Level of Satisfaction vs.

Engagement in the Success of Selected Local Restaurants in

Tanauan and Sto Tomas City

A Research
Presented to the Faculty of
Tourism and Hospitality Management
STI College Tanauan

In Partial Fulfilment
of the Requirements of the Degree
Bachelor of Science in Hospitality Management

Barnedo, Angelika Patriz

Bisarez, Justin M.
Doronio, John Paul
Mirabel, Charles Jomar
Pesigan, Francis Aldwin A.

2023
 ENDORSEMENT FORM FOR FINAL DEFENSE

TITLE OF RESEARCH: Level of Satisfaction vs. Engagement of in the Success

of Selected Local Restaurants in Tanauan and Sto.
Tomas City

NAME OF PROPONENTS: Angelika Patriz Barnedo

Justin M. Bisarez
John Paul Doronio
Charles Jomar Mirabel
Francis Aldwin A. Pesigan

In Partial Fulfilment of the Requirements

for the degree Bachelor of Science in Hospitality Management
has been examined and is recommended for Final Defense.

ENDORSED BY:
Mr. Gerald R. Ramilo
Research Adviser

APPROVED FOR FINAL DEFENSE:

Ms. Princess Dianne Cuasay

Research Coordinator

NOTED BY:

Mr. Fernan B. Panganiban

Program Head

2023

ii
 APPROVAL SHEET

This research entitled: Level of Satisfaction vs. Engagement in the Success of Selected
Local Restaurants in Tanauan and Sto tomas City prepared and submitted by; Angelika
Patriz Barnedo; Justin M. Bisarez; John Paul Doronio; Charles Jomar Mirabel; and
Francis Aldwin A. Pesigan, in partial fulfillment of the Bachelor of Science degree
requirements in Hospitality Management, has been examined and is recommended for
acceptance and approval.

Mr. Gerald R. Ramilo

Research Adviser

Accepted and approved by the Research Panel

in partial fulfillment of the requirements for the degree of
Bachelor of Science in Hospitality Management

Ms. Princess Dianne Cuasay Atty. Rachel Acusa

Panel Member Panel Member

Mrs. Mara R. Pedraja

Lead Panelist

NOTED BY:

Ms. Ehlen Joyce L. Millave

Academic Head

2023

iii
 ACKNOWLEDGEMENTS

With all the difficulties and struggles that the researchers have been through for
finishing this paper, they might consider this as a great achievement for them. With endless
gratitude, the researchers would like to express their deepest appreciation to the following
persons who have exerted their efforts for the completion of this study. The researchers
would like to extend their profound gratitude to the following:

To our Classmates and Friends, for extending help and showing your support,
concern, and cheers for the success of this study. For providing us with constant
encouragement and support through their endless words of wisdom, inspiration and
motivation.

To our Beloved Parents, for the never-ending provisions, inspiration, and love. For
the support morally, emotionally and financially and for the guidance during the conduct
of the study.

And above all, to Almighty God for giving the researchers the knowledge and
wisdom, determination, full strength and guidance, protection and blessings to fulfill the
study. The proponents will be forever grateful to their support for the accomplishment of
this study.
-THE RESEARCHERS

iv
 ABSTRACT

Title of research: Level of Satisfaction vs. Engagement in the Success of Selected

Local Restaurants in Tanauan and Sto Tomas City

Researchers: Angelika Patriz Barnedo

Justin M. Bisarez
John Paul Doronio
Charles Jomar Mirabel
Francis Aldwin Pesigan

Degree: Bachelor of Science in Hospitality Management

Date of Completion: August 2024

This study explores the intricate relationship between employee satisfaction and the
success of local restaurants. A content analysis of employee feedback, surveys, and
performance metrics was conducted to gauge the prevailing sentiments within the
workforce. Findings indicate a direct correlation between high levels of employee
satisfaction and the overall success of local restaurants. Satisfied employees contribute to
a positive workplace culture, fostering increased productivity and customer satisfaction.
Factors such as fair compensation, opportunities for professional growth, and supportive
management emerged as critical determinants of employee contentment. Furthermore, a
satisfied workforce was found to positively influence customer service quality, leading to
repeat business and positive word-of-mouth marketing. This research sheds light on the
significance of prioritizing employee satisfaction as a strategic investment in the
flourishing of local restaurants, emphasizing its cascading impact on various facets of
business performance and customer experience. Recommendations include implementing
employee-centric policies and fostering a collaborative work environment to enhance
overall operational success in the competitive landscape of the local restaurant industry

v
 TABLE OF CONTENTS
Page
Title Page I
Endorsement Form for Final Defense ii
Approval Sheet iii
Acknowledgments iv
Abstract v
Table of Contents vi
List of Tables vii
List of Figures viii
List of Abbreviations ix
Chapter I: Introduction 1
A. Background of the Study 1
B. Research Questions 4
C. Significance of the Study 5
D. Review of Related Literature 7
E. Theoretical/Conceptual Framework 15
Chapter II: Methods 18
Chapter III: Results 21
Chapter IV: Discussion 30

References 33
Appendices 36

vi
 LIST OF TABLES

Table Page

1 Distribution of the Respondents in terms of Sex 21

2 Distribution of the Respondents in terms of Age 22

3 Distribution of the Respondents in terms of Educational Attainment 22

4 Distribution of the Respondents in terms of Job Role 23

5 Distribution of the Respondents in terms of Job Tenure 23

Level of Satisfaction/Perception of Employees in their Current Work in

6 terms of Employee Engagement 24

Level of Satisfaction/Perception of Employees in their Current Work in

7 26
terms of Job Satisfaction

Level of Satisfaction/Perception of Employees in their Current Work in

8 terms of Restaurant Success 27

vii
 LIST OF FIGURES

Figure Page

1 Conceptual Framework 15

2 Theoretical Framework 16

viii
 CHAPTER I

INTRODUCTION

Nestled in the heart of Tanauan and Santo Tomas City, the local restaurant scene is
a vibrant tapestry of flavors, hospitality, and community. These dining establishments are
not just places to savor exceptional cuisine; they are the lifeblood of these cities, defining
their cultural identity and enhancing the daily experiences of residents and visitors.
However, beyond the delectable dishes and warm ambiance, a crucial but often unexplored
factor plays a defining role in the success of these local restaurants - the level of
engagement and the retention of their employees.

This research embarks on a journey to unravel the intricate relationship between

employee engagement and the triumph of local restaurants in Tanauan and Santo Tomas
City. This aims to examine how the commitment and longevity of the individuals who
breathe life into these culinary havens influence the overall success of these establishments.

A. Background of the Study

Based on the study of Li Sun (2019), employee engagement is the term used to
describe the emotional and psychological bond that workers have with their jobs and the
companies they work for. Employees that are engaged in their work are dedicated to their
employers and go above and beyond the call of duty. On the other side, employee retention
refers to an organization's capacity to prevent employee departures and to retain a steady
workforce. A high turnover rate may be significant for businesses, resulting in higher
training and hiring expenses as well as the loss of important talent and knowledge.

The long-term success of local restaurants in a competitive sector depends on their

ability to succeed. The success of a restaurant depends on the number of variables,
including client happiness, food and service quality, and efficient management techniques.
However, the importance of staff retention and engagement in running a successful

FT-CRD-114-01| STI College Tanauan 1

restaurant is sometimes ignored. In the context of local restaurants in Tanauan and Santo
Tomas City, our study will delve into the following core aspects:

This study aims to comprehensively investigate the dynamics of employee

engagement and retention within local restaurants, with a particular focus on the fast-food
segment. One crucial aspect under scrutiny is the level of engagement exhibited by
restaurant employees. Are they emotionally invested in their work, dedicated to providing
exceptional service, and genuinely passionate about their roles? Additionally, the research
seeks to identify the contributing factors to employee engagement, as well as any obstacles
hindering it.

Employee retention, particularly in the fast-food industry, is a key concern that

demands a closer examination. The study will delve into the specific challenges faced by
local restaurants, exploring factors that contribute to high turnover rates. Additionally, it
will assess the effectiveness of existing strategies aimed at mitigating this pervasive issue.
Factors such as compensation, working conditions, and management practices will be
analyzed to understand their impact on employee retention.The research goes beyond
understanding the internal dynamics by investigating the broader implications of employee
engagement and retention on the success of local restaurants. Rigorous analysis of key
performance indicators, including customer satisfaction, service quality, financial
performance, and repeat business, will be conducted.

The overarching objective is to establish whether there exists a measurable

correlation between the engagement and retention of employees and the overall success of
local restaurants in the selected cities. This study holds significant implications for the
industry, providing insights that can inform strategic decisions aimed at fostering a positive
work environment and ultimately enhancing business performance. This study intends to
examine into how effectively local dining establishments are influenced by employees
retention and engagement. The study aims to find any relationships or causal relationships
between these elements and the overall success of the business by looking at the level of
staff engagement and retention strategies in these restaurants.

FT-CRD-114-01| STI College Tanauan 2

 The research entitled "Examining the Role of Employee Engagement in the Success
of Selected Local Restaurants in Tanauan and Sto Tomas City" aims to explore the
relationship between employee engagement, employee retention, and the success of local
restaurants. The findings of this study will strengthen the awareness of the important role
of employee‘s retention and engagement in the particular setting of local restaurants.
Restaurant managers and owners will receive information on how to improve engagement
and retention strategies in order to increase their chances of success.

The bigger restaurant sector as a whole can benefit from knowing the connections
between employee engagement, retention, and performance in local eateries in addition to
the specific businesses being investigated. This study has the potential to enhance the
performance and competitiveness of local restaurants, resulting in their long-term
sustainability and expansion, by discovering successful employee‘s engagement and
retention strategies.

Rationale:

Examining the level of employee satisfaction in the context of local restaurants'

success is crucial due to the understanding that content and engaged employees are central
to shaping overall business dynamics in the highly competitive local restaurant industry.
Firstly, there is a consistent association between employee satisfaction and heightened
productivity and commitment. Satisfied employees demonstrate increased dedication to
their roles, resulting in enhanced service quality and improved interactions with customers,
thereby contributing to a positive workplace culture characterized by ownership and pride
in their work.

The prevalent high turnover rates in the restaurant industry, particularly in fast-food
establishments, necessitate an understanding of factors influencing employee retention.
Such turnover can disrupt operations, elevate training costs, and negatively impact the
overall customer experience. Investigating the causes of turnover and evaluating strategies

FT-CRD-114-01| STI College Tanauan 3

for enhancing retention enables local restaurants to build more stable and reliable teams.
Success of local restaurants is intrinsically linked to customer satisfaction and loyalty.
Satisfied and engaged employees are more likely to deliver exceptional customer service,
creating positive experiences for patrons. Consequently, this fosters higher levels of
customer satisfaction, repeat business, and positive word-of-mouth marketing—integral
elements for sustained success in the local restaurant industry.

By scrutinizing the relationship between employee satisfaction and local restaurants'

success, this research aims to offer actionable insights for businesses in the industry. The
implementation of employee-centric policies and addressing factors contributing to
satisfaction can trigger a positive ripple effect, ultimately enhancing operational efficiency,
improving customer experiences, and fostering sustained success in a fiercely competitive
market.

B. Research Questions

The purpose of this study is to examine the Level of Satisfaction vs. Engagement
in the success of Local Restaurants in Tanauan and Sto Tomas City. Specifically, this aims
to answer the following questions:

1. What are the demographic profile of the respondents in terms of:

1.1 Age

1.2 Gender

1.3 Job Role

1.4 Tenure

FT-CRD-114-01| STI College Tanauan 4

 2. What are the level of satisfaction/perception of employees in their current work
in terms of:

2.1 Employee Engagement

2.2 Turnover Rate

2.3 Restaurant Success

3. Is there any significant relationship between the level of satisfaction/perception

of employees in terms of turn-over intent and job satisfaction?

C. Significance of the Study

This study would be beneficial to the following:

Employee: The research is significant to employees as it explores the role of

employee engagement in the success of local restaurants. The findings can provide
insights into factors that contribute to employee satisfaction, motivation, and retention in
the restaurant industry. This knowledge can help employees make informed decisions
about their career paths, work environment preferences, and job stability. Additionally,
the research may highlight best practices that can be applied by employees to enhance
their engagement and job satisfaction, ultimately leading to their career success.

Local restaurants: The research is significant to local restaurants as it directly

addresses the factors that influence their success. By examining employee engagement the
study can identify strategies that can be implemented by local restaurants to attract, engage,
and retain talented employees. This can have a direct impact on the performance and
profitability of the restaurants. Understanding the importance of employee engagement and
retention can also lead to the design and implementation of effective human resource
management practices, thereby creating a positive work environment and culture that
supports employee satisfaction and productivity.

FT-CRD-114-01| STI College Tanauan 5

 Future researchers: The research is significant to future researchers as it
introduces and explores a critical area of study within the hospitality industry. By
examining the role of employee engagement in the success of local restaurants, future
researchers can build upon this study and explore related areas such as the impact of
leadership styles on employee engagement, the effects of employee job satisfaction on
customer service quality, or the correlation between employee turnover and financial
performance. The research can serve as a foundation and guide for future studies, allowing
researchers to contribute to the existing body of knowledge on employee engagement,
retention, and the success of local restaurants.

Objectives of the Study

1. To determine the level of employee engagement and its impact on the success of local
restaurants. This objective aims to investigate how engaged employees are within the
restaurant industry and whether higher levels of engagement contribute to improved
business performance, such as customer satisfaction, sales, and profitability.

2. To identify the factors that contributes to employee engagement in local restaurants.

This objective aims to explore the key drivers that lead to employee satisfaction within
the restaurant industry. Factors such as competitive compensation, opportunities for
career development, supportive work environment, and effective leadership will be
examined to determine their impact on employee engagement.

3. To provide recommendations for local restaurants to enhance employee engagement.

This objective focuses on offering practical suggestions for local restaurant owners and
managers to improve employee engagement. These recommendations could include
implementing reward and recognition programs, training and development initiatives,
improving work-life balance, fostering a positive organizational culture, and implementing
effective communication strategies.

FT-CRD-114-01| STI College Tanauan 6

D. Review of Related Literature

Employee engagement is important in a management because the success or failure

of a company is often attributed to it (Lin, 2020). Employee engagement applied to
business gives correct direction to the company and its workers to do their task and
responsibility. This also involves showing employees the set of positive examples for the
staffs to follow, by being motivated to learn new things, and helping out as needed in both
personal and team activities (Kindness, 2020). Based on the Leadership Stats-2021 study
conducted by Morgan (2020), 63% of millennial believe that their leadership skills are not
fully developed, and it is proven from other study that 71% of millennial will leave their
jobs two to three years if the leadership styles are being used by the company did not help
them grow.

In addition, Djurovic (2020) also states that the effectiveness of leadership must
engage to the relationship of the employees regularly to make sure there are no problems.
Furthermore, leadership has factors that need to maintain such as personal development
that helps you with your career growth and this will result good working performance.
Developing one‘s skill can help you and your co-workers improve in the long run and this
will also result healthy environment for the employees. Communication is very important,
as it greatly improves leadership attributes. Lack of communication can result poor
working performance. Respect is a positive attitude that managers and crews should have
as you treat everyone equally. Immediate responses for unexpected situations like
accidents need to make sure safety and the sense of responsibility as colleagues. High
emotional intelligence is about controlling the expression of too many emotions towards
work with the customers and co-workers (Philips and Sparks 2020)

The relationship between local restaurants and their employees involves the
employees being the primary point of contact with customers. The main goal is to ensure
customer satisfaction. Local restaurant workers have various responsibilities and perform
multiple tasks. While formal education is not necessary, employees must possess
numerical, communication, and comprehension skills. Training is typically provided on the

FT-CRD-114-01| STI College Tanauan 7

job by other employees. It is important for workers to be able to handle pressure and
maintain high energy levels. In addition to customer service, employees are responsible for
maintaining the establishment. Working in local restaurant offers flexibility and cost
benefits to the industry. Local restaurant employees have a wide range of responsibilities,
including customer service and maintenance tasks. Working in a local restaurant also offers
the benefit of flexible working hours, making it an attractive job option for students and
individuals with less commitment. (Gonzualvo et.al. 2021)

Job satisfaction is boosted by transformational leadership behavior (Rothfelder et

al., 2020). In addition, managers' ability to convey objectives, intelligent decisions,
openness to others, self-confidence, and devotion to personal ideals are all essential factors
in enhancing satisfaction (Baquero et al., 2019). Employees who are given the opportunity
to apply their personal skills at work, to be creative, to make their own decisions, and to
accept responsibility for their activities appear to be more satisfied (Glaveli et al., 2019;
McPhail et al., 2019). Job satisfaction, according to Avery and Bergsteiner (2021) is critical
for long-term workplace development and, as a result, for the entire business
(Strenitzerová&Achimsk, 2019; Suriyankietkaew& Avery, 2020). For many firms,
promoting organizational sustainability is a critical strategic priority (Suriyankietkaew&
Avery, 2020). "Sustainable leadership" is a widely used management style that aims to
balance the requirements of people, profits, and the environment to promote the long-term
viability of businesses through suitable management practices, resulting in a holistic
approach to sustainability (Avery &Bergsteiner, 2019, 2021; Suriyankietkaew& Avery,
2019). Incorporating the triple bottom-line approach, "sustainable leadership" has a
positive impact on a variety of factors other than job satisfaction, such as environmental
and sociocultural concerns (Heimerl et al., 2020). These far-reaching benefits are
especially essential in rural areas, where tourism poses an ecological and societal challenge
(Sisneros et al., 2019).

Customer satisfaction in local restaurants is not just important for the establishment
to grow and develop, employee satisfaction also matters. Aafjes (2021) defined job
satisfaction as the interrelationship of the psychological, physiological, and environmental

FT-CRD-114-01| STI College Tanauan 8

circumstances that cause a person to feel satisfied with their jobs. Bertus (2018) states that
a satisfied employee is not just a retained employee but an ambassador for the brand.
Satisfied workers are more loyal to the company goals, they work hard to achieve its goal
and take pride in their jobs together with their co-workers.

Based on Ukandu and Ukpere (2020) study, job satisfaction increases the level of
performance in some organizations that includes fast-food chains. Job satisfaction lends a
hand to revive employees‘ commitment in the workspace. Particularly, employee
satisfaction is required for organizational growth and development. The local restaurant
workers are incomparable and get their individual demands, prospects, values, and
aspirations.

According to Hans Aanrud (2020), job satisfaction is the gratification that

employees feel with their work. This goes beyond your daily responsibilities and includes
satisfaction with co-workers and managers, satisfaction with company policies, and the
impact of your work on your personal development. Employees become more engaged and
eager to work that will benefit the establishment if they are satisfied. Even in non-customer-
facing jobs, low satisfaction can cause errors in the workflow, how much more to
establishments like fast food chains where employees satisfaction is vital for excellent
working performance.

Moreover, Bathan A. (2018) explained that the majority of companies were viewed
as dependent on salary and activities with regard to satisfaction. What matters is the
compliance of the needs of a company‘s employees for satisfaction and what can do to the
performance of the employees to hit the company goals. A dissatisfied employee expresses
negative perceptions more in different forums that can reduce the outlook of the listener to
join the company and it can create bad impressions for the establishment. People should
perceive the company in a positive way in its early days, otherwise, they would quickly
seek a change.

FT-CRD-114-01| STI College Tanauan 9

 In addition, attract and maintain talent should be ready to pay for remuneration that
is equivalent or better than others on the labor market. The results of the present study can
be used to develop a reward strategy while retaining employees. Technical college‘s
compensation and human resources specialists must design novel compensation packages
to attract and retain the best candidates and meet employee expectations in a fair, equitable,
and non- judgmental manner. It was carried out at two technical universities selected from
the academic staff. An electronic method of data collection should be considered to reduce
the time and cost of travelling to different universities that would allow academic staff to
complete online surveys. (Calvin MzwenhlanhlaMabaso and Bongani innocent Dlamini,
2017.Impact of compensation and benefits on job satisfaction.Res.J.Business manage,
11:80-90)
Job Satisfaction is one of the key which makes the higher or lower levels of
employee‘s retention at any organization, the more the employees received as outcomes
they value, the more they feel satisfied. Psychologist Abraham Maslow introduced his first
concept about the hierarchy of needs in 2019 paper 'A Theory of Human Motivation'
subsequently extended the idea to include his observation of human innate and curiosity,
this theory parallel many theories of human developmental, Maslow described various
needed. His theory is highly related to Job Satisfaction beside the benefits and salary is the
strong determinant and most needed of employees to retention at organizations. Abraham
Maslow (2019) 'The theory of Human Motivation

Job satisfaction is defined as an employee's level of contentment or dissatisfaction

with their job. This is a newly coined phrase. This is because, not long ago, occupations
were typically only compatible with the person's parent's profession. A person's job
happiness is influenced by a variety of things. Salary and perks, the nature of the job, the
setting, working conditions, and leadership are only a few of these aspects. Job design and
enrichment, as well as job rotation and job expansion, are all performance techniques
concerned with job satisfaction. Other factors influencing workplace satisfaction include
management style and culture, empowerment, employee participation, and work groups
with autonomy. The simplest and most commonly used method of measuring job
satisfaction is to use scales that record employees' reactions and responses to their jobs.

FT-CRD-114-01| STI College Tanauan 10

This implies that achieving job satisfaction in order to develop organizational commitment
is not the easiest thing to do and varies depending on individual firms.

The compensation is one component of the compensation provided by the company.

The allowance is part of the compensation; however, it will differ in the type of prizes
awarded. Typically, the salary is paid in the form of a cash prize and the benefit is in the
form of a non-cash reward. These two awards are also known as direct compensation and
indirect compensation. Employee compensation can be viewed as any form of financial
and significant benefit to employees through the employment relationship. Direct
compensation can be the same as wages or salaries, while indirect compensation can be a
means of supporting social security. In this study, the compensation considered is wages
and benefits, while the benefits included are promotions and awards. This study was
conducted at XYZ College, which is a public sector educational institution. There is a
difference between the public and private sectors. Local and government workers' wages
are lower than those of private sector workers with comparable wage determinants such as
education. However, benefits such as pensions are better at cooperating with public sector
workers. (SPSS) package for social sciences, compensation benefits employee
performance (2020)

Nowadays, considering the well-being of employees is crucial in motivating people to

work hard to achieve the organization's goals. The research purpose of Kadirand Ismail et
al. (2019) is to find out how compensation and benefits affect employee performance. It
assesses employee performance, investigates the relationship between compensation and
benefits and employee performance, and estimates the impact of compensation and
benefits on employee performance. The study was conducted at XYZCollege, with 100
lecturers making up the study sample of 80 respondents. The SPSSprogram was used to
interpret and analyze the data. According to the findings, lecturers'performance levels are
between medium and high. Furthermore, there is a positive relationship between
compensation and employee performance. Furthermore, employee performance is
positively influenced by compensation and benefits. Aside from this, the organization
should focus on other factors

FT-CRD-114-01| STI College Tanauan 11

besides rewards, such as a supportive and caring environment and good working conditions
that allow employees to balance their personal and professional lives.

According to Ali Zeb and Fahad Sultan (2018), there is an insufficient study devoted
to the effects of remuneration and benefits and employees'" engagement on employees"
results within the Pakistan Telecommunication Company Limited (PTCL).The goal is to
examine the impact of remuneration and benefits, as well as employees' "involvement in
employee" results. According to the findings, compensation, and benefits, as well as
employee" involvement, are favorably related to employee ―outcomes. The salary and
benefits structure should be designed in such a way that it improves employee outcomes.
Furthermore, new effective pay and benefit systems must be developed in order to
analyze compensation and benefit efficacy. Employee results will improve when the
administration creates circumstances that encourage employee participation in decision-
making.

The study focuses on the Kenya Literature Bureau and tries to explore the impact of
compensation on staff productivity. The goal is to assess, determine, and investigate the
effects of direct, indirect, and non-financial compensation on staff productivity atKLB
Nairobi. According to the findings, there are three types of compensation effects on
employee productivity: direct financial compensation, indirect compensation, and
nonfinancial compensation. In terms of direct financial remuneration, there are fixed and
consistent monthly wages with adjustable dates. Certain months, however, are fixed
throughout the payment. Inferring that the salary supplied is insufficient to inspire and
retain staff is not compelling when a substantial number of individuals believe it is. There
is also no universal agreement on how to compensate and reward people based on their
abilities, competence, and job performance. Indirect financial remuneration, like as health
insurance and paid time off, has an impact on employee productivity. Employees' needs,
such as childcare and domestic partner benefits, are not met by the company. Most of the
time, the corporation distributes benefits equitably, but it does so unfairly on occasion.
(Mangle, 2017).

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 Welfare measures is a convenient term to cover all those aspects of industrial life that
contribute to the well-being of the employees. It includes various facilities, services, and
amenities provided to workers for improving their health, efficiency, and social status.
The organization should provide these facilities to employees. The primary goal of labor
welfare is to improve the lives of employees and keep them happy and pleased. Employees
can have a richer and more satisfying life thanks to welfare facilities. These types of
welfare facilities can go a long way toward increasing organizational efficiency in order
to preserve improved industrial relations and stability. Employees have always been an
important element of every firm, and this study makes an effort to fulfill the measures put
in place to seek employee welfare in the service sector by making their work life more
enjoyable. It has been discovered that workers require non-monetary rewards in addition
to monetary benefits. (Sweatha, 2017)The study investigates worker satisfaction and
disparities in their satisfaction with welfare rules based on demographic characteristics. In
this study, an exploratory and descriptive research design was adopted. Workers or
lower-class employees employed in Northern India's industrial sector are of particular
relevance. The study is based on primary data acquired by questionnaire from 750
workers. The analysis of variance was used to compare worker satisfaction levels based
on gender, marital status, and activity. In terms of welfare laws, male workers, unmarried
workers, and workers from rural areas are more satisfied than female workers, married
workers, and workers from metropolitan areas. (Jangra, 2020).The current study
attempted to uncover employee wellbeing measures used in the IT business. Employee
welfare refers to anything done for the comfort and improvement of employees that is not
a necessity of the industry. Employee welfare's primary goal is to enrich employees' lives
and keep them happy. Employees spend at least half of their time at work, either arriving
or departing. They understand that they give to the organization while they are relatively
worry-free, and they believe that when they are in trouble/problems, they are owed
something from the organization. People have the right be considered as complete human
beings with distinct wants, hopes, and anxieties.(Priyanka, 2018)

William Kahn was the pioneer researcher who introduced the idea that employee
engagement is the psychological involvement of the worker while carrying out their duties

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for the organization. He spent almost 25 years conducting research, using both
observational methods and interviews, to create a qualitative study (Andrew & Sofian,
2012). After his extensive work, Kahn provided the first academic definition of employee
engagement, defining it as "the harnessing of organizational members to their work roles,
where people use and express themselves physically, cognitively, and emotionally during
their job performance" (Andrew &Sofian, 2012).
In recent years, employee engagement has gained significant attention, particularly
in the media and consulting industry. It has been viewed as a key component for the
continuous improvement of organizations (Gruman & Saks, 2011). Researchers have
challenged organizations to develop and research new and improved strategies for
promoting engagement in the workplace, and to gain a better understanding of its outcomes
(Shuck, Reio Jr, & Rocco, 2011). It has been suggested that employees will be fully
engaged in their work environment if they feel safe to interact with each other, have access
to the necessary resources to perform their job, and find meaning and value in their work
(Xu & Cooper Thomas, 2011). Some studies have shown that job satisfaction is a part of
engagement, but the relationship goes deeper when the management provides unexpected
rewards and benefits to the employees (Kompaso & Sridevi, 2010)

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 E. Theoretical/Conceptual Framework

For configurative dimensions of how the study would be conducted, a simple model is
presented as shown in Figure 1.

INPUT PROCESS OUTPUT

Employee
Data about the Understanding engagement has
types of factors about the significant impact on
that represents the Research Topic restaurant success.
initial state of This includes:
restaurants Descriptive
employees which Method of the  Customer
include; job Study Satisfaction
satisfaction and  Service
demographic Assessing the Quality
information. respondents  Financial
Performance
Conducting the  Employee
Research Survey Retention
Questionnaires  Community
and economic

FT-CRD-114-01| STI College Tanauan 15

Figure 1: Research Paradigm of the Study

This framework reflects to the main purpose of the study the level of satisfaction
vs. engagement in the success of selected local restaurants in tanauan and sto tomas city

The first box indicates the focus of the study which is represents the essential
inputs that represent the initial state of the employees. The second box indicates the action
of the process impact among the target respondents of the study. The third box is the
possible outcome of the success of the various output metrics related to restaurant
success.

A conceptual framework is a structure that the researcher believes can best explain
the natural progression of the phenomenon to be studied. It is the researcher‘s explanation
of how the research problem would be explored. The conceptual framework describes the
relationship between the main concepts of a study. The format of the conceptual framework
can be visual (or diagrammatic), narrative (or descriptive), or a combination of visual and
narrative.

The application of employee engagement theory holds significant relevance when

studying the level of satisfaction and engagement of employees in the success of local
restaurants. This theory posits that organizations can enhance employee satisfaction and
optimize productivity by actively challenging, supporting, and inspiring their workforce.
In the context of local restaurants, understanding and implementing the principles of
employee engagement can prove instrumental in achieving success.

The interdisciplinary nature of employee engagement theory draws from various

fields of expertise and research, delving into the intricate motivational needs and desires of
employees. This includes an exploration of the structures that businesses can adopt to align
with the goals of the organization. In the context of local restaurants, recognizing and
addressing the unique motivators and challenges faced by employees within the hospitality
industry becomes crucial. Moreover, the theory emphasizes the use of models to elucidate

FT-CRD-114-01| STI College Tanauan 16

strategies that make employees feel valued and empowered in their roles. For local
restaurants, this could involve fostering a positive work environment, providing
opportunities for skill development, and recognizing individual contributions. By
incorporating these elements, local restaurants can enhance the satisfaction levels of their
employees, leading to increased engagement and overall success.

The concept of work engagement, as a related aspect of employee engagement

theory, is particularly pertinent. In the restaurant setting, it refers to the degree of self-
preference and self-investment that employees exhibit in their job tasks. Encouraging
employees to take ownership of their roles and tasks within the restaurant can contribute
to a more engaged and motivated workforce. In summary, applying employee engagement
theory to the study of employee satisfaction and engagement in local restaurants involves
recognizing and addressing the specific needs of the hospitality industry. By fostering a
positive work environment, implementing supportive structures, and promoting individual
empowerment, local restaurants can harness the principles of employee engagement to
maximize the satisfaction and output of their staff, ultimately contributing to their success.

FT-CRD-114-01| STI College Tanauan 17

 CHAPTER II

METHODOLOGY

This chapter reveals the methods of research to be employed by the researcher in

conducting the study which includes the research design, population of the study, research
instrument and its development establishing its validity and reliability, data gathering
procedures, and the appropriate statistical treatment of data.

Research Design

This study was made by the means of quantitative methods of researcher. The
researcher attempted to get the answers to the aforementioned problem and to justify and
satisfy the objectives of the study. Likewise, it also attempted to know the level of
satisfaction among employees in the success of local restaurants. Quantitative research is
a structured way of collecting and analyzing data obtained from different sources.

Quantitative research involves the use of computational, statistical, and

mathematical tools to derive results. It is conclusive in its purpose as it tries to quantify the
problem and understand how prevalent it is by looking for projectable results to a larger
population. Qualitative research is generally more explorative, a type of research that is
dependent on the collection of verbal, behavioral or observational data that can be
interpreted in a subjective manner.

Respondents of the study

The respondent of the study are the employees of local restaurants in Tanauan City
and Sto. Tomas City. All of these participants was selected through simple random
sampling. This sampling method is conducted where each member of a population has a
capability to become part of the sample. The chosen respondents are containing of sixty-
four (64) local restaurants employee of Tanauan and eighty seven (87) employees of Sto.

FT-CRD-114-01| STI College Tanauan 18

Tomas City. Tanauan City and Sto. Tomas City local restaurants was chosen by the
researchers because they are suitable and applicable to the study.

Research instrument

The survey questionnaire was used as the main data-gathering instrument. The
instrument to be prepared focused on answering the statement of the problem. The
questionnaires was distributed to the respondents personally by researchers. The data
gathering instrument was structured as a scale ranging from 1-4. Where in the (1) is
strongly disagree, (2) is disagree, (3) is agree and the last one is (4) strongly agree. This
legend will help the researchers to analysis the result of conducting date-gathering.

Data Gathering Procedure

After establishing the validity and reliability on how gather-data, formulating

questions appropriate for the study and all doing necessary modification to the chosen
respondent. One hundred fifty one (151) copies of questionnaires distributed was
successfully completed and returned. Thus their corresponding answer to the question are
kept in accordance with the agreement of the respondents and the researchers. The date
gathered was organized and tabulated according to the result of the statistical treatment
done. In this stage, the service of a statistical consultant was needed.

Statistical Treatment of the Data

To analyze and Interpret the data, the researcher employed the following
statistical procedure:

1. Frequency, percentage and ranking

FT-CRD-114-01| STI College Tanauan 19

 Will help the researcher to easily tally the date that they gathered. This
percentage and ranking will a big help in the researchers to analysis the date.

2. Frequency, weighted mean and ranking.

Weighted Mean. This tool was used to provide answer to the questions.
The formula was:

Where:
WM = weighted mean
X = number of respondents
F = weight given to each respondent
N = number of cases

Data Analysis Plan

Using the data garnered, data analysis plan would encompass a number of
procedures leading to the findings or the result of the study about the Impact of Oplan
Rody, and the procedures to be observed are as follow:

1. Summarizing the numerical data. This would be done through a tally that will be
based on the certain answer of the respondent in the survey questionnaires using frequency
and percentage.

2. Mathematical/Statistical Interpretation of the summarized data using the

weighted men and ranking.
3. Verbal Interpretation of the produced outcome will be determining the
hypothesis of our topic. What are the level of satisfaction and engagement among
employees in the success of local restaurants in Sto. Tomas City and Tanauan City.

FT-CRD-114-01| STI College Tanauan 20

 CHAPTER III

RESULTS

1. What is the demographic profile of the respondents in terms of:

1.1 Gender
1.2 Age
1.3 Educational Attainment
` 1.4 Job Role
1.5 How long have you been working in the restaurant?

Table 1
Distribution of the Respondents in terms of Sex

Sex Frequency Percentage

Male 85 56.29
Female 66 43.71
TOTAL 151 100

Table 1 presents the gender distribution of the respondents who took part in the
research. As seen in the table, 85 out of 151 respondents were male or 56.29% of the
research participant. On the other hand, 66 or 43.71% of the respondents were female.

FT-CRD-114-01| STI College Tanauan 21

 Table 2
Distribution of the Respondents in terms of Age

Age Frequency Percentage

18 – 24 years old 67 44.37
25 – 34 years old 52 34.44
35 – 44 years old 28 18.54
45 years old and above 4 2.65
TOTAL 151 100

Table 2 presents the age distribution of the respondents in the study. As reflected
in the table, out of 151 respondents were mostly 18-24 years old or 44.37% of the
respondents. With the least number of respondents is the age range of 45 years old and
above or 2.65% of the respondents fall on this age.

Table 3
Distribution of the Respondents in terms of Educational Attainment

Educational Attainment Frequency Percentage

Post Graduate Level 3 1.99
College Level 47 31.13
High school Level 4 2.65
Elementary Level 30 19.87
Others 67 44.37
TOTAL 151 100

FT-CRD-114-01| STI College Tanauan 22

 Table 3 presents the distribution of data in the educational attainment. As seen in
the table, the most number of responses is college graduate or 31.13% of the distribution
and high school level is the least with 2.65% of the respondents

Table 4
Distribution of the Respondents in terms of Job Role

Job Role Frequency Percentage

Server 54 35.76
Chef 26 17.22
Cashier 33 21.85
Dishwasher 20 13.25
Bartender 18 11.92
TOTAL 151 100

Table 4 presents the distribution of data in job role of respondents. As seen in the
table, most respondents in the study were server with 35.76% of the distribution. The least
job role in the study is bartender with 11.92% of the responses. This data is important and
can be factors that affect the variables.

Table 5
Distribution of the Respondents in terms of Job Tenure

Job Tenure Frequency Percentage

Less than 6 months 30 19.87
6 months to 1 year 56 37.09
1 to 3 years 16 10.60
3 to years 29 19.21
More than 5 years 20 13.25
TOTAL 151 100

FT-CRD-114-01| STI College Tanauan 23

Table 5 presents the distribution of data in job tenure of respondents. As seen in the table,
most respondents in the study were 6 months to 1 year with 37.09% of the distribution. The
least tenure in job is 1 to 3 years with 16 reponses or 10.60% of the respondents. This data
is important and can be factors that affect the variables.

2. What is the level of satisfaction/perception of employees in their current work in

terms of:

Table 6.
Level of Satisfaction/Perception of Employees in their Current Work
in terms of Employee Engagement

Verbal
Statement Mean SD
Interpretation
I am enthusiastic about my work in
3.79 0.41 Highly Satisfied
the restaurant
I am motivated to go above and
3.72 0.48 Highly Satisfied
beyond what is required in my job
I am proactive in improving work
3.64 0.57 Highly Satisfied
processes and service quality
I am proud to work for the
restaurant and am a positive 3.62 0.55 Highly Satisfied
advocate for it
I feel a strong sense of
commitment to the restaurant‘s 3.72 0.47 Highly Satisfied
success
Overall 3.70 0.49 Highly Satisfied

FT-CRD-114-01| STI College Tanauan 24

 Verbal
Legend: Range
Interpretation
3.28 - Highly
4.00 Satisfied
2.52 -
Satisfied
3.27
1.76 - Slightly
2.51 Satisfied
1.00 -
Not Satisfied
1.75

Table 6 shows the level of satisfaction/perception of employees in their current work in

terms of employee engagement. The statement ―I am enthusiastic about my work in the
restaurant‖ obtained the highest mean of 3.79 (SD = 0.41). And the statement ―I am proud
to work for the restaurant and am a positive advocate for it‖ which got a mean of 3.62 (SD
= 0.55). The overall mean of 3.70, standard deviation of 0.49, indicate that the level of
satisfaction/perception of employees in their current work in terms of employee
engagement are verbally interpreted as "highly satisfied".

FT-CRD-114-01| STI College Tanauan 25

 Table7
Level of Satisfaction/Perception of Employees in their Current Work
in terms of Job Satisfaction
Statement Mean SD Verbal Interpretation
I am satisfied with my job in the
3.64 0.56 Highly Satisfied
restaurant
I feel that my work is recognized and
3.57 0.53 Highly Satisfied
appreciated
My job offers opportunities for growth
3.59 0.58 Highly Satisfied
and advancement
I am satisfied with my level of
3.48 0.72 Highly Satisfied
compensation and benefits
I have a good working relationship with
3.66 0.52 Highly Satisfied
my colleagues and supervisors
Overall 3.59 0.58 Highly Satisfied

Verbal
Legend: Range
Interpretation
3.28 - Highly
4.00 Satisfied
2.52 -
Satisfied
3.27
1.76 - Slightly
2.51 Satisfied
1.00 -
Not Satisfied
1.75

FT-CRD-114-01| STI College Tanauan 26

Table 8 shows the level of satisfaction/perception of employees in their current work in
terms of job satisfaction. The statement ―I have a good working relationship with my
colleagues and supervisors‖ obtained the highest mean of 3.66 (SD = 0.52). And the
statement ―I am satisfied with my level of compensation and benefits‖ which got a mean
of 3.48 (SD = 0.72). The overall mean of 3.59, standard deviation of 0.58, indicate that
the level of satisfaction/perception of employees in their current work in terms of job
satisfaction are verbally interpreted as "highly satisfied".

Table 8.
Level of Satisfaction/Perception of Employees in their Current Work
in terms of Restaurant Success
Statement Mean SD Verbal Interpretation

I am satisfied with my job in the restaurant 3.62 0.59 Highly Satisfied

I feel that my work is recognized and

3.59 0.56 Highly Satisfied
appreciated
My job offers opportunities for growth and
3.57 0.51 Highly Satisfied
advancement
I am satisfied with my level of compensation
3.54 0.56 Highly Satisfied
and benefits
I have a good working relationship with my
3.58 0.62 Highly Satisfied
colleagues and supervisors
Overall 3.58 0.57 Highly Satisfied

FT-CRD-114-01| STI College Tanauan 27

 Verbal
Legend: Range
Interpretation
3.28 - Highly
4.00 Satisfied
2.52 -
Satisfied
3.27
1.76 - Slightly
2.51 Satisfied
1.00 -
Not Satisfied
1.75

Table 9 shows the level of satisfaction/perception of employees in their current work in

terms of restaurant success. The statement ―I am satisfied with my job in the restaurant‖
obtained the highest mean of 3.62 (SD = 0.59). And the statement ―I am satisfied with my
level of compensation and benefits‖ which got a mean of 3.54 (SD = 0.56). The overall
mean of 3.58, standard deviation of 0.57, indicate that the level of satisfaction/perception
of employees in their current work in terms of restaurant success are verbally interpreted
as "highly satisfied".

FT-CRD-114-01| STI College Tanauan 28

3. Is there any significant relationship between the level of satisfaction/perception of
employees in terms of turnover intent and job satisfaction?

Strength of
Level of Satisfaction r value p value Analysis
Correlation
Turn over
-0.47 < .001 Moderate Significant
Job Satisfaction
*Significant at 0.05

A Pearson correlation coefficient was computed to assess the linear relationship between
the level of satisfaction/perception of employees in terms of turnover intent and job
satisfaction. The turnover was observed to have presence of significant relationship to job
satisfaction r(56) = -.47, p < .001. This is based on the computed r values obtained from
the tests with negative moderate relationship. This implies as the turnover increases the job
satisfaction decreases.
From the findings above, we can infer that at 0.05 level of significance, the null hypothesis
―There is no significant relationship between the level of satisfaction/perception of
employees in terms of turnover intent and job satisfaction‖ is rejected.

FT-CRD-114-01| STI College Tanauan 29

 CHAPTER IV

DISCUSSION
Based on the findings of the study, the researchers came up with the following
conclusions;

1. The Role of Employee Engagement in the Success of Selected Local Restaurants

in Tanauan and Sto. Tomas City based on gender distribution who took part in the
research. According to table 1, 85 out of 151 respondents were male of the
research participant. On the other hand, 66 of the respondents were female.
2. As reflected in table 2, out of 151 respondents were mostly 18-24 years old of the
respondents. With the least number of respondents is the age range of 45 years old
and above of the respondents fall on this age.
3. In terms of educational attainment in table 3, the most number of responses is
college graduate or 31.13% of the distribution and high school level is the least with
2.65% of the respondents.
4. Table 4 presents the distribution of data in job role of respondents. As seen in the
table, most respondents in the study were server with 35.76% of the distribution.
The least job role in the study is bartender with 11.92% of the responses. This data
is important and can be factors that affect the variables.
5. Table 5 presents the distribution of data in job tenure of respondents. As seen in
the table, most respondents in the study were 6 months to 1 year of the distribution.
The least tenure in job is 1 to 3 years with 16 responses of the respondents. This
data is important and can be factors that affect the variables.

FT-CRD-113-00 | STI College <School Name> 30

 RECOMMENDATION

Relative to the results and conclusion of the study, the following recommendations
are crafted:

The results and conclusion of the study are insignificant, regardless of the
demographic profile they have the same level of satisfaction. Maybe there are other factors
affecting their level of satisfaction, not their demographics alone. We need to explore other
factors that can affect their level of satisfaction.

Improving employee satisfaction and engagement in a local restaurant is crucial for

overall productivity, customer satisfaction, and the success of the business. Here are some
research recommendations to guide your efforts:

Employee Surveys: Conduct anonymous surveys to understand the current level of

satisfaction and engagement among employees.
Include questions about job satisfaction, work environment, communication, recognition,
and opportunities for professional growth.

Focus Groups: Organize focus groups to delve deeper into specific issues identified in the
surveys. Discuss potential improvements and gather qualitative insights on what aspects of
their work experience need attention.

Communication Channels: Research and implement effective communication channels

to keep employees informed about company news, policies, and changes.
Explore the use of digital platforms, such as internal communication apps, to facilitate
seamless and transparent communication.

Training and Development Opportunities: Investigate training and development

programs that can enhance employees' skills and provide them with opportunities for
career

FT-CRD-113-00 | STI College Tanauan 31

advancement. Assess the feasibility of cross-training employees to increase their versatility
in various roles within the restaurant.

Recognition and Rewards: Explore different methods of recognizing and rewarding

outstanding performance. Research incentive programs, employee of the month initiatives,
or other recognition strategies that align with the restaurant's culture and budget.

Work-Life Balance: Investigate ways to improve work-life balance for employees, such
as flexible scheduling or implementing policies that promote a healthy work-life
equilibrium.

Team-building Activities: Research and plan team-building activities to strengthen the

bonds among employees. Consider activities both within and outside the workplace to
foster a positive and collaborative team environment.

Wellness Programs: Explore the possibility of implementing wellness programs to

support employees' physical and mental well-being. This could include gym memberships,
counseling services, or initiatives promoting healthy eating.

Feedback Mechanism: Establish a feedback mechanism that allows employees to share

their ideas, concerns, and suggestions anonymously. Act on the feedback received and
communicate changes resulting from employee input.

Performance Management System: Research and implement an effective performance

management system that includes regular feedback sessions, goal setting, and performance
reviews.
Diversity and Inclusion Initiatives: Explore ways to promote diversity and inclusion
within the workplace, creating an environment where employees feel valued and respected.

Employee Assistance Programs: Research the feasibility of implementing employee

assistance programs to provide support for personal and work-related challenge

FT-CRD-113-00 | STI College Tanauan 32

 REFERENCES

Deci, E. L., & Ryan, R. M. (2018). Intrinsic motivation and self-determination in human
behavior. New York, NY: Plenum Press.

Hackman, J. R., & Oldham, G. R. (2019). Motivation through the design of work: Test of
a theory. Organizational Behavior and Human Performance, 16(2), 250-279.

Herzberg, F. (2020). One more time: How do you motivate employees? Harvard Business
Review, 46(1), 53-62.

Locke, E. A. (2019). The nature and causes of job satisfaction. Handbook of industrial and
organizational psychology, 1297-1349.

Maslow, A. H. (2019). A theory of human motivation. Psychological Review, 50(4), 370-

396.

Organ, D. W. (2018). Organizational citizenship behavior: The good soldier syndrome.

Lexington, MA: Lexington Books.

Ryan, R. M., & Deci, E. L. (2018). Self-determination theory and the facilitation of
intrinsic motivation, social development, and well-being. American Psychologist,
55(1), 68-78.

Saks, A. M. (2020). Antecedents and consequences of employee engagement. Journal of

Managerial Psychology, 21(7), 600-619.

FT-CRD-113-00 | STI College Tanauan 33

Smith, C. A., Organ, D. W., & Near, J. P. (2019). Organizational citizenship behavior: Its
nature and antecedents. Journal of Applied Psychology, 68(4), 653-663.

Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2018). Business-unit-level relationship

between employee satisfaction, employee engagement, and business outcomes: A
meta-analysis. Journal of Applied Psychology, 87(2), 268-279.

Heskett, J. L., Jones, T. O., Loveman, G. W., Sasser, W. E., & Schlesinger, L. A. (2020).
Putting the service-profit chain to work. Harvard Business Review, 72(2), 164-174.

Meyer, J. P., & Allen, N. J. (2018). A three-component conceptualization of organizational

commitment. Human Resource Management Review, 1(1), 61-89.

Luthans, F. (2018). The need for and meaning of positive organizational behavior. Journal
of Organizational Behavior, 23(6), 695-706.

Rich, B. L., LePine, J. A., & Crawford, E. R. (2019). Job engagement: Antecedents and
effects on job performance. Academy of Management Journal, 53(3), 617-635.

Salanova, M., Agut, S., & Peiró, J. M. (2018). Linking organizational resources and work
engagement to employee performance and customer loyalty: The mediation of
service climate. Journal of Applied Psychology, 90(6), 1217-1227.

FT-CRD-113-00 | STI College Tanauan 34

Wright, T. A., & Cropanzano, R. (2019). Emotional exhaustion as a predictor of job
performance and voluntary turnover. Journal of Applied Psychology, 83(3), 486-
493.

FT-CRD-113-00 | STI College Tanauan 35

 APPENDIX A. GANTT CHART

MONTH SEPTEMBER OCTOBER NOVEMBER DECEMBER

WEEK 1

WEEK 2

WEEK 3

WEEK 4
WEEK 1

WEEK 2

WEEK 3

WEEK 4

WEEK 1

WEEK 2

WEEK 3

WEEK 4

WEEK 1

WEEK 2

WEEK 3
WEEK 4
ACTIVITY

Brainstorming
Title Consultation
Chapter 1
Title Defense
Revisions
Chapter 2
Survey
Chapter 3
Chapter 4
Final defense
Final revision
Bookbinding

Brainstorming
This initial phase of the researchers brainstorming sets the foundation for the thesis,
where they explore ideas, identify potential research topics, and map out the scope of the
study. It's a week of creativity and exploration, where they lay the groundwork for their
research

Title Consultation
Expanding on the concepts developed in the brainstorming week, the focus of the
researchers is to perfect and settle on the thesis title. This requires discussions with
mentors, peers, and academic advisors to guarantee that the selected title precisely
reflects the core of the research. A thoughtfully constructed title is crucial for engaging
readers and establishing a distinct direction for the study.

FT-CRD-113-00 | STI College Tanauan 36

Chapter 1
With a well-established title, this phase is dedicated to formulating a compelling
introduction that lays the groundwork for the entire document. The researcher articulate the
problem statement, objectives, significance of the study, and the conceptual framework.
This chapter acts as the entrance for readers, offering context and sparking interest in the
research.

Title Defense
As the researcher reach the end of the first month, they defend the chosen title
before a panel of academic experts. This is a critical milestone, where they justify their
title choice and receive valuable feedback. The title defense ensures that the research
aligns with academic standards and is on track for a successful thesis journey.

Revisions
After the title defense, the researcher is devoted to revising and improving their
work in response to the feedback received. This iterative process is crucial for elevating
the quality and clarity of the thesis. Revisions may involve adjustments to the title,
introduction, and other components to address any concerns raised during the title
defense.

Chapter 2
Progressing ahead, the researcher‘s attention turns to the second chapter of their
thesis. They undertake a thorough examination of the literature relevant to the research
topic. This involves reviewing existing studies, pinpointing gaps in the literature, and
situating the research within the broader academic context. This chapter establishes the
groundwork for the theoretical framework that will steer the study.

Survey
Entering the next phase, the researcher starts to initiate the data collection
process through surveys. Employing this primary research method enables the
researchers to directly gather pertinent information from their target audience. Surveys
offer valuable insights, contributing to the empirical foundation of the study.

FT-CRD-113-00 | STI College Tanauan 37

 Chapter 3
The researcher‘s focused on developing the third chapter of their thesis, where they
detail the methodology utilized in the research. This chapter delineates the research
design, data collection methods, and statistical analysis procedures. It acts as a guide for
reproducing this study and safeguards the rigor and validity of the findings.

Chapter 4
Advancing in the researcher‘s progress, directing their attention to the fourth
chapter, where they showcase and scrutinize the outcomes of the research. This segment
synthesizes the survey data and interprets the findings concerning the research questions.
The researcher formulates conclusions and explore the implications of the results.

Final Defense
Approaching the conclusion of the researcher‘s thesis journey, it signifies the
ultimate defense. They present and defend their entire thesis before a panel of experts,
highlighting the outcome of weeks devoted to research, analysis, and writing. This
conclusive defense serves as a thorough examination of their work, validating its
academic rigor and contribution to the field.

Final Revision
Following the final defense, the researcher‘s starts implementing any final
adjustments based on feedback received during the defense. They ensure the refinement
of the thesis, making certain it is polished and prepared for submission. They
meticulously review each section to ensure coherence, clarity, and adherence to academic
standards.

Bookbinding
In the final week of the researcher‘s academic expedition, they turn their attention
to presenting the work that they finished. They devoted themselves for the finishing
touches, encompassing formatting, proofreading, and, notably, the binding of the
document. This stage signifies the culmination of their endeavors, transforming the
research into a tangible, bound document ready for academic dissemination.

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 Appendix B. Actual Research Expenses

Quantity Specifics Approximate Cost Actual Cost

1 Bond 195 390

Paper

1 Ink 276 276

Paper
3 Clip 60 180
Board

FT-CRD-113-00 | STI College Tanauan 39

 Dear Respondents,
We are conducting a study about the ‗Level of Satisfaction vs. Engagement in the
Success of Selected Local Restaurants in Tanauan and Sto Tomas City‘. In this view, we
would like to request your participation by answering this questionnaire rest assured that all
information derived from here will be used for academic purposes only.
Part1. Profile of the respondents

Direction: Read each statement and respond truthfully as you can. Please put a check (✓) in the
blanks that best describes your answer.

Name (Optional):
Age

Please specify your age: Gender

18-24 years old Please select your gender:
25-34 years old Male Female
35-44 years old
45 years old and above
Job Role
Educational Attainment
Server
No formal education
Chef
High school level
Cashier
Elementary level
Diswasher
College level
Bartender
Postgraduate level

How long have you been working in the restaurant?

Less than 6 months 6 months to 1 year
1 to 3 years 3 to 5 years
More than 5 years

FT-CRD-113-00 | STI College Tanauan 40

Part 2. Direction: Read each statement and respond truthfully as you can. Please put a
checkmark (✓) in the blanks that best describes your answer. Use this table below as your
reference for your respond.

Strongly Agree 4
Agree 3
Disagree 2
Strongly Disagree 1

EMPLOYEE ENGAGEMENT 4 3 2 1

I am enthusiastic about my work in the restaurant

I am motivated to go above and beyond what is required in my job
I am proactive in improving work processes and service quality
I am proud to work for the restaurant and am a positive advocate for it
I feel a strong sense of commitment to the restaurant‘s success

TURNOVER INTENT 4 3 2 1

I am actively looking for other job opportunities

I have considered leaving my current job in the near future
I believe that I would be happier working in a different restaurant
The turnover rate in this restaurant is high
I am concerned about my job security

JOB SATISFACTION 4 3 2 1

I am satisfied with my job in the restaurant

I feel that my work is recognized and appreciated
My job offers opportunities for growth and advancement
I am satisfied with my level of compensation and benefits
I have a good working relationship with my colleagues
and supervisors

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RESTAURANT PERCIEVED SUCCESS 4 3 2 1

The restaurant I work has a lot of customers.

There are lot of job seekers who are interested to work at the
restaurant 1 work
There are lots of positive feedbacks from the customers
The employees in the restaurant worked here for more than a year

The food establishment is considered famous or a ―Household name‖

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FT-CRD-113-00 | STI College Tanauan 43
FT-CRD-113-00 | STI College Tanauan 44
FT-CRD-113-00 | STI College Tanauan 45
FT-CRD-113-00 | STI College Tanauan 46