing a project or meeting
performance objectives. Extrinsic rewards are tangible and take both monetary and
nonmonetary forms. Tangible compensation may be direct or indirect. With direct
forms of compensation, the employer exchanges monetary rewards for work done.
Indirect compensation is given to every employee as a result of organizational
membership. Rewards and recognition play an imperative role in motivating employees
and improving performance (Lawler, 2003). A carefully designed reward system can
greatly enhance an organization's effectiveness and productivity.
Today, complex reward systems are needed to meet the demands of a more
diverse workforce and gradually more, organizations are finding they must focus on
the total compensation package for employees. Organizations are also developing more
complex recognition programs which focus on non-monetary rewards for employees,
such as employee-of-the-month and lunch-with-the-CEO programs
(www.preciousheart.net –accessed 17/08/14).
As manpower constitute the core of any business and ultimately employees are
the focus of human resource management, with the constant changes occurring in the
world today, especially with regards to technology and innovation, there is a need for
companies to reassess the way they communicate to their employees, which would
increase their morale and will act as a driving
force towards an integrated workforce. Thus, apart from financial compensations
there are other means to reward employees, some of which include the praise that
employees can acquire from their managers, the opportunity to take on important
projects or tasks, and even leadership attention which helps them climb Maslow’s
pyramid of needs to attain motivation for better performance.
Employee recognition is a judgment on a worker’s contribution, in terms of the
work process as well as dedication and motivation. It also involves evaluating and
acknowledging the results of this work. In short, it looks at the unique contribution of
each worker and stresses the value of his or her professional expertise and experience.
By creating a culture of recognition, employees become more engaged. Engaged
employees are happy, loyal, and productive. Everyday there is an opportunity to
recognize someone for their service without spending a lot of money.
Dartey-Baah (2016) contends that, if supervisors and colleagues, whose opinion
is valued by employees, recognize employees’ contributions by giving credit where
credit is, then employees will be satisfied with and committed to their work. He also
stated that, recognition is one of the single most frequently mentioned factors causing
satisfaction and dissatisfaction especially among workers. Hence, organizations are
increasingly making use of non-financial rewards in the form of social recognition
forms where employers utilize non-monetary methods to recognize and reinforce

desired behaviors (Long and Shields, 2018). Numerous empirical researches confirm
that social recognition has significant positive effects on employee performance
(Stajkovic and Luthans, 2019).
WORK LIFE BALANCE
In the current era of globalization, competition between companies is increasing
along with the pace of global economic growth. Companies demand that the human
resources involved in it must be able to compete, survive and win the competition
(Ganapathi, 2016). To achieve the targets that have been given, in general, currently
many companies have been implemented work life balance. According to Frame and
Hartog in Moedy (2018), work-life balance (WLB) means that employees are free to use
their working hours flexibly and balance their work with other commitments. By
implementing work-life balance programs in the company, employees will not spend
their time doing their works only. However, they can still have a life outside the works,
for example, their families, and their social works, therefore it creates a balance that
will make employees happier and more satisfied to do their work life.
Singh and Khanna (2018) in Pandiangan (2018) state that work-life balance is a
broad concept that involves setting the right priorities between “work” (career and
ambition) on the one hand and “life” (happiness, leisure, family and development).
According to Lestari dan Margaretha (2021), WLB is a situation that gives employees
opportunities to balance their career work life and their personal life, and this
situation will not lead to job stress and fatigue in doing their works. WLB is one factor
that influences on employee commitment, job satisfaction and organisation
productivity.
According to Robbins and Coulter (2017) WLB program includes resources for
caring for parents and children, healthy, and welfare of employees. Therefore, many
companies have offered programs to meet the needs of employees in creating a balance
between life and work; these programs include family-friendly benefits, flex time, job
sharing, telecommunicating and others. This statement is supported by research
conducted by Qodrizana (2018) that showed work-life balance affected job satisfaction.
The important point is to balance the level of someone’s satisfaction at work and
outside work.
WORK ENVIRONMENT
It is commonly agreed that a better working atmosphere motivates workers and
performs better (Raziq & Maulabakhsh, 2016). The work environment can be
represented in terms of physical and behavioral elements (Ackah, 2016). These
elements can also be separated into several separate variables (Raziq & Maulabakhsh,
2016). The physical climate and the architecture and structure of an organization will
impact employee behavior (Chiang & Hsieh, 2017). Nahrgang et al. (2016) estimate
improving the workplace's physical architecture could increase employee efficiency by
5-10 percent with workplace safety concerns. He concluded that the physical
configuration of the organization, to improve efficiency and happiness, should be
geared to employee needs (Nahrgang et al., 2016).

Besides common workspace byproducts, colleagues will influence the workplace
significantly (Reinholt et al., 2016). Researchers conclude that colleagues probably
affect their colleagues and working conditions substantially (Leiter et al., 2016).
Coworker influence can be a positive or negative factor (Kultalahti & Viitala, 2019).
Mehrzi & Singh (2016) classify positive influence by colleagues as social support by
employees, characterized as providing complementary services to others, and negative
influence by employees as antagonism to other employees, showing unexpected or
unfavourable attitudes towards another employee (Mehrzi & Singh, 2016). If these
partnerships are beneficial, workers can meet their needs and feel empowered and
dedicated (Fernet et al., 2017). When relationships are antagonistic and unfulfilled,
employees' morale can diminish, and other jobs can be explored (Osabiya & Joseph,
2020).
According to Burton, Lauridsen and Obel (2018), the work environment refers
to the aggregate perception of people in the organization, which can include the
credibility of managers, the degree of trust, the level of recognition, and resistance to
change. All of these, in one way or another, affect workers’ morale. As each work
environment of the company is influenced by the interrelation of external and internal
factors, such as the structure, the physical environment, the social environment, and
the characteristics of the people who make it up, it requires differential particularities,
since there is no single way to characterize the work environment.
JOB SATISFACTION
Job satisfaction simply explains attitude of employees toward their job. In other
words, it describes the level of happiness of employees in fulfilling their desires and
needs at the work. Hence, it is the pleasurable feelings that result from an employee
perception of achieving the desire level of needs. Job satisfaction as an intangible
variable could be expressed or observed via feelings. In other words, it hinges on the
inward expression and attitude of individual employee with respect to a particular job.
For instance, an employee satisfaction is high if the job provides expected
psychological or physiological needs. However, satisfaction is said to be low if the job
does not fulfill the psychological or physiological needs (Cook, 2018).
Lim (2018) posits that job satisfaction plays significant role in both personal
interests and organization success and therefore valuable to study for multiple
reasons. In recognizing the role of job satisfaction phenomena, experts are of the view
that it can interrupt labor behavior and influence work productivity and therefore
worth to be studied (George and Jones, 2018).
In addition, job satisfaction directly impacts the level of employees ‘commitment
and absenteeism at the workplace (Alamdar et al., 2017). Besides, job satisfaction
ensures that counterproductive work behaviors are minimized (Dalal, 2017).
Additionally, job satisfaction is so significant that its absence generates lethargy and
reduces employees ‘level of commitment.
Rasmi, Amrullah, and Sumardi (2017), defined motivation as a condition or
action that encourages a person to do a job or activity as much as possible. People
with low motivation tend to display feelings of discomfort and displeasure with their
work. On the other hand, job satisfaction is something that is individually felt (Rasmi
et al., 2017). Everyone has a different level of satisfaction in accordance with the value
system that applies to him. The higher the assessment of the perceived activity in
accordance with the wishes of the individual, the higher his satisfaction with the
activity will be and hence knowing the intrinsic and extrinsic motivators become vital.
To understand the complicated relationship between intrinsic and extrinsic
motivation, pay satisfaction and job satisfaction among employees, business leaders
must understand the factors that increase extrinsic (hygiene or maintenance) job
satisfaction to increase retention within the organization, provide workforce stability,
improve organizational and economic growth, and decrease costs related to job
satisfaction (Larkin-Perkins, 2017).
The qualitative insights indicated that pay fairness and compensations strategy
is essential in retaining employees and must improve over time (Mabaso & Dlamini,
2017). Pay fairness and compensations strategy will have a broader impact on firm
performance, and those who perceived that pay was not fair made comparisons with
others or felt that compensation did not reflect their effort (Chrisman, Devaraj, &
Patel, 2017). The direct impact of incentive compensation on firm performance in the
family as well as nonfamily firms is perceived to be positive, and this has mostly been
borne out by empirical research (Long & Fang, 2016). Even though money is an
essential factor in increasing job satisfaction in the short run; intrinsic rewards such
as responsibility and sense of accomplishment were considered essential to increase
job satisfaction in the long run (Rasool, Jundong, & Sohail, 2017). Accordingly setting
reasonable goals for employees that they perceived to be fair and involving employees
in the planning and control activities through the management process to give them
the sense of responsibility is a vital task for leaders.
Samad, Reaburn, Davis, and Ahmed (2016) indicated that transformational
leadership was significantly related to employee well-being at the organization in a
study of 2,700 social service employees. The researchers found a positive relationship
between leadership style and both employee well-being and organizational
performance.
Leadership influences organizational outcomes such as job satisfaction,
employee commitment and loyalty, and turnover intentions (Mittal, 2016; Samad et
al., 2015). Gholipour Soleimani and Einolahzadeh (2017) articulated that job
satisfaction causes a reduction in turnover. In investigating the effect of employee
engagement, job motivation and job satisfaction to employee performance in the
Ministry of Export and Import Department, the Indonesian Ministry of Trade,
Tampubolon (2016) found that employee engagement, job motivation, and job
satisfaction positively and significantly influenced employee performance. The same
correlation between job satisfaction and performance was also confirmed by Mendis
(2017) in his research to understand the nexus between job satisfaction and job
performance of bank assistants in Sri Lanka.
Detachment from work during off hours buffers the impact of job stressors on
Personal life.
Accordingly, leaders must allow the team members to distance themselves from
their work during off hours such as a no-after-hours-communication policy, except for
in cases of extreme emergency. If leaders are looking to improve satisfaction at the
workplace, they must try by starting with the easiest thing on this list to implement.
Workers' job satisfaction is quite sensitive to daily hassles such as unnecessary busy
work, or senseless administrative tasks (Akwuole, 2017). According to Akwuole (2017),
an employee may accept to do a job for a specific motive, but that does not mean he or
she gains satisfaction. Job satisfaction occurs when the nature of work and the
rewards derived from the work match the motivational needs of the employee.
Although they might not seem like much, day-to-day irritations can affect job
satisfaction. Small daily hassles are one of the easiest things to change, and it's a big
hit in boosting employee satisfaction. Leaders must look at current processes and see
if they can be simplified through process re-engineering. If a leader asks employees
what their daily hassles are, and addresses them, employees will be grateful.
Autonomy and control are necessary for people to feel satisfied with their work. In fact,
psychologists have found that the less control people have over their jobs, the more
stressful and unsatisfying they find the job. Accordingly, a leader can direct employees
to several ways to complete a job efficiently. However, mapping out the exact route is
not ideal.
Ezam (2018) articulated that a positive correlation exists between job
satisfaction and employee motivation. This means that the more job satisfaction an
employee perceives, the more motivated the employee. Ezam (2018) examined the
relationship between job satisfaction and motivation through a comparison between
lower
middle and middle-income groups in different banks in Karachi, Pakistan and found
that employees only consider monetary benefits as satisfiers. The limitation of Ezam
(2018) study was in the fact it was based only on a small scale and only in the
banking sector which questions the generalization of these results to other small
business sectors. Muenjohn and McMurray (2016) examined the impact that the
leader-follower relationship had on productivity and employee loyalty.
Synthesis
The researchers collected some related literature and studies to support the
present study. The related literature and related studies that gathered are from year
2015 up to present.
Brown (2018), Kim et. Al (2018) and Reizer (2016) both agree that motivation is
a process that energizes and directs behavior. Motivation for these authors refers to
the initiation, direction, intensity, and persistence of behavior. According to Robin
(2018) and Martin (2019), employees of an organization are the greatest asset in a
dynamic and competitive environment. If an organization wants to be effective and
aims to sustain the success for a longer period, it is important for it to have a
motivated workforce made up of employees ready to learn.
Lawer and Baskar have same perception that rewards, and recognition play an
imperative role in motivating employees and improving performance. According to

Danish and Usman (2019), for employees to be committed, recognition must be given
to keep them motivated and appreciated.
Work-Life Balance is something that is done to make a balance division of time
between work and outside of work according to Fisher and Moedy. Outside of work,
there are usually individual behaviors that can make personal conflict and energy for
us. When a worker carries out both responsibilities between work and his role in the
family, there will create job satisfaction because by working at the company, an
employee will not feel burdened by problems outside of work.
On the other hand, authors like Nahrgang, Raziq, Maulabakhsh agree that work
environment ensures the well-being of employees and their ability to detach
themselves from work during the off-job time is vital. High job demands may lead to
emotional exhaustion, psychosomatic complaints, lowered work engagement and high
turnover intention.
Gholipour Soleimani and Einolahzadeh (2017) articulated that job satisfaction
causes a reduction in turnover. Authors also agrees that job satisfaction is vital in
general for all companies and represents well-being and motivates employees to
remain in their positions. Satisfied workers in their work denote being optimistic,
happy, and highly motivated in the fulfilment of their duties. Maintaining this emotion
in employees should be a permanent monitoring task of the management of
organizations.
Satisfaction is one of the most important elements of the work environment,
playing an important role in the performance and achievement of results of the
organization. A higher level of job satisfaction in an organization will increase the
permanence of the company, reducing the percentage of employee turnover, and
contribute to making the company more efficient and profitable.
Gap/s Bridged by the Present Study
From the above review of related literature, the following gaps were determined:
1. There was no study yet conducted on the Motivation Electronics Company
Employees.
2.There were few studies which focused on the Job Satisfaction of Electronics
Company Employees.
In view of the gaps identified, the study determined the Level of Motivation and
Job Satisfaction of Electronics Company Employees.

CHAPTER 3
RESEARCH METHODOLOGY
This chapter presents the methodology utilized by the researcher in the study.
In more details in this part the authors outline the research strategy, method,
approach and methods of data collection including the type of data analysis. It also
includes instruments or tools to be used for data collection, validation of survey
questionnaire and the criteria for the participants of the study.
Research Design
The study will use descriptive-correlational method of research since it aims to
describe the relationship of the level of motivation and job satisfaction of Epson
Precision Philippines Inc. Employees.
In contrast with quantitative approach which involves numerical data;
descriptive research involves collecting data to test hypothesis or answer questions
regarding the subject of the study. Data were collected through the following methods-
survey questionnaire, interview and observations. In descriptive research, the
investigation reports the numerical results for one or more variables about the study.
The design is appropriate in studies that describe existing practices, problems,

procedures and phenomena. Garcia and Reganit (2016) cited that descriptive research
aims to describe systematically, functionally, accurately and objectively a situation,
problem or phenomena.
Sources of Data
The primary sources of data will be the employees of Epson Precision Phil. Inc
they are the one who will answer the given questionnaires of the researchers.
The secondary data will be the publications, journals and online magazine and
news that will help the researcher to support the data of the study.
Population and Sampling
The respondents of this study composed of 377employees at Epson Precision
Phil. Inc out of 20,000 employees. The researchers used Roasoft calculator to obtain
the sample size of the entire population. Moreover, the respondents were selected
through random sampling technique.
Respondents of the Study
The respondents of the study are 377 employees in Epson Precision Phil. Inc.
Data Gathering Instrument
The questionnaire will be used as the main data-gathering instrument. It is
composed of two parts, the first of motivation of the employees in (a) Reward and
Recognition; (b) Work-Life Balance and (d) Work-Environment in Epson, the second
part focuses job satisfaction.
To establish the validity status of the questionnaire, the researchers will
present the instrument to their adviser and to three experts in the field and will
request the person in its preparation in terms of content structure. Item by item, the
prepared questionnaire will be analyzed, and comments will be given. All the
comments and suggestions given by the chosen experts will be considered in the
preparation for the final draft of the questionnaire. The researchers also will also use
Cronbach’s alpha to test the reliability of the questionnaire before proceeding to
survey itself.
After checking the validity of the revised copy of the survey, questionnaire will be
presented to the adviser after which it will be duplicated according to the number of
supposed respondents who will be used in the test process.
Data Gathering Procedure
The researchers will seek approval to conduct the study. After approval, the
researcher will forward a letter of permission to the construction firm to conduct
research on them. Once permission is granted, researchers will proceed to distribution
of survey questionnaire with tap letter on it.
The survey technique using questionnaires will be used to supplement the
descriptive method used in gathering the data and information related to the study.
The researchers will distribute the prepared questionnaire to the subject respondents
of the study. These survey questionnaires contained all the needed data that shed to
the different problems raise in the study. The responses of the respondents were
collected and organized in tabular form after which the appropriate statistical tools
were applied.
EVALUATION AND SCORING
To determine the Employees Motivation and Job Satisfaction the researchers
used the 4-point Likert Scale as shown below:
Assigned Numerical Categorical Verbal
Points Ranges Responses Interpretation
4 3.25-4.00 Strongly Agree Very High
3 2.50-3.24 Agree High
2 1.75-2.49 Disagree Low
1 1.00-1.74 Strongly Disagree Very Low
Statistical Analysis of Data

The following statistical tools will be used in order to arrive at the analysis and
interpretation of the data gathered.
Statistical Treatment of Data
The following statistical tools will be used to interpret the data.
Weighted Mean - to determine the level of motivation and job satisfaction of Epson
Employees.
Pearson r - to determine the relationship between the level of motivation and job
satisfaction of Epson employees.

CHAPTER 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter overseen the presentation, analysis and interpretation of data
gathered by the researchers. Present data were studied and documents were examined
to answer the questions communicated in the statement of the problem. The analytical
procedures are arranged according to the sequence of specific questions
1. Motivation of Epson Employees in terms of:
a) Rewards and Recognition
Table1.0
Level of Motivation in terms of Rewards and Recognition
Weighted Categorical Verbal

Rewards and Recognition
Mean Responses Interpretation
1. Performance-based incentives
4.24 Usually High
are being provided.
4.37 Usually High

2. I receive recognition from my
immediate superior.
3. I feel my performance is fairly

4.29 Usually High
evaluated
4. My work is being valued and

4.27 Usually High
appreciated.
5. Rewards and acknowledgment

4.32 Usually High
are given whenever I perform well.
Overall Result 4.30 Usually High
Table 1.0 shows the level of motivation of Epson employees in terms of Rewards
and Recognition. Result above shows that Epson employees have a high level of
motivation in terms of rewards and recognition with weighted mean of 4.30 and
categorical response of usually. All of the factors indicated in the survey also falls
under high level of motivation and usually as categorical response.
The result can be supported by Dartey-Baah (2016) who contends that, if
supervisors and colleagues, whose opinion is valued by employees, recognize
employees’ contributions by giving credit where credit is, then employees will be
satisfied with and committed to their work.
b) Work-Life Balance
Table 2.0
Level of Motivation in terms of Work-Life Balance

Work-Life Balance
1. I do not think or worry about 4.34 Usually High

work (when you are not actually

at work or traveling to work).
2. I am able to attend family

gathering and functions even 4.31 Usually High
after work.
3. I do not feel tired or

4.27 Usually High
depressed because of work.
4. My job does not require me to

work for overtime hours to 4.28 Usually High
complete my routine or tasks.
5. My scheduled leaves were

4.28 Usually High
being approved by my superior.
The result of the survey conducted with Epson employees show that level of motivation
in terms of work-life balance is high with 4.29 weighted mean and usually as
categorical response as shown in Table 2.0. Factor with lowest weighted mean was “I
do not feel tired or depressed because of work” with 4.27 weighted mean but still
under high level of motivation. All other factors fell under high level of motivation with
categorical response of usually.
c) Work Environment
Table 3.0
Level of Motivation in terms of Work Environment

Work Environment
1. The health and safety of workers

4.30 Usually High
is a top priority.
2. My development is encouraged

4.21 Usually High
at work.
3. Employees are treated with

4.23 Usually High
respect.
4. Employee’s suggestions and

4.23 Usually High
grievances are acknowledged.
5. I am inspired by my team to do

4.23 Usually High
my best at work.

2. Job Satisfaction of Epson Employees
Table 4.0
Level of Job Satisfaction of Epson Employees

Job Satisfaction Survey
1. The company clearly conveys

4.21 Agree High
its mission to the employees
2. I understand how my job

4.26 Agree High
aligns with company’s mission.
3. I feel like I am part of the

4.24 Agree High
company
4. There is a good
communication between the 4.25 Agree High
management and its employees
5. My job gives me opportunity to

4.19 Agree High
learn.
6. I have the tools and resources

4.37 Agree High
for me to do my job.
7.Training is being provided for

4.32 Agree High
me to do my job.
8. I receive the right amount of

4.23 Agree High
recognition for my job.
9. I expected amount of work

4.32 Agree High
from me is reasonable.
10.It is easy to get along with my

4.28 Agree High
colleagues.
Overall Result 4.27 Agree High
3. Relationship of Job Satisfaction and Motivation of Epson Employees
Table 5.0
Relationship of Job Satisfaction and Motivation of Epson Employees
Reward and Work-Life Work

Recognition Balance Environment
Job Satisfaction
Pearson Correlation 0.34 0.28 0.44
Sig. (2-tailed) 0.00001 0.00001 0.00001

CHAPTER 5
SUMMARY, FINDINGS, CONCLUSION AND RECOMMENDATION
This chapter will discuss the summary, findings, conclusions and
recommendations for the study conducted. This chapter is represented in four
sections. The first section contributes to an overall summary of the study followed by
the summary of the findings and their conclusions. Subsequent to this are the
implications of the study and followed by recommendations for future research.

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BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION

MAJOR IN HUMAN RESOURCE MANAGEMENT

IN EPSON PRECISION PHILIPPINES INC.

A BASIS OF IMPROVEMENT PLAN

The College of Business and Accountancy

Trimex Colleges, Inc

of the Requirements for the Degree

Bachelor of Science in Business Administration

Major in Human Resource Management

THE PROBLEM AND ITS SETTING

Today’s world is experiencing advancement in various field compared to

competitive environment and global demands. Due to these changes, organization

electronics sector has given a platform to more advancement in technology. Modern

Tremendous pressure is put on organizations to improve their performance and

increase their competitiveness in the continuously changing world of work. This is no

different to the challenges electronics companies face such as globalization, economic

shocks, technological changes and downsizing (Paul, 2017).

Employees are an organization’s main resource. If employees are satisfied with

an organization to develop and achieve the accomplishment with changing economic

condition. Therefore, rival, more knowledgeable and well-satisfied workforce is a

benefit for an organization.

A study that Jones (2016) conducted within an electronics company revealed

compensation elsewhere than whites (Jones, 2016).

The issue of employee turnover within electronics company can be related to

is defined as “the process of arousing and sustaining goal-directed behavior” (Nelson,

Motivation refers to a complexity of forces that inspires a person at work to

achieve organizational goals or objectives (Ayo, 2019).

especially, avoiding unhealthy, unequal and impotent working environments

It has been proven by practitioners and researchers that job satisfaction is an

important central construct in organizational psychology which influence employees’

behavior (Schleicher et al., 2018). If definition of satisfaction is applied in an

A researcher examined characteristics of job satisfaction such as culture,

leadership communication, commitment, job content, training, rewards and

recognition opportunities, teamwork, superior subordinate relationship and

delegation, at Badarpur electronics company. The results produced through the

analysis have shown that teamwork, commitment, culture, communication and

Hispanic American Accounting Professionals was carried out by analyzing the

policies that can enhance employee performance (Moyes, 2018).

In addition, job satisfaction directly impacts the level of employees ‘commitment

ensures that counterproductive work behaviors are minimized (Dalal, 2017).

reduces employees ‘level of commitment.

Furthermore, this research will determine whether there is a proven significant

relationship between Epson employee’s level of motivation and job satisfaction,

with its employees’ job satisfaction and performance.

According to Steinhilber (2017), there are three types of motivational factors

generalized among all motivational factors.

Moreover, intrinsic and extrinsic motivational factors are further defined as

follows: intrinsic motivation originates from within, or it is an individual's self-

satisfaction that motivates them to do well. While extrinsic motivation involves

employee can be motivated (Sennett, 2021).

Furthermore, intrinsic and external factors can be specified. Intrinsic motivational

factors include acceptance, curiosity, honor, independence, order, power, social

Background of the Study

computerized printing frameworks to 3LCD projectors, savvy glasses, detecting

frameworks and modern robots. The organization is centered on driving developments

and surpassing client assumptions in inkjet, visual interchanges, wearables and

advanced mechanics. With its territorial central command in Singapore, Epson's

administration outlets, arrangement focuses and fabricating offices supporting clients

in the area (Epson,

Epson began in 1942 in Japan while it commenced operations in the

Philippines Corporation in 1998. Epson's comprehensive selection of high-precision,