•
The Nature of the Work Itself•
The Achievement of an Important TaskEsteem •
Responsibility at Work•
Recognition for Work•
Opportunity for Advancement_ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Safety •
Organizational Personnel Policies•
Physical Working Conditions•
Job SecurityPhysiological
Figure 3. Maslow’s Five-Level Model and Herzber’s Two-Factor Model
To further explain this model, Herzberg feels that good pay, a pleasant working environment, and adequate supervision might be regarded as “hygiene” factors in much the same sense that brushing one’s teeth and bathing with soap removes factors that would prevent good health. Similarly, sound company policies and adequate vacations remove some possible causes of dissatisfaction and poor productivity. But they do not provide positive incentives to produce.
The real “motivators” are such things as a sense of achievement, interesting work, and personal growth and recognition.
However, hygiene factors are also essential in maintaining a normal state of corporate health with regard to employee relations. When one or more of these hygiene factors deteriorate to a point considered unacceptable by the employees,
3.3 Hypothesis
The following are the hypothesis of this study:
1. The Overall Job Satisfaction Variable will be positively related to Employee Performance.
2. The Motivator Factors Variables will be positively related to Employee Performance.
3. The Hygiene Factors Variables will be positively related to Employee Performance.
4. Personal Characteristics Variables will be positively related to Employee Performance.
3.4 Operational Definition
Base on the study of related literature, the definition of the each factors are the following:
1. Overall Job Satisfaction – comes in two forms namely Motivator Factors and Hygiene Factors.
2. Motivator factors – are those intrinsic to a person’s job. These include the following:
a. Clarity of Goals – The feeling the employees have about how well the organization’s objectives are understood and accepted. Is the mission clear? Do employees understand their goals? Are we managing by objectives? A high score indicates an affirmative answer; a low score indicates room for improvement.
b. Job Interest and Challenges – How interesting is the work? Are employees committed to what they are doing? Does it really matter? Do they find challenge in their work?
c. Standards of Excellence – The feeling employees have about management’s emphasis (or lack of it) on doing a quality job. Are the standards high? Or can you “get by” ?
d. Degree of Responsibility – The feeling employees have about the amount of responsibility they have and the latitude, or area of freedom within which they can operate without constant checking by the boss.
e. Personal Development – The feeling employees have about management’s concern for their growth and development. A much emphasis placed on training, counseling and assessment.
b. Advancement/Mobility – The feeling employees have about the opportunities they have to move ahead, be considered for promotion, and have a career path.
c. Management’s Credibility – The feeling employees have with regards to how “straight” management in dealing with them. Is the management respected for its fairness? Or is it seen as “two – faced”?
d. Self –Confidence – The feeling employees have about their own value
and mobility in the labor market. The sense of worth and a realization that there is a good future – either here or elsewhere.
3. Hygiene Factors – are those extrinsic to a person’s job. These include the
following:e. Rewards and Satisfactions – The degree to which the employees feel the work is rewarding and that they are being recognized and satisfied for good performance. The dimension taps both intrinsic (e.g. job satisfaction) and extrinsic (e.g. salary) rewards.
f. Working Relationships – The feeling employees have with regards to the amount of trust, cooperativeness, understanding, and warmth that exists among workers and between workers and management.
g. Job Security – Are people laid off because of economic trends, politics, and poor performance? Or do the employees see the organization as dependable and their own jobs as secure?
h. Personnel Policies and Procedures - are company policies administered fairly? Does the company have competitive wage and salary scales? Are employee benefits attractive?
4. Performance Result – is the final rating of the employee based on the
Individual Performance Appraisal Sheet (IPAS) developed by the company.5. Personal Characteristics Variables
a. Tenure – the respondent’s length of stay (# of years) in the company.
b. Age – the current age of the respondent.
c. Educational Attainment – the respondent’s highest level of education attained.
d. Job Experience – the respondent’s job experience in terms of its count in the company he worked with.
e. Marital Status – the respondent’s condition of being married or unmarried.
6. Direct Workers – rank and file employees tasked to perform car assembly from Body, Paint and Car Erection Shops.
3.5 Company Background
The company under study is one of the leading Car Manufacturers in the Philippines. The company is engaged in the field of car assembly and was founded in April 28, 1982. Its production started in September 1983 at the Quezon City Plant.
In April 1997, its production started at the Sta. Rosa Assembly Plant and was certified by BVQI for ISO9002 in December 1999.
At present, the company is geared towards the goal of becoming the top 3 automotive company in the Philippines. Through its I-STEP-IC Core Values, namely: Integrity, Shared Vision, Teamwor, Excellent Quality, Proactive Service, Innovation and Continuous Improvement, the company is on its way to develop a culture of Excellence and Quality that will satisfy not only the needs of external customers but also its internal customers, its employees.
3.6 Participants
The Manufacturing Process Group of the Manufacturing, Engineering and Quality Division was the unit studied since it’s the main work force of the organization. Out of one hundred two (102) direct workers, Fifty Five (55) were the respondents of this study. They were automotive technicians who were considered direct workers or rank and file employees involved in car assembly with final rating in their Individual Performance Appraisal Sheet (IPAS) indicated in the employee masterlist.
The researcher received fifty five (55) completed questionnaires. Their average tenure, age, educational attainment, job experience, and marital status are 8.18
years, 31.74 years old, 1.5 or 51% High School Graduates, 2nd job and 1.59 or 60% married, respectively.
3.7 The tool to measure
The following information were asked of the participants of this study in order to describe accurately their personal characteristics:
1. Tenure or years of stay in the company 2. Age
3. Educational Attainment 4. Number of Job Experience 5. Marital Status