Determinants of Employee Performance on Work Engagement and Satisfaction in the

Government Sectors

Chapter 1
Background of the Study
Introduction
Employee performance is a significant factor in an organization's ability to gain a

competitive edge. As a result, most organizations will focus on devising strategies that will allow

them to achieve the best potential levels of employee performance. The performance of

employees is a crucial element that significantly influences the achievement of organizational

objectives. Learning organizations significantly enhance employee performance by offering

training and development opportunities to their workforce (Gitongu et al., 2016).

Job satisfaction is a psychological construct that pertains to the favorable affective state

experienced by people when doing job-related duties. When workers experience job

dissatisfaction, there are associated repercussions, just as there are when they experience job

satisfaction (Robbins et al., 2013). The conceptualization of employee involvement exhibits

significant variation across different firms. The concept of employee engagement pertains to the

active involvement of individuals who exhibit enthusiasm and contentment towards the tasks and

responsibilities performed by workers. According to Robbins et al. (2013), workers who

demonstrate high levels of activity are characterized by their tremendous love for their job, deep

sense of affiliation with the organization, and significant investment of energy and focus in their

tasks.

The profitability of a firm is influenced by employee performance, which can be defined

as the output of an employee's work over a specific timeframe in relation to the criteria,
objectives, or standards set and agreed upon by the organization (Eliyana et al., 2019). In order to

effectively manage employee performance, it is necessary to conduct performance appraisals that

serve as a final objective, motivating employees to enhance their performance (Selvarajan et al.,

2018). Chowdhury et al. (2020) suggest that achieving a high level of performance entails

surpassing established benchmarks. Therefore, an individual can be considered to have

performed well if their actual performance meets or exceeds predetermined standards or goals,

and conversely.

According to Frampton, J. S., (2014), employees who report high job satisfaction are

likelier to achieve high productivity levels and exhibit positive work behavior. Meanwhile, Park,

S., (2020), highlighted that improving employee job happiness in public sector organizations is

vital because it will affect good organizational results.

This is significant because growing employee job satisfaction in public sector

organizations is essential. This study seeks to augment the comprehension of employee

performance and the elements that influence it based on the abovementioned observations.

Framework of the Study

This study is anchored to the theory on Expectancy theory, Learning curve theory, and

Elton Mayo’s Human Relations Theory.

The theoretical framework known as the expectancy theory of performance management

was first posited by Victor Vroom in the year 1965. According to the individual's perspective,

human behavior is influenced by the motivation derived from the anticipated positive

consequences associated with that behavior. According to Salaman et al. (2005), it is crucial for
an individual's performance to consistently align with the organizational expectations in order to

effectively accomplish the defined objectives in the future. The driving force behind an

individual's choice of behavior, as opposed to other types of behavior, is their anticipation. This

anticipation pertains to the impact of the chosen behavior (Oliver, 1974; Salaman et al., 2005).

Performance management is recognized as a structured framework that provides a setting for

ongoing surveillance and evaluation of the actions and accomplishments of individual workers

within an organization. In a similar vein, it also assesses the overall performance of the company,

so ensuring the achievement of organizational objectives in an efficient way (Lebas, 1995). The

expectancy theory is a fundamental theoretical framework that underpins the notion of

performance management (Fletcher & Williams, 1996; Steers et al., 2004).

The phrase "learning curve" was introduced during the early 20th century, with Dr.

Hermann Ebbinghaus providing a comprehensive account of this concept in 1885. Ebbinghaus

conducted experiments to examine the decay of memory retention over different time intervals,

resulting in the development of a graphical depiction illustrating the gradual decline of learnt

knowledge over time. The Ebbinghaus Forgetting Curve illustrates the phenomenon of

knowledge decay over time in the absence of deliberate efforts to maintain its retention. The

learning curve hypothesis posits that there exists an early phase during which the investment in

learners exceeds the corresponding returns. Nevertheless, after the first learning curve has been

surmounted, the benefits derived from the endeavor much exceed the resources initially

allocated. The underlying concept posits that more repetition of a job by an individual leads to

enhanced proficiency, resulting in reduced training expenses and amplified productivity in the

long run. The learning curve model serves as a valuable tool for monitoring training
advancements, enhancing efficiency, and forecasting the performance and growth of learners

within a given period.

The human relations theory encompasses a humanistic approach to the management of

individuals within an organizational context. According to Mahesh (2023), an important

perspective posits that the recognition and prioritization of employees' emotions, needs, attitudes,

and feelings, as well as the cultivation of teamwork, employee involvement, non-directive

supervision, and positive manager-worker relationships, are critical factors in fostering employee

motivation and enhancing overall organizational productivity. This approach places emphasis on

the need of managers exhibiting heightened sensitivity towards the demands and attitudes of

their workers. It is essential to acknowledge that employees, or workers, need to be seen as

human people rather than just means of production. The human relations theory was established

by Elton Mayo, an Australian psychologist, who lived from 1880 to 1949. According to the

individual in question, the level of job happiness among workers plays a crucial role in

determining their productivity, with monetary compensation being only one of many factors

influencing their overall contentment. Motivation is contingent upon a multitude of elements,

and it is important for the workplace to cultivate a conducive working atmosphere. The Human

Relations Theory refers to a significant movement that took place between the years 1924 and

1932. The human relations theory/approach to management was established by Elton Mayo, a

professor at Harvard Business School, along with his colleagues, after an extensive investigation.

Figure 1 diagram shows the relationship of the variables included for study. The

conceptual framework proposes that employee satisfaction, management standards, and training

are independent variables that influence employee engagement. Employee work engagement, in
turn, acts as the mediating variable in this study, being influenced by the aforementioned

independent variables and subsequently impacting employee performance.

Employee
Satisfaction

Management Employee’s
Employee
Standards Work
Performance
Engagement

Training

Figure 1. Conceptual Framework of the Study

Statement of the Problem

This study aims to determine government employee performance on employee engagement

and satisfaction in the City of Malaybalay, Bukidnon.

1. How does work engagement affect the employee's performance in terms of:

a. Employee satisfaction

b. Management standards

c. Training

2. What is the effect of employee performance on the organization?

 3. Is there any significant relationship between employee satisfaction and employee

performance about employee work engagement in an organization?

Hypothesis

Ho1: Employee Satisfaction has a significant influence on employee’s work engagement.

Ho2: Management Standards have a significant influence on employee’s work engagement.

Ho3: Training has a significant influence on employee’s work engagement.

Ho4: Employee’s Work engagement has a significant influence on Employee Performance.

Significance of the Study

The study's relevance refers to its importance for the whole area of study, the specific

research issue, and the study's target audience. In this instance, employees in the government

sector in Malaybalay City are the target population:

Government Employee. This research has the potential to provide valuable insights for

government employees since it aims to identify the elements that influence their

productivity and job satisfaction within organizational contexts.

Human Resource Management. This study has potential benefits for human resource

management, as it enables the exploration of strategies for effectively managing

employee satisfaction. By using job engagement as a means to demonstrate

productivity and improve organizational outcomes, human resource professionals

may strengthen their ability to handle people in a more effective manner.

Future Researcher. The findings of this study may provide valuable insights to future scholars

interested in further investigating the factors under examination.

Scope and Delimitation of the Study

In order to mitigate the potential for misinterpretation, it is essential for the researcher to

maintain a discourse that adheres to suitable parameters. This research primarily focuses on the

examination of government employee performance in relation to employee engagement and

satisfaction within the City of Malaybalay, located in the province of Bukidnon. The duration of

the study will extend until the conclusion of the first semester of the academic year 2023–2024.

The study's target respondents are government personnel. Using a descriptive research approach,

the research will be conducted in Poblacion, Malaybalay City, Bukidnon.

Definition of Terms
The following terms are defined theoretically and operationally according to their use in

the study.

Employee Performance. In this study, the term use is defined as the effectiveness with which an

individual carries out their employment tasks and responsibilities.

Work Engagement. In this study, the term use refers to happy behavior or a happy mental state

in the workplace that might result in favorable work-related consequences.

Satisfaction. In this study, the term use refers to the concept of pleasure refers to the subjective

experience of satisfaction or gratification that arises from the accomplishment or acquisition of a

desired or necessary objective.

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