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CHAPTER 1

The Problem and its Background

Introduction

People are naturally intelligent and hardworking. They work

a for a goal. But also, people are naturally in need of

affiliation. Studies found out that if one worker receives a high

support from the management, more likely the worker will be

motivated to work, will have less stress and are more satisfied

to his/her job. If the worker will not receive the support,

he/she needed it might result to a poor performance. In line with

this, the organizational support has a big Impact to the

satisfaction in job of a worker.

Support in a group is something in where one can share

problem together to provide help, comfort and guidance. In

connection with this, Support is something that individual is

seeking for in a daily task. In a workplace, Perceived

Organizational Support (POS) is which the employee believes that

the company and the organization values their contribution as an

individual.

Job satisfaction refers to the overall feelings one has and

the evaluation one makes about one’s job. People with a high job

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satisfaction experience a pleasurable or positive emotional state

when they think about their job or job experiences.

Migatsu Enterprise is a sole proprietorship company first

established in 2000 has been in the trading industry for more

than a decade now and is continuously pursuing its quest to

provide superior quality affordable products and excellent

customer service. Moreover Migatsu Enterprise was instituted by

highly motivated and customer oriented people who commit

themselves to an exemplary and long term business relationship.

It aims to establish a distinction in the hygienic industry by

engaging in selling, distributing and marketing of a wide range

and highly quality hygienic products to meet the varied needs of

its customers. It also has a purpose to response efficiently to

every customers demand not only for satisfaction reason but as

well as to delight them. Migatsu Enterprise provides disposable

products such as head cap, face mask and shoe cover. Not only

that, they also have protective products, packaging materials,

esd products and cleanroom products.

However, just like any other company, Migatsu Enterprise

Inc. also suffers from its own problem towards employee.

Absenteeism, High attrition rates & job turnover. As per the

management, there were 62 employees last 2018 and it is now down

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to 53 this 2019. Although Migatsu is just a small company, the

study will find out if this has something to do with the

perceived organizational support and level of job satisfaction of

the employees.

The researchers are curious enough to find out the

phenomena of perceived organizational support and level of job

satisfaction. By the help of this study, they will be able to

seek ways to determine if there is a relationship between

perceived organizational support and level of job satisfaction

and to find out if these two variables affect the overall

performance of the administrative employees of Migatsu

enterprise.

Theoretical framework

As theorized by Eisenberger, Huntington, Hutchinson and Sowa, Organizational Support Theory refers
to employees form a general conception concerning the extent to which the organization values their
contribution and cares about their well-being. The Survey of Perceived Organizational Support (SPOS) is
a one-dimensional measure of the general belief held by an employee that the organization has
committed him or her, values their continued membership, and is generally concerned by their well-
being. The SPOS refers to the employer’s perception of how valuable their employee is. (Eisenberger, R,
Huntington R., Hutchinson, S., & Sowa, D., 1986)
ERG Theory is was theorized by Clayton Alderfer that was

appeared in 1969 in a Psychological Review article entitled “An

Empirical Test of a New Theory of Human Need”. In reaction to

Maslow’s famous Hierarchy of Needs, Alderfer distinguishes three

categories of human needs that influence worker’s behavior;

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Existence, Relatedness & Growth. The Existence needs are the

physiological and safety needs (such as hunger, thirst & sex),

Relatedness needs are the social and external esteem (involvement

with family, friends, co-workers and employers) and the Growth

needs which is the internal esteem and self actualization

(desires to be creative, productive & complete meaningful. (C,

Alderfer., 1969)

Figure 1: Theoretical Paradigm

Robert Eisenberger’s Clayton Alderfer’s

Organizational Support Theory ERG theory

Perceived Levels of Job

Organizational Support Satisfaction
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Employment Profiles:
Length of Service,
Employment Status,
Department and Range
of Salary

Figure 1 presents the Theoretical Paradigm of Robert

Eisenberger’s Organizational Support Theory and Clayton

Alderfer’s ERG Theory. This figure illustrates the theories which

is supported by this study. By the organizational support theory

and Clayton Alderfer’s ERG Theory, these two theories determined

the relationship of the perceived organizational support theory

and level of job satisfaction to the profile variables of the

employees.

INPUT PROCESS OUTPUT

1. Employment Profile
of the
Respondents: 1. Gathering of
1.1 Length Of data
Service;
2. Presentation Assesed
1.2 Employment
of data Organizational
Status
1.3 Department 3. Analyses and Support and Job
1.4 Range of interpretati Satisfaction of
Salary ons of data Migatsu
2. Overall Perceived 4. Statistical Enterprise
Organizational 5 treatment of
Support data
3. Job Satisfaction
in terms of:
3.1 Pay
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FEEDBACK

Figure 2. Conceptual Framework

Figure 2. Input-Process-Output System of the research study.

To Understand further the theoretical framework of the

study, the research conceptualized the I-P-O system as showed in

Figure 2.

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The Input shows the employment profile in terms of length of

service, employment status, classification and range of salary.

It also determined how perceived organizational support and level

of job satisfaction affects the performance of the administrative

employees.

The Process includes Gathering of Data, a Presentation of

data gathered, analyses and interpretation of data, statistical

treatment of data.

The Output presents the results of the research and an in

response to the results of the study.

In feedback, the stem from the output was sent back to the

input to know the effectiveness of the study. It helped the

researchers determine what scheme may be considered for the

study.

Statement of the problem

This study aims to determine the perceived organizational

support and levels of job satisfaction of administrative

employees. Particularly it seeks answers to the following

questions:

1. What is the employment profile of the respondents in

terms of:

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1.1 Length of Service;

1.2 Employment Status;

1.3 Classification; and

1.4 Range of Salary?

2. How do the respondents perceived overall organization

support in Migatsu?

3. What is the job satisfaction of the respondents

according to:

3.1 Pay

3.2 Supervision

3.3 Contingent reward

3.4 Promotion

3.5 Coworker?

4. Is there a significant relationship between the

perceived organization support and level of job

satisfaction of the respondents in Migatsu?

5. Is there a significant difference on the perceived

organizational support and level of job satisfaction

when respondents are showed by their employment profile?

Hypothesis
The following hypotheses were:

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1. There is significant relationship between perceived

organizational support and level of job satisfaction

2. There is no significant difference between each of the

employment profile and the following:

2.1 Perceived Organizational Support and

2.2 Level of job satisfaction

Scope and limitations of the study

The study was conducted at Migatsu Enterprise located at

Anonas St., Sta. Mesa Manila year 2018-2019. It will focus on the

perceived organizational support and level of job satisfaction of

administrative employees as assessed by the respondents and the

relationship between perceived organizational support and level

of job satisfaction.

The respondents’ profile was limited to their length of

service, employment status, department, and range of salary. The

respondents assessed the overall perceived organizational. Job

satisfaction was limited to pay, supervision, contingent reward,

promotion and coworker. The research also ascertained if there is

a significant relationship between the employment profile and

perceived organizational support and job satisfaction of the

administrative employees in Migatsu Enterprise at Anonas St. Sta.

Mesa Manila.

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Significance of the study

The output of the study may be beneficial to the following:

Company (Migatsu Enterprise) This study gives them more

productive and motivated employees. It will avoid attrition and

turnover to the company.

Employees This study helps them to find reason to stay

longer to their job, they will be able to know what’s keeping

them to stay or not in the company.

Researchers This will help the researchers to have a broad

knowledge about Industrial setting and also this study will help

them to finish their study mainly in their thesis.

Psychology Students This study helps and guide them by

adding another significant knowledge or information that may

serve as their reference in their research in relation to their

topic.

Future researchers This study helps the future researchers

by giving them information as a basis or reference to the topic

about perceived organizational support and level of job

satisfaction of the administrative employees of Migatsu

Enterprise.

Definition of terms

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For effective understanding of the terms that used in the

study, the following are conceptually and operationally defined:

Coworker A fellow employee in the same profession, business or

organization. (Business Dictionary)

Pay Monetary remuneration computed on hour, daily, weekly or

piece work basis. (Business Dictionary)

Promotion the act of moving someone to a higher or more important

position or rank in an organization (Oxford Dictionary of

Psychology, 2001)

Reward  is an incentive plan to reinforce the desirable behavior

of workers or employers and in return for their service to the

organization. Rewards can be monetary in the form of salary or

non monetary in the form of awards for some special services to

the company or simply giving an employee a work which he enjoys

doing. (Business Dictionary, 2011)

Supervision is a workplace activity in which a manager oversees

the activities and responsibilities of employees he manages.

(Small Business Website)

Job Satisfaction happens when an employee feels he or she is

having job stability, career growth and a comfortable work life

balance. (MBAskool.com)

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Perceived organizational support (pos) It refers to employees’

perception concerning the extent to which the organization values

their contribution and cares about their well-being.

(Eisenberger, 1986)

Chapter 2
Review of Related Literature and Studies

Local Literature

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Moyon (2013) discussed that the human resource department

must ensure that all factors will be considered in its

implementation to make sure that the level of job satisfaction of

employees would reach very highly satisfactory level. Also, HRD

may as well face the challenge of redesigning their

infrastructure based on the needs of the employees with regards

to the amenities, e.g. comfort rooms, pantries and etc., where,

employees are just merely satisfied on this term. On the other

hand, strong perceived organizational support must be given to

the employee.

According to Chavez (2012), in the aspect of job

satisfaction, employee’s perception of the desirability of

leaving the organization is directly a function of the level of

satisfaction with the work role. Additionally, Chavez emphasized

that dissatisfaction with factors such as organizational reward

policies or rates or organizational advancement could result in a

weaker commitment to the employing organization.

As studied by Angeles, Saludo, Aimeren, Virtus and Win Maw,

(2015) job satisfaction and performance refer to the

gratification that an employee feels when he/she accomplished the

job and appreciated by the superiors. In the organization, people

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tend to gain friendships that provide social interaction within

the group. Communicating to the co-workers inside the

organization helps an individual to perform a task given to them

by sharing various ideas and opinions. Esteem needs to job title

include choice offices, merit pay increases, awards and other

forms of recognition.

As cited by De Vera (2010), job satisfaction depends upon

satisfying and meeting the physiological need of employees. In

effect, the organization leader (supervisor support) is the key

man in providing such needs.

Castillo (2010) stated that job satisfaction is important

for its humanitarian value and for its financial benefits.

Employees with high job satisfaction believe that the

organization will be satisfying in the long run, care about the

quality of their job.

Foreign literature

As cited by Aamodt (2016), many job related attitudes have

been identified by psychologists, but the most commonly studied

are job satisfaction and organizational commitment which is the

result of organizational support. Meta-analyses indicates that

satisfied employees tend to be committed to an organization and

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employees tend to be committed are more likely to attend work,

stay with an organization, arrive work on time, perform well,

engage in ethical behavior that are employees who are not

satisfied and are not committed.

If employee is “good fit” with the job and organization,

enjoys the tasks that was given to him/ her, has enough

supervisor & co-workers support and rewards & resources are given

equitably then there will be a high level of job satisfaction

Afzali, Motahari and Shirkouhi (2014) asserted that

perceived organizational support would perceive an important role

and significantly contribute to psychological empowerment and

organizational learning which would in turn improve job

performance. Improvement in the organizational learning

activities among employees increases knowledge, improves

capabilities and skills thereby enhances the work performance.

Claudia (2018) stated that, with the high perception of the

fairness of the support provided to them and the rewards for good

performance, as well as comfortable working condition proved to

contribute significantly to the job satisfaction.

Shoss, Eisenberger, Restubug and Zagenczyk (2013) mentioned

that employees’ abusive supervision was related to reduce POS,

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which in turn was associated with increased counterproductive

work behavior which in result to job dissatisfaction.

Kurtessis, Eisenberger, Forra, Buffardi and Sterward (2015)

stated that based on Organizational support theory processes

involving social exchange, attribution and self enhancement were

generally successful in in accounting for contributions of

leadership, fairness, HR practices, and working conditions to

POS.

Local study

As studied by Labrague, Tsaras, Pettite (2018) nurses

employed in government-owned hospitals perceived low levels of

organizational support as compared to private hospitals.

Significant correlation were identified between perceived

organizational support (POS), hospital bed capacity and nurses’

work status. No significant correlation between POS and the six

outcomes perceived by the nurses in the Philippines

( organizational commitment, work performance, job satisfaction,

job autonomy, job satisfaction, job stress and turnover

retention).

Guado (2017) affirmed that as a result from the study

conducted among 87 working adults as participants, it shows that

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while affective commitment was negatively correlated to the

commission of counterproductive work behavior, normative and

continuance commitment were positively correlated, albeit not

significantly. Further to this, perceived organizational support

affected the relationships, by inversely influencing the chances

of counterproductive work behavior being committed.

Tuazon (2016) stipulated that the affective communication,

administrators who go to “an extra mile” for their students and

schools are the reasons why its shows to the study conducted

among 145 public school teachers that they have perceived

organizational support provided by the school and they highly

manifest job involvement.

Guniron (2017) mentioned that the connection between job

satisfaction and organizational performance was strong among the

employees of Pasay City South Highschool. According to Guniron,

public schools like PCSHS are not obliged to give employees any

additional benefits, In fact, employees receive the same salary

and other forms of compensation regardless of how much a school

is successful.

As studied by Isip (2013), there is a high positive

correlation between perceived organizational support and

organizational commitment among 100 permanent and contractual

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employees from the internal sector of government agencies.

Confounding variables such as age, civil status and length of

service to the Department of Tourism.

Foreign study
According to the study of Boyle and Zumrah (2015), the role

of perceived organizational support (POS) and job satisfaction on

the effectiveness of transfer of training in the workplace has

begun to receive attention among recent studies. However, there

is still limited understanding of how these factors may work

together to affect the transfer of training. They conducted a

study to address the gap by exploring the relationship between

POS and and job satisfaction. The findings reveal that job

satisfaction mediates the relationship between POS and transfer

of training. This study suggests that POS can improve employees’

job satisfaction.

Miao and Kim (2010) studied the relationship between

perceived organizational support and job satisfaction with their

work performance. In the study conducted, employees and immediate

supervisors from various departments in Chinese Steel

Corporations-An-Shan Iron & Steel Corporation and Benxi Iron &

Steel Corporation. As a result, it showed positive correlation

between POS and job satisfaction with their work performance.

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The findings reported may have some interesting implications

for managers. First, organizational support is important for

enhancing employee performance, making employees’ perception of

organizational support an area that managers cannot ignore. For

the Chinese workers, to drive towards employee performance,

management of organizations need to enhance organizational

support by implementing organizational policies, attitudes,

procedures and decisions that support and value employees’

contributions and cares about their well- being.

Yuen-Su, Ku-Kuo and Lee Chang (2010) concluded that as a

result of the study conducted among the participants from Taiwan

Hospitality Industry, provided management implication for

hospitality industries managers to develop better human resource

policy.

According to the study of Hakkak, Halizadeth and Gashti

(2014), there is a direct relationship between perceived

organizational support with organizational commitment and job

satisfaction. In other words, factors such as salary and

benefits, job stability, fair and proper distribution of bonuses

and the existence of job opportunities and job emotion for

employees to see themselves as active members of the

organization.

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Mohammadpanah (2016) indicates that the job satisfaction

causes an increase in organizational commitment, thus, managers

should pay fair and suitable awards provides occupational

promotion opportunities and improve relationship (cooperation and

empathy) among staff via planning.

Synthesis

In the study, the researchers investigated the relationship

between perceived organizational support and level of job

satisfaction. Employees of Migatsu Enterprise Inc. was chosen as

the respondents to see if perceived organizational support can

affect the level of their job satisfaction.

In Perceived Organizational Support, it began with the

observation that if managers are concerned with their employees’

commitment to the organization, employees are focused on the

organization’s commitment to them it holds that employees develop

POS in order to meet needs for approval, esteem and affiliation,

and to assess the benefits of increased work effort. POS

increases employees’ felt obligation to help the organization

reach its objectives, their affective commitment to the

organization, and their expectation that improved performance

will be rewarded.  POS incorporates the employee’s belief that

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appreciation is expressed through payment, job enrichment,

recognition and other forms of benefits.

For some researcher believes, that when support, rewards and

resources are given equitably then there will be a high level of

job satisfaction.

Establishing a supportive organisational environment is a

valuable investment for employers. Research has shown that POS is

positively linked to employee engagement and well-being. It is,

therefore, valuable for organizations to implement support

structures to achieve desirable outcomes such as well-being in

employees.

Like Aamodt (2016) and Mohammadpanah (2016) mentioned

that that when support, rewards and resources are given equitably

then there will be a high level of job satisfaction.If managers

should pay fair, provide suitable awards and improve relationship

among staff to employees for them to be satisfied.

In comparison to the given study of Aamodt and

Mohammadpanah, for some researcher believe that to have a high

level of job satisfaction there should be a reward system to

enhance their motivation. The main aim of reward system in an

organization is to reward employees fairly for the work that they

have done. It will motivate employees to work hard and try their

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best to achieve the goals and the employee will feel more

motivated to work harder and will feel more committed to their

work and their productivity will increase. An increase in

productivity will then benefit the organization. Therefore, a

reward system is mutually beneficial to the employees and

organization.

According to Guniron (2017) he mentioned that public

schools are not obliged to give employees any additional

benefits. He stated that to him employees receive the same salary

and other forms of compensation regardless of how much a school

is successful. He mentioned that the connection between job

satisfaction and organizational performance was strong among the

employees of Pasay City South Highschool. He stated that, public

schools like PCSHS are not obliged to give employees any

additional benefits, In fact, employees receive the same salary

and other forms of compensation regardless of how much a school

is successful.

These related studies and literature provide supporting

information for the study that shows that the perceived

organizational support is affecting the job sa tisfaction.

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CHAPTER 3

Methodology

Research Design

This study used descriptive method in order to describe the

characteristic phenomenon of perceived organizational support and

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level of job satisfaction. It was designed to gather information

to obtain accurate, factual, systematic data that provide actual

picture of the data set. This research study aimed to find out

the relationship of perceived organizational support and level of

job satisfaction in Migatsu Enterprise inc.

Population and Sampling

The researchers used the stratified sampling to gather the

respondents of the study. The sample was selected based on the

characteristics of a population and the objective of the study.

Stratified random sampling is a method of sampling that involves

the division of a population into smaller sub-groups. (Crossman,

2018. In this study, there were 3 sub-groups; Administrative

consists of 10 respondents, Sales that consists of 16 respondents

and Staff as the highest with 28 respondents.

Respondents of the Study

The respondents of this are the employees of Migatsu

enterprise Inc. The researchers chose the administrative

employees, production and in sales department as the respondents

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because they are the main workers of the company and to determine

if they have enough organizational support.

Research Instrument

The instruments that were used in this study are

standardized and adopted questionnaires in gathering the

information needed. For perceived organizational support. For the

Perceived Organizational Scale, Survey of Perceived

Organizational Support. This is a 36-item test developed by the

University of Delaware (1984)by Robert Eisenberger to evaluate

the degree of support an employee receives from his or her

organization. The result is an overall score that indicates

whether an individual perceives a high or low level of support.

For the job satisfaction, The Job Satisfaction Survey (JSS) is a

20-item questionnaire used to evaluate nine dimensions of job

satisfaction related to overall satisfaction that was developed

by Paul A. Spector. This instrument is well established among the

other job satisfaction scales

Table 1

Likert Scale for Perceived Organizational Support

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Scale Range Descriptive Narrative
Interpretation Interpretation
They strongly agree that
7 6.50 – 7.49 Strongly Agree the organization values
their contribution so much.
They moderately agree that
6 5.50 – 6.49 Moderately Agree the organization values
their contribution.
They slightly agree that
5 4.50 – 5.49 Slightly Agree the organization values
their contribution.
They don’t know if the
4 3.50 – 4.49 Neither Agree nor organization values
Disagree their contribution.
They slightly disagree if
3 2.50 – 3.49 Slightly Disagree the organization values
their contribution.
They moderately agree
2 1.50 – 2.49 Moderately Disagree that the organization
values their contribution.
They strongly disagree
1 1.00 – 1. 49 Strongly Disagree that the organization
values their contribution.

Table 2

Likert Scale for Job Satisfaction Survey

Scale Range Descriptive Narrative

Interpretation Interpretation
They strongly agree that
6 5.50 – 6.49 Strongly Agree the organization fulfills
their need and the level of
job satisfaction is high.
They moderately agree that
5 4.50 – 5.49 Moderately Agree the organization fulfills
their need and the level of
job satisfaction is moderate.
They slightly agree that
4 3.50 – 4.49 Slightly Agree the organization fulfills
their need and the level of
job satisfaction.
They slightly disagree if
3 2.50 – 3.49 Slightly Disagree the organization fulfills
their need and the level of
job satisfaction.
They moderately agree
2 1.50 – 2.49 Moderately Disagree the organization fulfills
their need and the level of
job satisfaction is high.
They strongly disagree
1 1.00 – 1. 49 Strongly Disagree the organization fulfills
their need and the level of

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job satisfaction is low.

Data Gathering Procedures

The following are the step by step procedures that were

undertaken by the researchers in gathering the data:

1. The researchers asked for the permission and approval

of the employees of migatsu enterprise Inc.

2. The researchers searched for some questionnaires in

relation to perceive organizational support and level

of job satisfaction.

3. The researchers asked for the most convenient time of

the employees of migatsu enterprise for when will be

the study will be conducted.

4. The questionnaire was given to the employees for the

collection of data.

5. The data that was collected by the researchers and was

computed and tabulated by a hired statistician.

Statistical treatment of data

The researchers used the different Statistical Method for

treatment of data. The tools of analysis namely the Frequency,

Percentage, Weighted Mean, Pearson R Test, One Sample T-Test and

Paired Sample T-test.

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Sub Problem No. 1. To quantify the employment profile of the

respondents, the researchers used the frequency and percentage in

this research.

Sub Problem No. 2 and 3. Frequency and Percentage were used

used to indicate the average of perceived organizational support

and level of job satisfaction towards the respondents.

Sub Problem No. 4. To test the relationship between the

perceived organizational support and job satisfaction, the

pearson r test was applied for this study.

Where: N = number of pair scores

∑xy = sum of the products of the paired scores

∑x = sum of x scores

∑y = sum of y scores

∑x2 = sum of squared x scores

∑y2 = sum of squared y scores

Sub Problem No. 5. To test the significant differences

between the perceived organizational support and job satisfaction

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when analyzed according to demographics, Independent sample test

Paired Sample t-test and One Sample T- test was used.

Where:

D = Differences between two paired samples

Di = The ith observation in D

N = The sample size

d¯¯¯ = The sample mean of the differences

σ^ = The sample standard deviation of the

differences

T = The critical value of a t-distribution with

(n − 1) degrees of freedom

T = The t-statistic (t-test statistic)

p = The p-value (probability value)

The researchers used the Microsoft Excel and SPSS as tools

for the statistical treatment for data.

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CHAPTER 4

Presentation, Analysis, and Interpretation of Data

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Sub-Problem No. 1 What is the Demographic Profile of

respondents as to:

1.1 Length of Service

Table 3

Distribution of the Respondents as to Length of Service

Length of Service Frequency Percentage

Less than a year 9 16.67%

1-2 years 37 68.52%
3-5 years 3 5.56&
5 years and up 5 9.26%
Total 54 100%

Table 3 shows the respondent’s profile variable in terms of

Length of Service. As the profile shows, the length of service

group of 1-2 years had a highest frequency of 37 or 68.52

percent. Moreover, the length of sevice group of workers who is

staying less than a year has a frequency of 9 or 16.67 percent

while the length of service group of 5 years or more has a

frequency of 5 or 9.26% percent and the length of service of

workers around 3-5 years got the lowest frequency of 3 or 5.56

percent.

1.2 Classification

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Table 4

Distribution of Respondents as to Classification

Classification Frequency Percentage

Administrative 10 18.52%
Sales 16 29.63%
Staff 28 51.85%
Total 54 100%

Table 4 depicts the respondents profile variable in terms of

classification. The group of Sales has the highest frequency of

16 or 29.63 percent. Second is the group of Staff with the

frequency of 28 or 51.85 percent while the group of

administrative got the lowest with the frequency of 10 or 18.52

percent.

1. 3 Employment Status

Table 5

Distribution of Respondents as to Employment Status

Employment Status Frequency Percentage

Full Time 50 92.59%

Part Time 4 7.41%
Total 54 100%

As stated in Table 5, most of the respondents were in Full

time which got the highest percentage of 92.59% with the

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frequency of 50. Reversably, respondents in part time basis shows

the percentage of 7.41% and a frequency of 4. It implies that

most of the employees prefer to work in full time to be focus in

their work.

1.4 Range of Salary

Table 6

Distribution of Respondents as to Range of Salary

Range of Salary Frequency Percentage

0.00-5000.00 3 5.55%
5001.00-10,000.00 22 40.74%
10,001.00-15,000.00 19 35.19%
15,001.00-20,000.00 4 7.41%
20,001.00-25,000.00 3 5.55%
25,001.00-30,000.00 3 5.55%
Total 54

The data presents in the Table 6 showed that the employees

with a salary of 5,001 – 7,000 has the highest frequency of 22 or

40.74 percent. Next are the employees with a salary of 10,000-

15,000 with a frequency of 19 or 35.19 percent while the

employees who has a salary of 15,000-20,000 has a frequency of 4

or 7.41 percent. Last, the employees with a salary of 0.00-5,000,

20.000-25,000 & 25,000 to 30,000 has all the same frequency of 3

or 3.55 percent.

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Sub-Problem No. 2 How do the respondents perceived overall

Organizational Support:

Table 7

Overall Perceived Organizational Support

POS Frequency Percentage

Low 13 24.07%
Average 30 55.56%
High 11 20.37%
Total 54 100%
Note: x= 3.46, SD= 0.58

As shown in Table 7, a frequency of 30 or 55.56% says that

the perceived organizational support is at average level while 13

of the respondents or 24.07% says that there is low level of

perceived organizational support and only 11 or 20.37 percent

says that there is high perceived organizational support.

It is asserted that perceived organizational support would

perceive an important role and significantly contribute to

psychological empowerment and organizational learning which would

in turn improve job performance (Afzali, Motahari and Shirkouhi,

2014).

Sub-Problem No. 3 What is the level of job satisfaction of

the respondents according to:

3.1 Pay

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Table 8

Job Satisfaction in terms of Pay

Pay Frequency Percentage

Dissatisfied 24 44.44%
Ambivalent 2 3.70%
Satisfied 28 51.85%
Total 54 100%

Note: x= 3.83, SD= 0.45

The data presents in Table 8 showed that 28 of the

employees are satisfied with the pay while there are 24 employees

said that they are dissatisfied and only 2 is unsure about it.

Factors such as salary and benefits, fair and proper

distribution of bonuses for employees to see themselves as active

members of the organization ( Hakkak, Halizadeth and Gashti,

2014).

3.2 Supervision

Table 9

Job Satisfaction in terms of Supervision

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Supervision Frequency Percentage

Dissatisfied 3 5.56%
Ambivalent 17 31.48%
Satisfied 34 62.96%
Total 54 100%

Note: x= 3.83, SD= 0.45

As presented in Table 9, Satisfied employees under

supervision has the highest frequency of 34 or 62.96%. Unsure

employees has the frequency of 17 or 31.48%. There are 3

dissatisfied employees.

Job satisfaction depends upon satisfying and meeting the

physiological need of employees. In effect, the organization

leader (supervisor support) is the key man in providing such

needs (De Vera, 2010).

As seen here in Table 10, Frequency of 34 or 62.96 are

satisfied employees when it comes contingent rewards and 20 are

ambivalent and there are no dissatisfied employees when it comes

to the rewards the organization are providing.

Dissatisfaction with factors such as organizational reward

policies or rates or organizational advancement could result in a

weaker commitment to the employing organization ( Chavez, 2012).

3.3 Contingent Rewards

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Table 10

Job Satisfaction in terms of Contingent Rewards

Pay Frequency Percentage

Dissatisfied 0 0.00%
Ambivalent 20 37.04%
Satisfied 34 62.96%
Total 54 100%

Note: x= 4.03, SD= 0.50

3.4 Promotion

Table 11

Job Satisfaction in terms of Promotion

Pay Frequency Percentage

Dissatisfied 3 5.56%
Ambivalent 29 53.70%
Satisfied 22 40.74%
Total 54 100%

Note: x= 3.71, SD= 0.65

The Table 11 stated that 29 or 53.70% of the employees are

satisfied if there is promotion and 22 or 40.74% of it said that

it is dissatisfying when it comes to promotion and there were

only 3 that is unsure.

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Job satisfaction causes an increase in organizational

commitment. Thus, managers should provides occupational promotion

opportunities. (Mohammadpanah, 2016).

3.5 Coworker

Table 12

Job Satisfaction in terms of Coworker

Pay Frequency Percentage

Dissatisfied 20 37.04%
Ambivalent 1 1.85%
Satisfied 33 61.11%
Total 54 100%

Note: x= 4.19, SD= 0.75

Table 12 displays that most of the employees are satisfied

with its working environment with its coworkers, as it shows the

frequency of 33 or 61.11% while the other 20 employees seems like

being dissatisfied with its coworkers.

Communicating to the co-workers inside the organization

helps an individual to perform a task given to them by sharing

various ideas and opinions (Angeles, Saludo, Aimeren, Virtus and

Win Maw, 2015)

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Sub-Problem No. 4 Is there a significant relationship

between the perceived organization support and level of job

satisfaction of the respondents in Migatsu?

Table 14

Relationship Between Perceived Organizational Support and Level

of Job Satisfaction
Correlation r tabular r p Decision Interpretation

Pay vs. POS 0.122 0.268 0.381 Fail to No Significance

Reject Ho
Supervision 0.092 0.268 0.508 Fail to No Significance
Vs.POS Reject Ho

Rewards Vs. 0.574 0.268 0.000 Reject Ho Significant

POS

Promotion Vs. 0.553 0.268 0.000 Reject Ho Significant

POS
Coworkers Vs. 0.240 0.268 0.081 Fail to No Significance
POS Reject Ho
Overall
Satisfaction 0.508 0.268 0.000 Reject Ho Significant
Vs. POS

Table 14 indicates the Correlation of perceived

organizational support and level of job satisfaction in terms of

pay, supervision & coworkers with the p-value of p= 0.381, p=

0.508, p= 0.081 and p= 0.0081 with the values higher than 0.05

level of significance. Therefore there is no enough evidence to

reject the null hypothesis. While the Rewards, Promotion and

Overall Satisfaction with a p=value of p= 0.000, p= 0.000 and p=

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0.000 which is lower than the 0.05 level of significance, then

the null hypothesis was rejected.

In Connection with this, the result explains that the

rewards, promotion and overall satisfaction is a factor to the

perceived organizational support of the employees.

Sub-Problem No. 5 Is there a significant difference on the

perceived organizational support and level of job satisfaction

when respondents are grouped by their employment profile?

Table 15 indicates the demographic variables of the

respondents in terms of perceived organizational support to

length of service, classification, range of salary and coworker

with the p-value of p= 0.00001, p= 0.000118, p= 0.00001, p=

0.00001 with the values lower than 0.05. This study displays that

none of these variables is related to the perceived

organizational of the respondents. But as depicted, only the

employment status is not significant with a p-value of p=

0.0317521.

Table 15

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Differences on the Perceived Organizational Support considering

their Demographics

Variable LOS N Mean SD t-cal p Decision Interpretation

POS Vs. Less than

LOS 2yrs 46 3.37 0.23 -5.88 0.00001 Reject Ho Significant

More than 8 4.39 0.16 -5.68

3yrs

POS Vs. Full Fail To Not

Employment Time 51 3.54 0.36 -1.01 0.0317521 Reject Ho Significant
Status
Part 3 3.19 -0.02
Time

POS Vs. Less than

Salary 15,000 44 3.32 0.19 -7.13 0.00001 Reject Ho Significant
Salary

More than 10 4.38 0.13

15,000
Salary

POS Vs.
Classification Admin 44 3.32 0.19 -7.13 0.00001 Reject Ho Significant

Sales 10 4.38 0.13

Staff

Table 16 illustrates the demographic variables pf the

respondents in terms of job satisfaction to length of service,

classification, range of salary and coworker with the p-value of

p= 0.000164, p= 0.00023, and p= 0.000118 with a values higher

than 0.05. Therefore, there is no enough evidence to reject the

null hypothesis.

In line with this, the result explains that the significant

difference between demographic variables and job satisfaction is

not significant.

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When support, rewards and resources are given equitably

then there will be a high level of job satisfaction.If managers

should pay fair, provide suitable awards and improve relationship

among staff to employees for them to be satisfied (Aamodt %

Mohammadpanah, 2016).

Table 16

Differences on the Level of Job Satisfaction considering their

Demographics

Variable LOS N Mean SD t-cal p Decision Interpretation

Job Less than

Satisfaction 5yrs 46 3.87 0.11 -4.06 0.000164 Reject Significant
Vs. Ho
LOS
More than 8 4.38 0.08
5yrs

Job Full
Satisfaction Time 51 3.92 0.11 -2.47 0.016737 Reject Significant
Vs. Ho
Employment
Status Part 3 4.43 0.52
Time

Job Less than

Satisfaction 15,000 44 3.85 0.11 -4.65 0.000023 Reject Significant
Vs. Salary Ho
Salary More than
15,000 10 4.36 0.06
Salary

POS Vs.
Classification Admin 44 3.32 0.19 -7.13 0.00001 Reject Significant
Ho
Sales 10 4.38 0.13

Staff

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Chapter 5

Summary, Conclusions, and Recommendations

Summary

Precisely, the analyses and interpretations of data

unveiled the following:

1. The Demographic Profile of the Respondents

In terms of Length of Salary, majority of the employees

are staying there for 1-2 years out of 54 respondents with a

frequency of 37 or 68.52%. This indicates that most of the

respondents are staying almost long in the company. It also shows

that it is classified between 3 groups; Administrative, Sales %

Staff as the highest with a frequency of 28 or 51.85%. When it

comes to Employment Status, most of the employees with a

frequency of 50 out of 54 respondents are working full time. With

regards to the range of salary, employees with a salary of 5,000-

10,000 has the highest frequency of 22 or 40.74%, it is mostly

the staff which includes the production.

2. Perceived Organizational Support of the Employees

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The results show the percentages garnered for each of the

respondents perceived organizational support, 30 out of 54

respondents with a percentage of 55.56% perceived that they have

average support from the organization. While 13 respondents with

a percentage of 24.07% believe that they have low organizational

support and 11 respondents whose percentage is 20.37% have

perceived high organizational support.

Employees have different perception about support given to

them by the organization, There are still factors to consider on

how they perceived it.

3. Job Satisfaction of the Employees

The result shows that in terms of pay, only 28 out of 54

respondents are satisfied with the pay they are receiving.It

shows that the other half remain dissatisfied. For the

supervision, most of the employees are highly supervised by its

organization with the frequency of 34 or 62.96%. Based on the

findings, 34 of the respondents believed that they are receiving

contingent rewards from the organization and others said they

were not. For the promotion, 29 of the respondents answered that

they were unsure if it it is a factor to their level of job

satisfaction. Last for the coworker, with a frequency of 33 or

61.11 percent said that they are satisfied with their coworkers.

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4. Relationship between the Perceived Organizational

Support and Job Satisfaction of the Employees

This research explains that there is a significant

relationship between rewards and perceived organizational support

and between promotion and perceived organizational support. There

is a correlation between pay and perceived organizational support

and between supervision and perceived organizational support and

coworker between perceived organizational support.

5. Difference between the Perceived Organizational Support

and Job Satisfaction considering the Demographic Profile of the

Respondents

The study reveals that the demographic profile such as

length of service, classification,range of salary and coworker

are not connected to the overall perceived organizational

support. In terms of length of service, those who stayed for more

than 3 years believed that they received much organizational

support. Same with the classification, administrative respondents

and people that is compensated with a salary of more than 15,000

believed that they received much organizational support and a

factor for job satisfaction. Reversably, for the employment

status, whether part time or full time it is not a factor for

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perceived organizational support and job satisfaction that makes

it not significant.

Conclusion

Based on the findings of the study, the researchers were

able to come up with the following conclusion

1.Majority of the respondents in Migatsu have been serving

the organization for 1-2 years. Most of the employees is a full

time worker For employment classification respondents are

dominated by staff. Most of the employees have a salary range of

5001.00 – 10,000.00 based on their position.

2.Most of the employees averagely believed that the

organization values their contribution and cares about their

well-being.

3. This study shows that most of the respondents are highly

satisfied to the organization and they consider most the

contingent reward and promotion as a basis for the overall job

satisfaction

4. There is a significant relationship between Perceived

Organizational Support and Level of Job Satisfaction. It means

that If there is high organizational support, there is also high

job satisfaction.

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5. This study shows that there is significant difference

between perceived organizational support and level of job

satisfaction considering their demographic profile such as length

of service, classification and range of salary except employment

status; whether full time or part time, these people didn’t

consider this status as a basis for the overall organizational

support and job satisfaction.

Recommendations

Based on the findings and conclusions of the study, the

following recommendations are given:

1. The Organization may clarify the reward and promotion

system of the company.

2. The organization may conduct a survey about the

perception of the employees about job satisfaction or what could

make the employee stay in the company.

3. The employees may pro-actively raise their own issues

and be more open, have trust to its supervisor and the company.

4. The future researchers may conduct a study with a larger

population; they may add some demographic profiles and they could

add the 31 subvariables of the perceived organizational support.

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5. The future researchers may interview their future

respondents for them to know the other factors that affects the

organizational support and level of job satisfaction.

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