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Title: Assessing the Level of Work Satisfaction of the Employees of MAPTAN Construction: Implications for Business Performance Thesis Statement: The high and low levels of job satisfaction among the employees of MAPTAN Construction bring both positive and negative implications for business performance.

1.0 Background of the Study

1.1 Definition of Job Satisfaction Many researchers have already explored about job satisfaction in the past and how it relates to different concepts such as the business performance of a company. Job satisfaction is one of the many important aspects that every firm should focus on enhancing because its level affects greatly the business performance of a certain company. Job satisfaction is defined as employees perceived balance of input and output (Adams, 1963 in Giritli, Sertyesilisik & Horman, 2013, p. 3). In other words, an employee that is not given benefits that meets his or her expectations will soon be dissatisfied and his or her behavior will reflect to his or her level of job satisfaction (Marsap, 1995 in Giritli, Sertyesilisik & Horman, 2013). Another study defines job satisfaction as simply how people feel about their jobs and different aspects of their jobs. Job satisfaction is an attitudinal variable (Spector, 1997, p. 2). In another study, job satisfaction is defined as the feeling of accomplishment and success of an employee from his or her job. In addition, it is directly linked to job productivity and personal interests for the reason that satisfaction involves performing tasks well and at the same time enjoying it (Kaliski, 2007 in Aziri, 2011). A study redefined job satisfaction by stating that it is not just the feeling of contentment, security and comfort but by enjoying the work, having effective relationships with co-workers and sensing accomplishment (Leimbach, 2006). Many studies have already defined job satisfaction but all of them point to one direction that job satisfaction of employees will reflect to the performance and level of productivity of a business.

1.2 Definition of Business Performance It has been discovered that business performance is a possible indicator of the employees job satisfaction (Saari & Judge, 2004). Consequently, business performance may also be predicted through the level of job satisfaction among the employees of a company. Through many studies, a companys business performance is determined by many factors such as organizational commitment and low turnover intentions but in this study, the focus is on job satisfaction. Business performance reflects the overall accomplishment of a company for the current year (Businessdictionary.com, n.d.). The business performance shows the effect of purchases, sales and expenses on the gross profit of a company. A low level of business

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performance means that a company was not able to fulfill its obligations and achieve its goals. On the other hand, when a business performance is high, it means that a company has completed their goals accurately and efficiently with low cost of labor.

1.3 Profile of MAPTAN As specified in the companys brochure, MAPTAN Construction and Equipment Rentals, Inc. is a premiere provider of services for heavy equipment rentals, trading, integrator and state of the art engineering and construction in the entire province of Southern Luzon, originating from Batangas City. MAPTAN Construction was established by Allen Macaraig, Victor Portugal Jr., and Hector Tan in September 2003 with a registered place of business at Poblacion West, Taysan, Batangas, and with its office located at 2
nd

Floor R&E Macatangay Building, Apacible

Street, Batangas City (which later transferred to the commercial building owned by MAPTAN located at Pallocan West, Batangas City in 2013). MAPTAN became a corporation in the year 2004, due to the rapid growth and expansion of the company. Today, MAPTAN is one of the leading providers of quality service to the doorsteps of clients in its region through its experienced, professional and dedicated staff backed by the long experience of its owners and management, wide range selection of heavy equipment, and fully equipped facilities. (MAPTAN Construction, 2013).

1.4 Relationship of Job Satisfaction and Business Performance This relationship has been considered as the Holy Grail of some psychologists (Landy, 1989 in Judge et. al, 2001) since this topic has been studied for as far as the Hawthorne studies been up until now (Roethlisberger & Dickson, 1939 in Judge et. al, 2001). A study stated that there is a strong relationship between organizational commitment and job satisfaction among the employees of a construction company (Giritli, Sertyesilisik & Horman, 2013). Organizational commitment is a result of the attachment of each employee to the organization and the measurement of how committed they are to their job (Chatzoglou, et. al., 2011). An employee is committed when satisfied with his or her work; hence they work well in doing their job. This gives a positive implication to the business performance of a company. A study discovered that there is a positive relationship between overall job satisfaction and job performance in the construction firms it studied (Abdullah et. al, n.d.). For example, an employee with a low level of work satisfaction will not exert effort in the job decreasing productivity that will soon be reflected on the business performance of a company. On the other hand, an employee who has a high level of work satisfaction will eventually be more productive, increasing the level of the business performance of the company. High levels of job satisfaction bring positive effects to the business (Senatalar, 1978 in Kartal et. al, 2011). According to the study of Ostroff (1992 in Cole, L. & Cole, M. 2008), there is a significant positive relationship between job satisfaction and

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business performance. Business performance and job satisfaction works like mirrors of each other. Every activity is reflected by each other. There is always a corresponding effect on the other one with every action taken.

1.5 Purpose of the Study The purpose of this study is to assess the level of work satisfaction among employees of MAPTAN Construction and determine the possible implications it may bring to the business performance of the said company. This study also aims to provide recommendations and suggestions on improving the level of work satisfaction among employees of MAPTAN Construction.

1.6 Research Questions To be able to achieve the purpose of the study, the researchers must answer the following research questions: 1. What are the factors that influence job satisfaction? 2. What is the level of job satisfaction of MAPTAN Construction employees? 3. What are the implications of the job satisfaction level of the MAPTAN Construction employees for the business performance?

2.0 Discussion

2.1 Factors that Influence Job Satisfaction This study discusses the nine factors set up by Paul Spector (1985 in Spector, 1997) in his Job Satisfaction Survey, which the researchers have adapted as their research instrument. These nine factors include: pay, promotion, supervision, fringe benefits, contingent rewards, operating conditions, co-workers, nature of work, and communication.

2.1.1 Pay According to Qasim, Cheema, and Syed (2012), compensation is one of the root factors that determine job satisfaction. It plays a very important and powerful role in ones occupation. Both Parvin and Kabir (2011) and Tomina and Sorana (2011) stated that money is a good motivator for the reason that employees need money for their living. Money is very crucial in this generation. Individual has infinite needs and money provides the means to satisfy these needs (Arnold & Feldman, 1996 in Qasim , Cheema, & Syed, 2012).

In addition, researches conducted by Sarwar and Abugre (2013) as well as Bakan and Buyukbese (2013) both indicate a relationship between income level and job satisfaction.

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Among the respondents of Sarwar and Abugre, ninety-five percent stated that high remuneration would lead to job satisfaction. On the other hand, Barkan and Buyukbese mentioned that employees with high-income levels could either be satisfied and motivated to do well or be dissatisfied for the amount of hard work it entails.

2.1.2 Promotion The presence of opportunities for growth and advancement in the workplace is also a significant factor that affects job satisfaction. Hill (n.d.) discussed that employees who see a potential path for promotion and development in the workplace seem to be more satisfied with their jobs. Promotion at work gives employees a sense of fulfillment and pride for their efforts. Aside from obtaining a higher position in the company, it also comes with greater responsibility, higher pay, and more recognition from others. Mustapha and Zakaria (2013) also suggested that providing promotional opportunities would result to lower turnover intentions and higher organizational commitment. Furthermore, Locke (1976) advocates that the desire for promotion is brought by the hopes and aspirations of achieving social status, psychological growth, and justice. Thus, management organizations should bear in mind that through giving out promotions, employees would be motivated to successfully attain and meet their goals at work (As cited by Qasim, Cheema, & Syed, 2012).

2.1.3 Supervision Effective supervisors contribute to job satisfaction among employees. Employees greatly consider the treatment they receive from their managers. Employees want to develop a healthy relationship with their managers and supervisors. In order to be motivated, the management should guide, support, and recognize the efforts exerted by its subordinates. The management should also be open for discussions regarding some concerns in the workplace (Hill, n.d.). Aside from fair treatment, employees also long for competent managers as they serve as examples and models at work. Employees become more motivated when they work with excellent and praise-worthy superiors (Ozdemir, 2009; Elnaga, 2013).

2.1.4 Fringe Benefits Aside from receiving a high yet fair salary, employee benefits also serve as an influencing factor in determining job satisfaction. Hill (n.d.), Society for Human Resource Management (2009), and Tomina and Sorana (2011) all mentioned that employees become more motivated at work when the companies offer adequate and sufficient benefits. Benefits are important especially to employees who are already of old age or employees with big families to support. Some benefits include health, insurance, and retirement benefits.

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2.1.5 Contingent Rewards Along with fair compensation and benefits as factors of job satisfaction, receiving rewards for efforts exerted at work also affect satisfaction. Employees become more satisfied whenever their efforts and performances at work are fairly rewarded. According to Hill (n.d.), an employees own views on the fairness of the companys wage and benefit scales play a significant role in assessing the level of job satisfaction. In addition, Hill also suggests that companies should establish a kind of tool or mechanism that can evaluate the performance of employees. With this, they can provide salary increases to top performers and give opportunities to earn special incentives, such as bonuses, extra paid time off or vacations to hardworking employees. These special rewards bring excitement to employees and it motivates them to do well, thus earning higher job satisfaction in the workplace (Tomina & Sorana, 2011).

2.1.6 Operating Conditions According to Danish and Usman (2010), operating conditions are concerned with all the rules, regulations, requirements, and procedures implemented at work. It is also concerned with the amount and type of work assigned to employees, including special tasks and activities. Furthermore, Hill (n.d.) explained that having good working conditions in the workplace contributes to job satisfaction because providing a stable and comfortable environment leads to employees efficiently completing their work. However, dealing with too much workload that may seem impossible to finish can lead to job dissatisfaction. Failing to complete assigned tasks may result to conflicts between the manager and employees, hence eventually intensifying the level of stress at work. This situation may be a result of ineffective management and poor planning. Therefore it is encouraged for the management to consider the capability and time of the employees before assigning huge tasks. They must aim for effective management in order to improve business performance.

2.1.7 Co-workers Employees greatly consider the treatment they receive from their coworkers. They would want to feel a sense of respect at work and therefore feel satisfied. In contrast, a work environment consisting of rude or unpleasant workers would most likely bring dissatisfaction. In this kind of work atmosphere, the managers should take actions to step in and mediate conflicts and misunderstandings before they escalate into even more complicated problems. Meanwhile, employees must also be reminded about the right and proper behaviors in the work place as well as the consequences for inappropriate attitudes. (Hill, n.d.; Tomina & Sorana, 2011; Elnaga, 2013) In line with this, Ozdemir (2009) mentioned that acceptance of an employee within the workplace helps develop healthy relationships and interactions,

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which eventually increases job satisfaction. On the other hand, Ozdemir also mentioned that if an employee feels out of place in the workplace or feels like a stranger, the employee tends to lose motivation, which leads to poor performance and dissatisfaction.

2.1.8 Nature of Work The nature of work is one of the most obvious factors that determine job satisfaction. It is one of the first factors to be considered when choosing a job. It is concerned with the interests or the liking and disliking of an employee regarding his/her job. If the employee finds his/her job interesting and enjoyable, satisfaction arises. Otherwise, if the employee does not like his/her job, it leads to dissatisfaction (Danish & Usman, 2010; Chatzoglou, et. al., 2011). 2.1.9 Communication From the article entitled What Factors Affect Employee Job Satisfaction?, Hill (n.d.) discussed that communication is also a very significant contributor when it comes to determining job satisfaction. Communication is an important tool in the workplace as it serves as a means of exchanging ideas and discussing concerns. Employees who believe that they cannot address concerns or problems with supervisors will often feel unsatisfied with their jobs. Conversely, if the lines of communication are open between the workers and the management, employees will most likely feel more comfortable and at ease when addressing any thoughts and concerns (Society for Human Resource Management, 2009; Tomina & Sorana, 2011; Elnaga, 2013). Hence, bringing job satisfaction.

2.2 Level of Job Satisfaction

2.2.1 Job Satisfaction Survey This research paper adapted the Job Satisfaction Survey by Paul Spector (1985 in Spector, 1997) as its research instrument. There are nine factors of job satisfaction assessed in the survey, namely: pay, promotion, supervision, fringe benefits, contingent rewards, operating conditions, coworkers, nature of work, and communication. The survey contains four statements/items regarding each factor, thus a total of 36 items.

2.2.2 General Results TABLE 1 Specific and Over-all Job Satisfaction

FACTORS
Pay Promotion Supervision Fringe Benefits Contingent Rewards Operating Conditions Coworkers Nature of Work Communication

WEIGHTED MEAN
3.47 4.11 4.7 3.27 3.45 3.18 4.44 4.31 4.17

INTERPRETATION

DS AS AM DS DS DS AS AS AS AGREE SLIGHTLY / OVER-ALL SATISFACTION 3.9 SLIGHTLY SATISFIED *Legend: DVM-Disagree Very Much; DM-Disagree Moderately; DS-Disagree Slightly; AS-Agree Slightly; AM-Agree Moderately; AVM-Agree Very Much The job satisfaction survey was conducted among fifty-one employees of MAPTAN Construction to assess the specific level of satisfaction for each of the nine factors, as well as the over-all job satisfaction of the employees. The over-all results of survey revealed that the employees of MAPTAN Construction are only slightly satisfied with their work, which garnered a weighted mean of 3.9. This may mean that the company gives fair treatment to their employees; however, it is not enough to meet the expectations of the employees. It is apparent from Table 1 that the factor with the highest level of satisfaction is Supervision, with a weighted mean of 4.7. It is also the only factor that received moderate satisfaction. Also included in the top three factors are Coworkers and Nature of Work, which garnered weighted means of 4.44 and 4.31 respectively. Furthermore, it can be seen from the data above that the bottom three, or the three factors with the lowest level of satisfaction are Contingent Rewards, Fringe Benefits and Operating Conditions. All of which garnered slight dissatisfaction and weighted means of 3.45, 3.27, and 3.18 respectively.

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2.2.3 Striking Results Top 3 TABLE 2 Satisfaction of Supervision

SUPERVISION
3. My supervisor is quite competent in doing his/her job. 12. My supervisor is unfair to me. *** 21. My supervisor shows too little interest in the feelings of subordinates. ***

WEIGHTED MEAN
5.02 4.65

INTERPRETATION
AM AM

4.57 AM 4.57 AM 30. I like my supervisor. 4.7 AGREE MODERATELY *Legend: Items with (***) are negatively stated; hence, answers are reversed. DVM-Disagree Very Much; DM-Disagree Moderately; DS-Disagree Slightly; AS-Agree Slightly; AM-Agree Moderately; AVM-Agree Very Much Data from Table 2 can be taken from Table 1, which revealed that the top factor affecting job satisfaction is supervision. Supervision gained the highest level of satisfaction, which means that MAPTAN Construction employees are happy with their current supervisors and managers for they perceive them as competent, fair and compassionate. Out of all the survey items referring to supervision, it is competence of their supervisor that got the highest response, with a weighted mean of 5.02. It can be deemed that the employees give acknowledgement and importance to the proficiency their supervisor is showing.

TABLE 3 Satisfaction of Coworkers

COWORKERS
7. I like the people I work with. 16. I find I have to work harder at my job because of the incompetence of people I work with. ***

WEIGHTED MEAN
4.75

INTERPRETATION
AM

3.61 AS 5.14 AM 25. I enjoy my coworkers. 4.27 AS 34. There is too much bickering and fighting at work. *** 4.44 AGREE SLIGHTLY *Legend: Items with (***) are negatively stated; hence, answers are reversed. DVM-Disagree Very Much; DM-Disagree Moderately; DS-Disagree Slightly; AS-Agree Slightly; AM-Agree Moderately; AVM-Agree Very Much On the other hand, Table 3 presents the statements concerning the employees perception of their coworkers to which was revealed to be the second factor that received highest satisfaction based on the general results from Table 1. From the statements above, it can be said that there is a friendly work environment present in MAPTAN Construction and also that the employees are in agreeable terms.

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TABLE 4 Satisfaction of Nature Of Work

NATURE OF WORK
8. I sometimes feel my job is meaningless. *** 17. I like doing the things I do at work.

WEIGHTED MEAN

INTERPRETATION

4.37 AS 5.06 AM 3 AS 27. I feel a sense of pride in doing my job. 4.82 AM 35. My job is enjoyable. 4.31 AGREE SLIGHTLY *Legend: Items with (***) are negatively stated; hence, answers are reversed. DVM-Disagree Very Much; DM-Disagree Moderately; DS-Disagree Slightly; AS-Agree Slightly; AM-Agree Moderately; AVM-Agree Very Much Meanwhile, Table 4 exhibits the gathered data regarding the nature of work, which explains how the mentioned factor ranked third in terms of level of satisfaction. Being a construction business, it requires time and effort in work especially in updating their inventory. Even in such a demanding case, the employees responses still proved that they particularly like the things they do at work and they find it very enjoyable, having weighted means of 5.06 and 4.62 respectively.

2.2.4 Striking Results Bottom 3

TABLE 5 Satisfaction of Contingent Rewards

CONTINGENT REWARDS
5. When I do a good job, I receive the recognition for it that I should receive. 14. I do not feel that the work I do is appreciated. *** 23. There are few rewards for those who work here. *** 32. I don't feel my efforts are rewarded the way they should be. ***

WEIGHTED MEAN
3.02 3.98 3.37

INTERPRETATION
DS AS DS

3.41 DS 3.45 DISAGREE SLIGHTLY *Legend: Items with (***) are negatively stated; hence, answers are reversed. DVM-Disagree Very Much; DM-Disagree Moderately; DS-Disagree Slightly; AS-Agree Slightly; AM-Agree Moderately; AVM-Agree Very Much Conversely, Table 5 unveils how contingent rewards came to be the factor with the third lowest satisfaction level. According to the data above, the employees of MAPTAN Construction are slightly dissatisfied with the rewards they receive from the company, with a response accumulating to a weighted mean of 3.45. Perhaps the company does not give proper recognition to the great efforts exerted by the employees as the statement referring to this received the lowest response with a mean of 3.02.

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TABLE 6 Satisfaction of Fringe Benefits

FRINGE BENEFITS
4. I am not satisfied with the benefits I receive. *** 13. The benefits we receive are as good as most other organizations offer. 22. The benefit package we have is equitable. 29. There are benefits we do not have which we should have. ***

WEIGHTED MEAN
3.12 2.61 3.84

INTERPRETATION
DS DS AS

3.51 AS 3.27 DISAGREE SLIGHTLY *Legend: Items with (***) are negatively stated; hence, answers are reversed. DVM-Disagree Very Much; DM-Disagree Moderately; DS-Disagree Slightly; AS-Agree Slightly; AM-Agree Moderately; AVM-Agree Very Much Based on the general results of job satisfaction survey, the factor with the second lowest satisfaction is fringe benefits, receiving a weighted mean of 3.27. As observed from the table 6, which presents responses pertaining to the said factor, employees are slightly dissatisfied with the benefits they get. Possibly, this may mean that the employees think that they deserve more than what is being given to them. Aside from this, the benefits received by the employees may not be as good as the benefits offered in other organizations for this statement received the lowest response with a mean of 2.61.

TABLE 7 Satisfaction of Operating Conditions

OPERATING CONDITIONS
6. Many of our rules and procedures make doing a good job difficult. *** 15. My efforts to do a good job are seldom blocked by red tape.

WEIGHTED MEAN
4.29

INTERPRETATION
AS

3.45 DS 2.37 DM 24. I have too much to do at work. *** 2.59 DS 31. I have too much paperwork. *** 3.18 DISAGREE SLIGHTLY *Legend: Items with (***) are negatively stated; hence, answers are reversed. DVM-Disagree Very Much; DM-Disagree Moderately; DS-Disagree Slightly; AS-Agree Slightly; AM-Agree Moderately; AVM-Agree Very Much Lastly, out of all the nine factors affecting job satisfaction, operating conditions received the lowest response of 3.18 from the employees. From the data given on Table 7, it seems that the company is under authoritative management, which means that the company follows written formal rules that must be remembered at all times to ensure that their standards are followed. Moreover, it seems like the management gives the employees so much workload and paperwork as the statements with regards to these received the lowest means of 2.37 and 2.59 respectively.

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2.2.5 Analysis Based on interviews conducted, the relationship of the employees with one another and also with their managers is one of the reasons why their work is enjoyable, proving the data found on Table 3. In an interview with MAPTAN Constructions Manager, Liany Delfin Mercado, she mentioned that she feels a great sense of responsibility to guide every employee in his or her job (Personal Communication, November 2013). This may be the reason why the factor, supervision, got the highest level of satisfaction. From the data found in Table 5 and 6, it seems like MAPTAN Constructions employees are not satisfied with the rewards and benefits they are receiving. According to Manager Mercado in an interview: the benefits of the company are based on the Labor Code of the Philippines (Personal Communication, 2013). However, one employee argued in an interview: I feel that the benefits or the mere salary itself is not really or fairly equated to the amount of work, task and pressure I have with me (Personal Communication, November 2013). This statement implies that the company should increase the benefits they give to their employees and give proper recognition to employees who deserve it. Moreover, according to an employee in an interview, the work environments ambience is comfortable but there are times when pressure and stress from work disrupts this type of ambience (Personal Communication, November 2013). This leads to low level of satisfaction in terms of operating conditions revealed by Table 7. The company needs to loosen up the amount of workload given to their employees but should still keep in track and ensure the good quality of their products. MAPTAN Construction must maintain the good performance of their supervisors and managers but they must improve in recognizing employees and appraising them as what their employees deserve. To increase the overall job satisfaction of the employees, the company must increase the benefits and rewards they give because these affect the overall job satisfaction, which may affect the business performance of the company. Since MAPTAN Construction employees are slightly satisfied with their work, it can be concluded that the business performance of the company is doing well.

2.3 Implications of the Job Satisfaction Level of the MAPTAN Construction Employees to Business Performance Employee satisfaction may bring numerous implications to the business performance of the company. The satisfaction of employees depends on the treatment being given to them by the company. The job satisfaction of employees could contribute to the rise or downfall of a company. Employees that are happy with their job become more productive; therefore, they become an asset for the improvement of business performance and growth of the company. On the other hand, employees who are unsatisfied turn out to be unmotivated and will only be a liability to the company. Based on the general results of the survey, employees are slightly

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satisfied with their work. This satisfaction may lead to motivation of the employees in producing the best output for the company hence it also improves the business performance of the company. One employee that was interviewed stated, when job satisfaction is achieved, many positive implications occur such as positive work environment, competitiveness, and work force engagement (Personal Communication, November 2013). These implications are the ingredients in achieving the goals of the company; therefore, once attained, business performance will surely increase. According to another employee that was interviewed, having job satisfaction will produce excellent work output, thus, it will result to excellent customer service that would generate higher profit for the business (Personal Communication, November 2013), meaning that job satisfaction will truly motivate an employee to perform well in his or her work.

With the analysis of the results of the survey conducted among MAPTAN Construction employees and also through interviews conducted among some employees as well as the manager show that there are several factors that the workers of the company are not satisfied with. The factors being mentioned are pay, benefits, rewards and operating conditions. One employee that was interviewed reported that employees sometimes do not enjoy their working days because they are not given proper recognition when a job is done well (Personal Communication, November 2013). Consequently, the employees are not motivated, making it difficult for them to work harder in their job. This type of behavior may deplete the growth of the business performance of the company. A low level of job satisfaction hints that poor output is to be expected causing the business to lose profits which therefore decreases business performance.

3.0 Summary/ Future Directions

3.1 Restatement of the Purposes/ Summary of Findings The level of work satisfaction of the MAPTAN Construction employees is assessed in this paper; furthermore, the implications to the business performance of the company are discussed in this paper as well. The factors that influenced job satisfaction are pay, promotion, supervision, fringe benefits, contingent rewards, operating conditions, co-workers, nature of work and communication. Based from the findings, MAPTAN Construction employees are slightly satisfied with their work. From the study, it can be concluded that the high and low levels of job satisfaction among of the employees of MAPTAN Construction lead to both positive and negative implications for the companys business performance.

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3.3 Limitations of the Study The results of the study clearly showed that MAPTAN Construction employees are only slightly satisfied with their job. Only nine factors that affect job satisfaction were used in the study. There are many other factors that affect the level of the job satisfaction of an employee and given that only nine of all the factors were used, the study does not report the results of the other factors. This study could be used as an instrument in improving the level of work satisfaction of the company. Also, this study may serve as a reference and guide for future research.

4.0 References

Abdullah, A., et. al. (n.d). Small and medium sized construction firms job satisfaction and performance evaluation in Nigeria. Retrieved from http://www.ijssh.org/papers/65H078.pdf Aziri, B. (2011). Job satisfaction: A literature review. Management Research and Practice, 3(4), 77-86. Bakan, I. & Buyukbese, T. (2013). The relationship between employees income level and employee job satisfaction: An empirical study. International Journal of Business and Social Sciences, 4(7), 18-25. Chatzoglou, P. D., et. al. (2011). Factors affecting accountants job satisfaction and turnover intentions: A structural equation model. Retrieved from http://icesal.org/2011%20PROCEEDINGS/docs/P7.pdf Cole, L. & Cole, M. (2008). Employee satisfaction and organizational performance: A summary of key findings from applied psychology. Retrieved from http://www.teammax.net/files/LiteratureReview.pdf Danish, R. Q. & Usman, A. (2010). Impact of reward and recognition on job satisfaction and motivation: An empirical study from Pakistan. International Journal of Business and Management, 5(2), 159-167. Elnaga, A. (2013). Measuring level of job satisfaction-A study of employees at Al-Islam trading company for auto spare parts. Journal Of Management Research, 5(1), 302-316. Giritli, H., Sertyesilisik, B., & Horman, B. (2013). An investigation into job satisfaction and organizational commitment of construction personnel. Global Advanced Research Journals, 2(1), 2-4. Hill, B. (n.d.). What are the factors affecting job satisfaction?. Retrieved from http://smallbusiness.chron.com/factors-affecting-job-satisfaction-20114.html Job Performance. (n.d.). In Business Dictionary. Retrieved November 17, 2013, from http://www.businessdictionary.com/definition/job-performance.html Judge, T., Thoresen, C., Bono, J., & Patton, G. (2001). The job satisfaction job performance relationship: A qualitative and quantitative review. Retrieved from http://www.psicologiauniroma4.it/LS/organizzazione/materiale/The%20job%20satisfaction.pdf

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Kartal, S., Ates, M., Ozcan, I., & Soyuk, S. (2011). Research on determining employee satisfaction of physicians working at primary health services. Journal Of Alanya Faculty Of Busines, 3(2), 1-17. Leimbach, M. (2006). Redefining employee satisfaction: Business performance, employee fulfillment, and leadership practices. Retrieved from http://www.wilsonlearning.com/images/uploads/pdf/employee_satisfaction_en.pdf MAPTAN Construction. (2013). Corporate profile [brochure]. Batangas City, PH. Ozdemir, S. (2009). Factors influencing job satisfaction in Azerbaijan companies. Retrieved from http://journal.qu.edu.az/article_pdf/1004_37.pdf Parvin, M. & Kabir, M. (2011). Factors affecting employee job satisfaction of pharmaceutical sector. Retrieved from http://www.ajbmr.com/articlepdf/AJBMR_19_23i1n9a13a.pdf Qasim, S., Cheema, F., & Syed, N. A. (2012). Exploring factors affecting employees job satisfaction at work. Journal of Management and Social Sciences, 8(1), 31-39. Saari, L. & Judge, T. (2004). Employee attitudes and job satisfaction. Wiley Periodicals, Inc. 43(4), 395-407. Sarwar, S. & Abugre, J. (2013). The influence of rewards and job satisfaction on employees in the service industry. The Business & Management Review, 3(2), 23-32. Seyed Rahim, B. & Abu Daud, S. (2013). Employees' job satisfaction and its influence on willingness to work in teams. Journal Of Management Policy & Practice, 14(1), 127-140. Society for Human Resource Management. (2009). 2009 Employee job satisfaction: Understanding the factors that make work gratifying. Retrieved from http://shrm.org Spector, P. (1997). Job satisfaction: Application, assessment, causes, and consequences. Retrieved from http://books.google.com.ph/books?id=nCkXMZjs0XcC&printsec=frontcover#v=onepage& q&f=false Tomina, S. & Sorana, S. (2011). Do we really hate our jobs? Determinants of job satisfaction in Romania. Annals Of The University Of Oradea, Economic Science Series, 20 (2), 723729.

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Leimbach, M. (2006). Redefining Employee Satisfaction: Business Performance, Employee Fulfillment, and Leadership Practices. Retrieved from http://www.wilsonlearning.com/images/uploads/pdf/employee_satisfaction_en.pdf Parvin, M. & Kabir, M. ( 2011). Factors Affecting Employee Job Satisfaction of Pharmaceutical Sector. Retrieved from http://www.ajbmr.com/articlepdf/AJBMR_19_23i1n9a13a.pdf Saari, L. & Judge, T. (2004). Employee Attitudes and Job Satisfaction. Retrieved from http://utm.edu/staff/mikem/documents/jobsatisfaction.pdf

Elnaga, A. (2013). Measuring Level of Job Satisfaction-A Study of Employees at Al-Islam Trading Company for Auto Spare Parts. Journal Of Management

Research, 5(1), 302-316.

Seyed Rahim, B., & Abu Daud, S. (2013). Employees' Job Satisfaction and Its Influence on Willingness to Work in Teams. Journal Of Management Policy & Practice, 14(1), 127-140. Judge, T., Thoresen, C., Bono, J., & Patton, G. (2001). The job satisfaction job performance relationship: A qualitative and quantitative review. Retrieved from http://www.psicologiauniroma4.it/LS/organizzazione/materiale/The%20job%20satisfaction.pdf Tomina, S., & Sorana, S. (2011). Do we really hate our jobs? Determinants of job satisfaction in Romania. Annals Of The University Of Oradea, Economic Science Series, 20(2), 723-729. Kartal, S., Ates, M., Ozcan, I., & Soyuk, S. (2011). RESEARCH ON DETERMINING EMPLOYEE SATISFACTION OF PHYSICIANS WORKING AT PRIMARY HEALTH SERVICES. Journal Of Alanya Faculty Of Business / Alanya

Isletme Fakltesi Dergisi, 3(2), 1-17.

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JOB SATISFACTION SURVEY There is no doubt that monetary rewards play a very influential role in determining job satisfaction. Pay is one of the fundamental components of job satisfaction since it has a powerful effect in determining job satisfaction. Individual has infinite needs and money provides the means to satisfy these needs, (Arnold and Feldman 1996). However, there is no such empirical evidence that asserts that pay alone improves worker satisfaction or reduces dissatisfaction (Bassett 1994). The author is of the opinion that handsome salary cannot be the only factor of job satisfaction even highly paid employees may still be dissatisfied if they do not like the nature of their job. Moreover, a study conducted by Young, Worchel and Woehr (1998) in the public sector organizations revealed the failure of any significant relationship between job satisfaction and pay. (Exploring Factors Affecting Employees' Job Satisfaction at Work)

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Money is a good motivator, actually all employees work for money, employees need the money, a good salary and good compensations are key factors in satisfying the employee. We can increase the employee salary and compensation to motivate the employee, the good pay back can be one of the key factors affecting job satisfaction, also in this way one can increase the service quality and organizational performance. (FACTORS AFFECTING EMPLOYEE JOB SATISFACTION OF PHARMACEUTICAL SECTOR)

Employees are more satisfied with their current job if they see a path available to move up the ranks in the company and be given more responsibility and along with it higher compensation. Many companies encourage employees to acquire more advanced skills that will lead to the chance of promotion. Companies often pay the cost of tuition for employees taking university courses, for example. During an employee's annual performance review, a supervisor should map out a path showing her what she needs to accomplish and what new skills she needs to develop in order to be on a track to advancement within the organization. (chron)

Based on interviews conducted, the relationship of the employees with one another and also with their managers is one of the reasons why their work is enjoyable, proving the data found on Table 3. From the data found in Table 5 and 6, it seems like MAPTAN Constructions employees are not satisfied with the rewards and benefits they are receive. This means that the company should increase the benefits they give to their employees and give proper recognition to employees who deserve it. According to an employee in an interview, the work environments ambience is comfortable but there are times when pressure and stress from work disrupts this type of ambience (Personal Communication, November 2013). This leads to low level of satisfaction in terms of operating conditions revealed by Table 7. The company needs to loosen up the amount of workload given to their employees but should still keep in track and ensure the good quality of their products. MAPTAN Construction must maintain the good performance of their supervisors and managers but they must improve in recognizing employees and appraising them as what their employees deserve. To increase the overall job satisfaction of the employees, the company must increase the benefits and rewards they give because these affect the overall job satisfaction, which may affect the business performance of the company. Since MAPTAN Construction employees are slightly satisfied with their work, it is

Employee satisfaction may bring numerous implications to the business performance of the company. The satisfaction of employees depends on the treatment being given to them by the company. The job satisfaction of employees could contribute to the rise or downfall of a company. Employees that are happy with their job become more productive; therefore, they become an asset for the improvement of business performance and growth of the company. On the other hand, employees who are unsatisfied turn out to be unmotivated and will only be a liability to the company. Based on the general results of the survey, employees are slightly

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satisfied with their work. This satisfaction may lead to motivation of the employees in producing the best output for the company hence it also improves the business performance of the company. One employee that was interviewed stated, when job satisfaction is achieved, many positive implications occur such as positive work environment, competitiveness, and work force engagement (Personal Communication, November 2013). These implications are the ingredients in achieving the goals of the company. Therefore once attained, business performance will surely increase. A high level of job satisfaction indicates that excellent output is expected causing the business to generate higher profits and thus increasing business performance.

An analysis of the data collected from the results of the survey conducted among MAPTAN Construction employees and an interview conducted among employees showed that there are several factors the workers of the company are not satisfied with. The factors being mentioned are pay, benefits, rewards and operating conditions. One employee that was interviewed reported that employees sometimes do not enjoy their working days because they are not given proper recognition when a job is done well. Consequently, the employees are not motivated, making it difficult for them to work harder in their job. This type of behavior may deplete the growth of the business performance of the company. A low level of job satisfaction hints that poor output is to be expected causing the business to lose profits which therefore decreases business performance.

The level of work satisfaction of the MAPTAN Construction employees is assessed in this paper; furthermore, the implications to the business performance of the company are discussed in this paper as well. Based from results of findings, MAPTAN Construction employees are slightly satisfied with their work. From the study, it can be concluded that a high level of work satisfaction of the employees of MAPTAN Construction leads to positive implications for the companys business performance. The results of the study clearly showed that MAPTAN Construction employees are only slightly satisfied with their job. Nine factors only that affects job satisfaction were used in the study, specifically, pay, promotion, supervision, fringe benefits, rewards, operating conditions, coworkers, nature of business, and communication. There are many other factors that affect the level of the job satisfaction of an employee and given that only nine of all the factors were used, the study does not report the results of the other factors. The level of the satisfaction of the employees of MAPTAN Construction in the other factors that were not included in the survey conducted is not reported in this study. This study could be used as an instrument in improving the level of work satisfaction of the company.

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