Chapter 1

INTRODUCTION

Background of the Study

The importance of work environment in job satisfaction cannot be underestimated.

Why do some feel good with their job schedules and accomplish better than others?

While some gladly look forward to the next day’s activities at work, others feel clouded

with the mere thought of the work ahead and the next day’s activities. Some businesses

fail to understand the importance of working environment for employee job satisfaction

and thus face a lot of difficulties during their work. Such organizations are internally weak

therefore unable to introduce innovative products into the market to outshine their

competitors. The employee is an essential component in the process of achieving the

mission and vision of a business. Employees should meet the performance criteria set by

the organization to ensure the quality of their work. To meet the standards of organization,

employees need a working environment that allows them to work freely without problems

that may restrain them from performing up to the level of their full potential.

The working environment is one of the most crucial factors which influence the

level of satisfaction as well as the motivation of its employees. The productivity of

employees is determined excessively by the environment in which they work.

Several studies have been conducted to look into the relationship between employees'

level of work satisfaction and longevity to employee performance. In fact, all these

1
studies had one thing in common, thus, employee satisfaction correlates with

employees' work environment.

Hence, the main objective of the researchers to carry out this research is to examine

the relationship between work environment and job satisfaction of employees in lending

companies.

Significance of the Study

The primary aim of conducting this research is to study how work environment will

be affecting the job satisfaction of employees in Lending companies. The assessment of

the employee response to their satisfaction and working environment will benefit the

following:

Human Resource Development Management (HRDM) Students. The data to be

gathered will be used as the basis for further studies. The research will help the students

to better understand the satisfaction and working environment of employees. It will

contribute to gaining new knowledge to a field.

Human Resource (HR) Department. The data to be gathered will help the Human

Resource Department for additional information about the employee’s satisfaction and

working environment within the organization.

Employees. The data to be gathered will provide additional and useful information

about the development of their organization.

2
 Future Researchers. The data to be gathered from the study provide some starting

point like techniques, approaches, and strategies for developing research, engaged

management practices within the organization.

Statement of the Problem

The study aimed to determine the level of employee's satisfaction within the working

environment of different lending companies within Subic, Castillejos and San Marcelino

during the fiscal year 2018-2019.

Specifically, the study attempted to answer the following specific questions.

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

1.1 Age;

1.2 Gender; and

1.3 Years in the organization?

2. What is the employee’s level of satisfaction in working environments of the

lending companies in terms of:

2.1 working environment; and

2.2 commitment?

3. What is the relationship between work environment and employee’s satisfaction?

Scope and Limitation

This study is limited to the relationship between employee satisfaction and the

working environment in the organization. The respondents in this study were the front

3
office employees of different branches of lending companies within Subic, Castillejos and

San Marcelino, Zambales.

4
 Chapter 2

REVIEW OF RELATED LITERATURE

Employee Satisfaction

Hoppock defined job satisfaction as any combination of psychological, physiological

and environmental circumstances that cause a person truthfully to say I am satisfied with

my job (Hoppock, 1935). According to this approach, although job satisfaction is under

the influence of many external factors, it remains something internal that has to do with

the way how the employee feels. That is job satisfaction presents a set of factors that cause

a feeling of satisfaction.

Vroom in his definition of job satisfaction focuses on the role of the employee in

the workplace. Thus he defines job satisfaction as affective orientations on the part of

individuals toward work roles which they are presently occupying (Vroom, 1964)

Mc Shane and Travaglione defined it as an appraisal of the perceived job

characteristics, work environment and emotional experiences at work. A collection of

attitudes about different aspects of the job and work context.

Weiss (2002) has argued that job satisfaction is an attitude but points out that

researchers should clearly distinguish the objects of cognitive evaluation which can affect

beliefs, behaviors and a certain extent of emotion. This definition suggests that employees

develop attitudes towards their jobs by taking into account their beliefs, behaviors, and

feelings. Another distinct definition of job satisfaction is that an employee's affective

reactions to a job based on comparing actual outcomes with desired outcomes.

5
 Maslow's hierarchy of needs is one of the prominent motivation theory that laid the

foundation for job satisfaction theory. This theory explains that people seek to satisfy five

specific needs in life – physiological needs, safety needs, social needs, self-esteem needs,

and self-actualization. In this theory, it states that the lower needs must be met before the

others can be achieved. This model served as a good basis from which early researchers

could develop job satisfaction theories (Robbins and Coulter (2007)

Employee satisfaction represents a combination of positive or negative feelings that

workers have towards their work. Meanwhile, when a worker employed in a business

organization, brings with it the needs, desires, and experiences which determinates

expectations that he has dismissed. Job satisfaction represents the extent to which

expectations are and match the real awards. Job satisfaction is closely linked to that

individual's behavior in the workplace (Davis, 1985).

“Employee satisfaction focuses on three components of organizational behavior: that

is cognitive, affective, and behavioral and is widely used to determine overall satisfaction

in human capital management” (Hoffman-Miller, 2013). A number of factors influence

job satisfaction and they change over time; the fluctuation could be attributed to changes

within the workplace as well as economic, demographic and social.

Kaliski (2007) Employee satisfaction is a worker's sense of achievement and

succession of the job. It is generally perceived to be directly linked to productivity as well

as to personal well-being. Employee satisfaction implies doing a job one enjoys, doing it

well and being rewarded for one's efforts. Employee satisfaction further implies

enthusiasm and happiness with one's work. Job Satisfaction is the key ingredient that leads

6
to recognition, income, promotion, and the achievement of other goals that lead to a feeling

of fulfillment.

Locke and Lathan (1976) give a comprehensive definition of employee satisfaction as

a pleasurable or positive emotional state resulting from the appraisal of one's job or job

experience. Employee satisfaction is a result of employee's perception of how well their

job provides those things that are viewed as important.

Luthan (1998) posited that there are three important dimensions to employee

satisfaction: Employee satisfaction is an emotional response to a job situation. As such, it

cannot be seen, it can only be inferred. Employee satisfaction is often determined by how

well the outcome meets or exceed expectations. For instance, if organization participants

feel that they are working much harder than others in the department but are receiving

fewer rewards they will probably have negative attitudes towards the work, the boss and

or coworkers. On the other hand, if they feel they are being treated very well and are being

paid equitably, they are likely to have positive attitudes towards the job. Employee

satisfaction represents several related attitudes which are the most important

characteristics of a job about which people have an effective response.

Brookfield (1998), individuals with high levels of employee satisfaction would have

healthier physical and psychological records that very likely result in higher productivity

and effectiveness in their job performance and will staying longer in the organization.

Buchanan (2006) Employee satisfaction is a complex and multifaceted

concept, which can mean different things to different people. Employee satisfaction is

usually linked with motivation, but the nature of this relationship is not clear. Satisfaction

7
is not the same as motivation. "Employee satisfaction is more an attitude, an internal state.

It could, for example, be associated with a personal feeling of achievement, either

quantitative or qualitative." In recent years attention to job satisfaction has become more

closely associated with broader approaches to improved job design and work organization,

and the quality of working life movement.

Corsini (1999) stressed that Employee satisfaction has been defined as, the attitude of

an employee toward a job, sometimes expressed as a hedonic response of liking or

disliking the work itself, the rewards pay, promotions, recognition, or the context such as

working conditions, benefits.

Noel et al. (2009) posited that Employee satisfaction is simply how people feel about

their jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their

jobs. It can also be a reflection of good treatment and an indicator of emotional well-being.

There are three aspects of employee satisfaction. Values are aspects of employee

satisfaction. These are connected to a person' consciously and unconsciously desires to

obtain. People will be satisfied with their jobs as long as they perceive their jobs meet their

important values. Ideas are considered as the second aspect of employee satisfaction

because it is important to know that different employees have different views of work

because the same circumstances can produce different levels of employee satisfaction. The

perception is the third aspect of job satisfaction. Job satisfaction is not always based on

objective and complete measurement of the situation. Each person compares job

satisfaction to his or her values, and people are likely to differ in what they perceive.

8
 Federico (1996) As long as individuals remain satisfied in which to continue

employment, they tend to do what is necessary to stay employed, that is, meet at least the

minimum role expectations. Additionally, they engage in behaviors that maintain

satisfying relationships with supervisors, subordinates and co-workers. A satisfied

employee tends to be absent less often, make positive contributions and stay. In contrast,

a dissatisfied employee may be absent more often, may experience stress that disrupts

coworkers and may be continually looking for another job.

Working Environment

Oludeyi (2015) defined it in its simplest form as the settings, situations, conditions,

and circumstances under which people work.

Briner (2000), to define working environment as a very broad category that

encompasses the physical setting (e.g. heat, equipment etc.), characteristics of the job itself

(e.g. workload, task complexity), broader organizational features (e.g. culture, history) and

even aspects of the extra organizational setting (e.g. local labour market conditions,

industry sector, work-home relationships). It means that the work environment is the sum

of the interrelationship that exists among the employees and the employers and the

environment in which the employees work which includes the technical, the human and

the organizational environment.

Spector (1997) observed that most businesses ignore the working environment within

their organization resulting. In an adverse effect on the performance of their employees.

According to him, working environment consists of safety to employees, job security,

good relations with co-workers, recognition for good performance, the motivation for

9
performing well and participation in the decision making the process of the firm. He

further elaborated that once employees realize that the firm considers them important, they

will have a high level of commitment and a sense of ownership for their organization.

Sousa-Poza & Sousa-Poza, (2000) the working environment consists of two broader

dimensions such as work and context. Work includes all the different characteristics of the

job like the way job is carried out and completed, involving the tasks like task activities

training, control on one's own job-related activities, a sense of achievement from work,

variety in tasks and the intrinsic value for a task. Many research papers have focused on

the intrinsic aspect of job satisfaction

Results have shown that there is a positive link between the work environment and

intrinsic aspect of job satisfaction. Further, they described the second dimension of job

satisfaction known as context comprises of the physical working conditions and the social

Bakotic & Babic (2013) found that for the workers who work under difficult working

conditions, working condition is an important factor for job satisfaction, so workers under

difficult working conditions are dissatisfied through this factor. To improve the

satisfaction of employees working under difficult working conditions, it is necessary for

the management to improve the working conditions. This will make them equally satisfied

with those who work under the normal working condition and in return overall

performance will increase.

Chandrasekar (2011) argue that an organization needs to pay attention to create a work

environment that enhances the ability of employees to become more productive in order

to increase profits for an organization. He also argued that Human to human interactions

and relations are playing a more dominant role in the overall job satisfaction rather than

10
money whereas management skills, time and energy, all are needed for improving the

overall performance of the organization in the current era.

Opperman (2002) to define workplace environment as the composition of three major

sub-environments which include the technical environment, the human environment, and

the organizational environment. According to them technical environment refers to tools,

equipment, technological infrastructure and other physical or technical elements of the

workplace.

Kyko (2003) believes that irresponsible or uncommitted employees can change to be

responsible and be more committed to join conducive work environment because such

environments reinforce the self-actualizing traits in them. While reverse may be the case

under toxic environment. It is these two kinds of workplace environment that serves as

conceptual framework of this study. Workplace environment is thus defined in this study

as sum of the interrelationship between employees and employers and the environment in

which they operate which may be conducive or toxic. In the university contexts, how can

types of work environment be categorized? Since campus community is a spectacular kind

of work environment which differ in a lot of ways from other manufacturing or service

based organizations from which previous research have deduced the two types of work

environment, we may need to broaden our horizon on these two types of work environment

by investigating what could be toxic or conducive to workers in campus communities.

John Holland (2015) there are many different types of work environment. Several

attempts have been made to put the different types in an organized way, as seen with the

Holland Codes a psychologist with an interest in matching people with work environments

that suit their personalities. Holland’s approach to the types of work environment looked

11
at the nature of the work done. He identified six different environments: realistic, social,

enterprising, artistic, investigative, and conventional.

Dwyer et al., (1991) in realistic environments, work is more hands on, while

investigative environments place a high priority on thinking and theoretical discussions.

Enterprising environments involve more self-initiative to start and innovate projects.

Conventional work environments use set protocols and routines, such as data basing

customer information, while artistic environments promote creativity and the production

of works of art. Social work environments involve a high degree of interaction, as seen in

customer service and teaching.

Salin (2003) Another way to look at work environments is to assess the physical

surroundings, differentiating between offices, warehouses, retail stores, scientific research

facilities, fieldwork sites, and so forth. These work environments may be suited to different

kinds of personalities and career goals. The physical environment can also have an impact

on suitability for work; some people do not enjoy the rigid and controlled climate of a lab,

for instance, or prefer working outdoors. Concerns about conditions in different types of

work environment may be an issue for some job seekers with worries about their ability to

thrive in physically demanding or boring environments.

Lane et al, (2010) Different factors within the working environment such as wages,

working hours, autonomy given to employees, organizational structure and

communication between employees & management may affect job satisfaction argue that

in organizations, can be observed that mostly employees have problems with their

supervisor who is not giving them the respect they deserve. Supervisors also show harsh

12
behaviors to employees due to which they are not comfortable to share good and

innovative ideas with their supervisors. Furthermore, he describes that top management

limits employees to their tasks rather than creating a sense of responsibility in employees

by making them work in teams to attain high.

Kerke (2010) state, creating a safer work environment is crucial to every business.

This does not only imply that the organizations should avoid accidents but it also means

that organization should discourage any kind of unhealthy and unsafe staff practices. Every

organization should adopt workplace safety as its regular feature. In order to ensure safety

at the workplace, an organization can conduct regular safety briefings. There are many

organizations, who in order to provide their employees with safety, having daily safety

meetings and many others have weekly safety meetings performance.

Franco (2014) the work environment can be defined as the environment in which

people work that include physical setting, job profile, culture and market condition. Each

aspect is inter linked and impacts on employees overall performance and productivity. It

is the quality of the employees’ workplace environment that most impacts on their level

of motivation subsequently performance.

Ryan and Deci (2000) In general parlance the work environment can be said as the

environment in which people work that include physical setting, job profile, culture and

local labor market condition. It doesn’t mean that all these are equally important for better

working environment however each aspect is inter linked and influence on employees

overall performance and productivity. It has been concluded by most of the management

executives that the performance of employees stands up on the size of the compensation

13
package. Although compensation package is one of the extrinsic motivation tool, it has

limited short term effect on employees’ performance.

Dela Cruz (2001) Employees comfort on the job, determined by workplace conditions

and environment has been recognized as an important factor for measuring their

satisfaction. Because of this reason most of the organizations have been trying to new

designs and techniques to construct office premise, which can increase productivity and

attract more employees. As noted by the many researchers, the physical layout of the

workspace, along with efficient management processes, is playing a major role in boosting

employee’s satisfaction and improving organizational performance.

Cahilig (1999) proposed that there are two components of work environment: culture

and climate. During the last decade these two constructs have gained to achieve longer-

term goals resulting in increased job comparatively more attention of researchers Some

satisfaction Transformational leaders pay researchers have used these two terms

interchangeably individualized attention which becomes an important whereas, others

claim that they overlap reason of motivating followers to perform beyond while, some

emphasize that they are different from each expectation other.

Sarode (2004) The study examined the effect of two constituents of work environment

(i.e. physical and psychosocial) on employees’ job satisfaction and performance, and

organizational effectiveness in a sample of 360 technical supervisors and operating core

personnel. The analyses revealed that participants who perceived their work environment

as to be adequate and favorable scored comparatively higher on the measures of job

satisfaction, performance, and perceived organizational effectiveness. The two

14
constituents of work environment were also found causing significant variance in

employees’ job behavior and their perception of organizational effectiveness. Regression

analyses revealed that among the various components of work environment, working

condition, welfare provisions, interpersonal relations, and trust and support predominantly

contribute to employees’ job behavior and organizational effectiveness. The results also

specified that psycho-social environment in work-place exert more impact on employees’

job behavior and organizational effectiveness than the physical environment does.

. The independent variable in this research is the working environment in which the

employees are working within an organization and the dependent variable is the Job

satisfaction of employees. Working environment includes the working conditions, job

safety, job security, relationship among employees, esteem needs of employees and the

influence of top management on the work of employees

This research study tested the relationship between working conditions and the job

satisfaction. The hypothesis below was developed to analyze the relationship between the

variables

Null Hypothesis

Working environment is not directly related to employees' satisfaction

WORKING JOB
ENVIRONMENT 15
SATISFACTION
Figure 1. A conceptual model of Working Environment and Job Satisfaction

Definition of Terms

The following terms are operationally defined in this study:

Employee satisfaction - a measure of workers' contentedness with their job, whether or

not they like the job or individual aspects or facets of jobs, such as nature of work or

supervision. Job satisfaction can be measured in cognitive (evaluative), affective (or

emotional), and behavioral components.

Lending companies - in its most general sense is the temporary giving of money or

property to another person with the expectation that it will be repaid. In a business and

financial context, lending includes many different types of commercial loans.

Working environment - used to describe the surrounding conditions in which an

employee operates. The work environment can be composed of physical conditions, such

as office temperature, or equipment, such as personal computers. It can also be related to

factors such as work processes or procedures.

Chapter 3

16
 RESEARCH METHODOLOGY

The third chapter justifies how the research was carried out. It focuses on the

implementation of research design at first. Data collection methods of the research will

be provided after that. Sampling design, construct instrument and research instrument

used will be explained as well.

Research Design

In this research, researchers used the descriptive method of research to

gather information about the present existing condition. The purpose of

employing this method is to describe the nature of a situation, as it exists at

the time of the study and to explore the cause/s of particular phenomena. The

researcher opted to use this kind of research considering the desire of the researcher to

obtain first hand data from the respondents so as to formulat e rational and

sound conclusions and recommendations for the study. Descriptive research aimed at

casting light on current issues or problems through a process of data collection that

enables them to describe the situation more completely than was possible without

employing this method. Descriptive research is research used to “describe” a situation,

subject, behavior, or phenomenon. It is used to answer questions of who, what, when,

where, and how associated with a particular research question or problem. Descriptive

studies are often described as studies that are concerned with finding out “what is”. It

attempts to gather quantifiable information that can be used to statistically analyze a

target audience or a particular subject.

17
RESPONDENTS

The target respondents in this study were the front office employees of different branches

of lending companies within Subic, Castillejos and San Marcelino, Zambales.

LOCALE

Figure 2. Research Locale

RESEARCH INSTRUMENTS

The main instrument used in the study is a survey questionnaire made by the

researchers which consisted of twenty (20) items, ten (10) items about the working

environment and ten (10) other items about employee satisfaction. The instrument was

structured in the modified Likert fashion, on a 4 – point scale, ranging from “strongly

agree” (SA), through “agree” (A), “disagree” (D) to “strongly disagree” (SD). Subjects

18
were then instructed to respond to their degree of agreement with the statements

contained in the instrument. The study was conducted in some lending companies within

Subic, Castillejos and San Marcelino, Zambales. The main purpose of the study was to

see the impact of employee satisfaction on their working environment. In this purpose,

data were collected from these employees.

DATA GATHERING PROCEDURE

The following are the steps to be followed to gather data:

Phase 1. Researchers asked for consent which stated the purpose and rationale of the

research to the management.

Phase 2. The researchers scheduled the interview ahead of time.

Phase 3. The researchers assured the respondents that their answers will be treated

with confidentiality and in good use of the researchers.

Phase 4. The researchers received the approval of the management.

Phase 5. The researchers presented the letter to the target respondents and personally

distributed the questionnaires

RATING SCALE

Table 1. Satisfaction Rating Scale

Verbal Description Range

Strongly Agree 3.50 – 4.00
Agree 2.50 – 3.49
Disagree 1.50 – 2.49
Strongly Disagree 1.00 – 1.49

19
 The satisfaction rating scale used maintains the standard that having correct answers

are ranging from 1.00-1.75 of the number of items then it is considered highly

dissatisfied. If they got a score ranging from 1.76-2.5 of the total number they are

Dissatisfied. If the employees got a score ranging from 2.51-3.24 of the total item, they

are on satisfied rating and if they got a score ranging from 3.26-4.00 of the total number

they are on the highly Satisfied Rating.

Table 2. Working Environment Rating Scale

Verbal Description Range

Strongly Agree 3.50 – 4.00
Agree 2.50 – 3.49
Disagree 1.50 – 2.49
Strongly Disagree 1.00 – 1.49

20
 Chapter 4

PRESENTATION, INTERPRETATION AND ANALYSIS OF DATA

The questionnaire is divided into three parts. Part I is consists of demographic profile

variables. Respondents were asked questions providing the information regarding their

characteristics. These variables are name, age, gender, occupation and years in

organization. Part II is for measuring the impact of their working environment. And Part

III is for measuring the employee’s satisfaction. The researchers used the five point Likert

Scale as a response format.

Demographic Profile of the Respondents

The profile of the respondents is presented in the following tables.

Table 3. Frequency and Distribution of Respondents by Age

AGE FREQUENCY PERCENTAGE

41-45 1 3
36-40 4 14
31-35 3 10
26-30 10 33
20-25 12 40
TOTAL 30 100
MEAN AGE 30

Table 3 shows the distribution of respondents by age. Twelve (12) employees are aged

20-25 which is 40%. 26-30 with ten (10) and a percentage of 33%. 31-35 shows a

frequencies of three (3) with a percentage of 10%. 36-40 has a 14% percentage and a

21
number of four (4) in frequency and lastly ages 41-45 with 1 person and a percentage of

3%. The data above shows that the mean age will range at 30 years old.

Table 4. Frequency and percentage Distribution of Respondents by Gender

GENDER FREQUENCY PERCENTAGE

FEMALE 16 53.33
MALE 14 46.67
TOTAL 30 100

Table 4 shows the respondents’ distribution by gender. There are 16 females that

corresponds to 53.33% and 14 Male respondents which is 46.67 by percentage. This then

resulted that the most number of respondents are females.

Table 5. Frequency and Percentage Distribution of Respondents by years in the

Organization

NO. OF YEARS FREQUENCY PERCENTAGE RANK

Less than one year 6 20 2
1-2 18 60 1
3-4 1 3 4
5-6 4 14 3
More than six (6) 1 3 4
years
TOTAL 30 100

Table 5 shows the distribution of respondents according to their number of years in

the organization. There are six (6) respondents with less than one (1) year in the

organization which is equivalent to 20% by percentage, eighteen respondents with 1-2

years in the organization, only 1 (3%)that stays in organization for 3-4 years. There are for

(4) respondents which is 5-6 years and a percentage of 14% lastly there is a 1 respondent

that corresponds to 3% which is 6 years in the organization.

22
Respondents’ Level of Satisfaction

Table 6 shows the respondents’ level of satisfaction in terms of working environment.

Table 6. Respondents’ Level of Satisfaction in terms of Working environment

Verbal
Statement Mean
Interpretation
1. My co-workers give each other respect. 3.23 Agree
2. I have seen a quality of my colleague that I'd like to 3.13 Agree
nurture in myself.
3. I am inspired by the purpose and mission of my 3.26 Agree
organization.
4. My organization's values are aligned with the values that I 3.2 Agree
consider important in my life.
5. Our office have machinery and equipment beneficial to 3.2 Agree
department members.
6. The tools and equipment I need to do for my job are 3.1 Agree
readily available.
7. My co-workers have open communication with each other. 3.26 Agree
8. As social beings, we naturally seek support from our peers 3.06 Agree
and seek belongingness to a group.
9. My co-workers and I work well together to accomplish our 3.23 Agree
organizational goals
10. The working environment in our company is generally 3.13 Agree
good and healthy

Overall 3.21 Agree

Working Environment. Based on the table, the respondents “agree” that they are

satisfied in terms of working environment based from the overall mean of 3.21.

23
 Table 7 shows the respondents’ level of satisfaction in terms of commitment.

Table 7. Respondents’ Level of Satisfaction in terms of Commitment

Verbal
Statement Mean
Interpretation
1. If I could choose the career again I would make the same 3.1 Agree
decision.
2. My job has more advantages than disadvantages. 3.26 Agree
3. I really enjoy my work. 3.26 Agree
4. I am rewarded for the quality of my effort 3.2 Agree
5. My job makes used as my skills and abilities 3.16 Agree
6. I am enjoying personal growth 3.33 Agree

7.Management invested to the success of the team 3.26 Agree

8. Care taken in the appreciation of good work done 3.06 Agree
9. Managers value my feed backs and opinions regarding 2.96 Disagree
work
10 Non-threatening ways of communicating the weaknesses 3.13 Agree
of the employees
Overall 3.18 Agree

Commitment. Based on the table, the respondents “agree” that they are satisfied in

terms of commitment based from the overall mean of 3.18.

24
 Relationship between work environment and employee’s job satisfaction

Table 8 shows the correlation between work environment and employee’s job

satisfaction

Table 8. Correlation table

Variables Mean r-value Interpretation

Working 3.21 0.712** High Correlation
Environment
Job Satisfaction 3.18
**. Correlation is significant at the 0.01 level (2-tailed).

The table implies that there is a positive high correlation between the working

environment and job satisfaction. This means that if the working environment is good and

conducive, job satisfaction will likely increase.

25
 Chapter 5

SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

Summary of Findings

Due to the continuing commitment to the development and wellness of the

organization and its staff in improving the organizational culture, the researchers who are

BSBA students of President Ramon Magsaysay State University conducted an employee

Opinion Survey regarding working environment and employee satisfaction.

The survey examined each of the employees’ viewpoint on organization topics

including working environment and employee satisfaction. It intended to use the data to

help create mechanisms related to the improvement of the organization.

The survey was conducted in March 2019. The employees were given time during

their working hours to complete the researcher’s survey and due to the nature of their work,

researchers able to respond with confidentiality on their responses.

The following are the findings of the research:

1. Almost half of the employees are aged 20-25, there are more female employees

compared to male employees, and most of them are working in the lending

companies for 1 to 2 years.

2. The respondents “agree” that they are satisfied in the working environment and

in their commitment.

3. There is a significant positive high correlation between work environment and

employee’s commitment (r=7.12).

26
CONCLUSIONS

The following conclusions are derived based from the findings.

1. A typical employee is aged 20-25, female and in service for 1 to 2 years.

2. The respondents are satisfied in working environment and in their commitment

as employees.

3. There is a significant relationship between work environment and employee’s

commitment.

RECOMMENDATIONS

From the result of the survey, the researchers recommend the following to the

management:

1. Good relationship between employees and management must be maintained.

2. Employees appreciation impacts to the development of the organization

3. Team building helps a stronger relationship between employees.

4. Motivation keeps employees

To the Future Researchers.

1. Choose a company that will respond to your research survey.

2. Getting ideas from past researchers contributes a great help

3. The number of respondents is highly considered.

27
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Buchanan K. Business and Economics Journal (2006). Job performance and Satisfaction.
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Chundrasekar (2011). Workplace Environment and its Impact on Organizational

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 Appendices
Appendix A
Raw Data for Working Environment

WORKING ENVIRONMENT
RESPONDENTS Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 MEAN

1. 4 4 4 4 4 4 4 3 4 4 3.90
2 4 3 3 3 4 3 4 3 4 4 3.50
3 4 3 4 3 4 4 4 4 3 3 3.60
4 4 4 3 3 4 3 4 3 3 3 3.40
5 4 4 4 3 3 3 3 3 4 3 3.40
6 4 4 4 4 4 3 3 3 3 3 3.50
7 4 3 3 3 4 2 3 3 3 3 3.10
8 4 3 4 4 4 4 4 4 4 4 3.90
9 2 3 3 3 4 4 2 2 2 3 2.80
10 3 3 3 3 3 3 3 3 3 3 3.00
11 3 3 3 3 3 3 3 3 3 3 3.00
12 3 4 4 3 3 3 2 3 3 2 3.00
13 3 3 3 3 2 4 4 4 4 2 3.20
14 3 2 2 2 3 4 2 2 3 3 2.60
15 3 3 3 3 3 3 3 3 3 3 3.00
16 3 3 4 3 3 4 4 3 3 4 3.40
17 3 3 3 3 3 4 4 3 3 3 3.20
18 3 4 3 3 3 4 3 3 3 3 3.20
19 3 2 3 3 2 3 4 3 3 3 2.90
20 3 3 3 3 2 3 2 3 3 3 2.80
21 3 3 3 3 3 4 4 4 3 3 3.30
22 3 3 3 3 3 4 4 3 4 4 3.40
23 3 3 4 4 3 3 3 3 3 3 3.20
24 3 3 3 4 4 4 4 4 3 4 3.60
25 3 3 3 3 3 2 2 2 3 2 2.60
26 3 3 4 4 3 3 3 3 3 3 3.20
27 3 3 3 3 4 3 3 2 3 4 3.10
28 3 3 3 3 3 3 3 3 3 3 3.00
29 3 3 3 4 3 4 3 3 4 3 3.30
30 3 3 3 3 2 4 4 4 4 3 3.30
AVERAGE
3.23 3.13 3.27 3.20 3.20 3.40 3.27 3.07 3.23 3.13 3.21

31
 Raw Data for Employee Satisfaction

SATISFACTION
RESPONDENTS Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q Q9 Q10 MEAN
8
1 3 3 4 4 4 3 4 4 4 3 3.60
2 4 3 4 3 4 4 3 3 3 2 3.30
3 3 3 3 3 3 3 4 3 2 3 3.00
4 2 3 2 3 3 3 3 3 3 3 2.80
5 2 3 3 3 3 3 3 3 4 3 3.00
6 4 3 4 4 4 4 4 4 4 4 3.90
7 3 3 3 3 4 3 3 3 4 3 3.20
8 4 4 4 4 4 4 4 4 4 4 4.00
9 3 2 2 2 1 4 3 3 1 4 2.50
`0 4 3 3 4 4 4 3 3 3 4 3.50
11 3 3 3 3 3 3 3 3 3 3 3.00
12 3 4 3 2 2 4 2 2 2 3 2.70
13 3 3 3 3 3 3 3 3 3 3 3.00
14 1 3 3 3 2 2 2 2 2 3 2.30
15 2 3 3 4 2 3 3 3 2 3 2.80
16 3 4 4 3 3 3 4 3 4 2 3.30
17 3 3 4 4 4 4 3 3 3 4 3.50
18 4 3 3 4 4 4 4 3 3 3 3.50
19 3 4 4 3 3 3 4 3 3 3 3.30
20 2 3 3 3 3 3 3 3 2 3 2.80
21 4 4 3 3 3 3 4 4 3 3 3.40
22 4 4 3 3 3 3 4 3 3 3 3.30
23 4 3 3 3 4 3 2 2 3 3 3.00
24 4 4 4 4 3 4 4 4 4 4 3.90
25 3 3 3 2 2 3 3 2 2 2 2.50
26 3 3 3 3 3 4 3 4 3 3 3.20
27 3 3 3 3 4 3 3 3 3 3 3.10
28 3 4 4 3 3 3 3 3 3 3 3.20
29 3 4 4 4 4 4 4 3 3 4 3.70
30 3 3 3 3 3 3 3 3 3 3 3.00
AVERAGE 3. 3.18
3.10 3.27 3.27 3.20 3.17 3.33 3.27 07 2.97 3.13

32
 Correlation Table

Correlations

VAR00001 VAR00002
VAR00001 Pearson 1 .712**
Correlation

Sig. (2- .000

tailed)
N 30 30
VAR00002 Pearson .712** 1
Correlation

Sig. (2- .000

tailed)
N 30 30
**. Correlation is significant at the 0.01 level (2-tailed).

33