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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 company’s 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 company’s 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 2nd 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 one’s

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 employee’s own views on the fairness of the company’s 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.

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2.2.2 General Results

TABLE 1 Specific and Over-all Job Satisfaction

FACTORSWEIGHTED

MEAN INTERPRETATIONPay 3.47 DS

Promotion 4.11 AS

Supervision 4.7 AM

Fringe Benefits 3.27 DS

Contingent Rewards 3.45 DS

Operating Conditions 3.18 DS

Coworkers 4.44 AS

Nature of Work 4.31 AS

Communication 4.17 AS

OVER-ALL SATISFACTION 3.9

AGREE SLIGHTLY /

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 2Satisfaction of Supervision

SUPERVISIONWEIGHTED

MEAN INTERPRETATION3. My supervisor is quite competent in doing his/her job. 5.02 AM

12. My supervisor is unfair to me. *** 4.65 AM21. My supervisor shows too little interest in the feelings of subordinates. *** 4.57 AM

30. I like my supervisor. 4.57 AM

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 3Satisfaction of Coworkers

COWORKERSWEIGHTED

MEAN INTERPRETATION7. I like the people I work with. 4.75 AM16. I find I have to work harder at my job because of the incompetence of people I work with. *** 3.61 AS

25. I enjoy my coworkers. 5.14 AM

34. There is too much bickering and fighting at work. *** 4.27 AS4.44 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 4Satisfaction of Nature Of Work

NATURE OF WORKWEIGHTED

MEAN INTERPRETATION8. I sometimes feel my job is meaningless. *** 4.37 AS

17. I like doing the things I do at work. 5.06 AM

27. I feel a sense of pride in doing my job. 3 AS

35. My job is enjoyable. 4.82 AM

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 5Satisfaction of Contingent Rewards

CONTINGENT REWARDSWEIGHTED

MEAN INTERPRETATION5. When I do a good job, I receive the recognition for it that I should receive. 3.02 DS

14. I do not feel that the work I do is appreciated. *** 3.98 AS

23. There are few rewards for those who work here. *** 3.37 DS32. I don't feel my efforts are rewarded the way theyshould be. *** 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 6Satisfaction of Fringe Benefits

FRINGE BENEFITSWEIGHTED

MEAN INTERPRETATION4. I am not satisfied with the benefits I receive. *** 3.12 DS13. The benefits we receive are as good as most other organizations offer. 2.61 DS

22. The benefit package we have is equitable. 3.84 AS29. There are benefits we do not have which we shouldhave. *** 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 7Satisfaction of Operating Conditions

OPERATING CONDITIONSWEIGHTED

MEAN INTERPRETATION6. Many of our rules and procedures make doing a good job difficult. *** 4.29 AS15. My efforts to do a good job are seldom blocked by red tape. 3.45 DS

24. I have too much to do at work. *** 2.37 DM

31. I have too much paperwork. *** 2.59 DS

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 Construction’s 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 Construction’s 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 environment’s 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 company’s 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

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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.

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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)

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

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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 Construction’s 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 environment’s 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

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

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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 company’s 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.