Sample Chapter 4

Chapter 4
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
This Chapter includes the presentation, analysis and interpretation of the
data in terms of the questions formulated in the study.

PROBLEM 1. PROFILE OF THE RESPONDENTS

The following tables illustrate the profile of the respondents in terms of
age, gender, civil status and educational attainment.

1.1 Age
Table 1 shows the profile of the respondents in terms of age.
Table 1
Frequency and Percent Distribution of the
Respondents by Age.
Age
21-30
31-40
41-50
51-60

Frequency
23
20
3
4
50

Percent
46%
40%
6%
8%
100%

As shown, employee age at Lucky Company comprised of the following:

46% or almost half of the number of employees are 21-30 years old, followed by
40% who are 31-40 years old, 6% who are 41-50 years old, and 8% who are 5160 years old.

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Table 1 proves that majority of the present population are what we call
Millennials or Generation Y, hence, also applies to the age population of Lucky
Company. Followed by the mix matrix of Generation X, Y and the Baby Boomers.
According to Essentials of Marketing, by Perreault, Cannon, and
McCarthy, Generation Y, sometimes called Millenials, refers to those born from
1978 to 1994. This group emerged from the echo boomwhen baby boomers
started having kids. Generation X, on the other hand, sometimes called Gen X,
refers to the generation born immediately following the baby boomfrom 1965 to
1977. Baby boomersthose born between 1946 and 1964are now creating
new opportunities in industries such as tourism, health care, and financial
servicesall of which are more important to the middle-aged and retired.

1.2 Gender
Table 2 shows the profile of the respondents in terms of gender.
Table 2
Frequency and Percent Distribution of the
Respondents by Gender.
Gender
Male
Female

Frequency
31
19
50

Percent
62%
38%
100%

Table 2 shows that 62% of Lucky Company employees are male and only
38% are female. This translates that the company prefers hiring male employees.
Backed up by statistical data from the Philippine Statistics Authority from 1998
2014, employed males have consistent higher population average than females.

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According to an article published by Lila Ramos Shahani, she quoted,

Over time, women tend to lag behind men in the work force. She further quoted,
In addition to gender discrimination in many institutions, particularly in higher
paying jobs, there are often inadequate facilities that would enable women to
combine work and family responsibilities. Mismatches between education and
the job market; forms of work-place inequities that keep women in and from
certain kinds of jobs; high maternal and neonatal mortality rates; and cultural and
economic pressures that compel educated women to stay at home and care for
the family are among some of the oft-cited reasons.

1.3 Civil Status

Table 3 shows the profile of the respondents in terms of civil status.
Table 3
Frequency and Percent Distribution of the
Respondents by Civil Status.
Civil Status
Single
Married

Frequency
26
24
50

Percent
52%
48%
100%

Table 3 shows that 52% of the employees are single and 48% are
married. Data in table 2 shows that there are more males than female in Lucky
Company.
According to the National Statistics Authority, there are more single than
married males in the Philippines. There are more male employees in the said
company, hence, it follows that there are more single male plus the count of
single female resulting to the data above.

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1.4 Educational Attainment

Table 4 shows the profile of the respondents in terms of educational
attainment.
Table 4
Frequency and Percent Distribution of the
Respondents by Educational Attainment.
Educational
Attainment
Bachelor's Degree
Master's Degree
Doctorate Degree

Frequency

Percent

37
10
3
50

74%
20%
6%
100%

Table 4 shows that 74% of the number of employees in Lucky Company

are Bachelors Degree holder, 20% finished Masters Degree, and only 6%
finished Doctorate Degree.

PROBLEM 2. LEVEL OF JOB SATISFACTION OF THE RESPONDENTS.

Job satisfaction plays a vital role in the retention of employees. Just like
any other relationship, it goes sweet or sour when a certain level of satisfaction
or dissatisfaction is achieved. A workers job satisfaction motivates him/her to do
the job better which relates to higher productivity. Hence, it is imperative that job
satisfaction of employees be monitored and analysed in organizations.
Tables 5 to 11 below explain the level of job satisfaction of the
respondents in terms of the organization, work, career and development,
relationship with managers or supervisors, relationship with co-workers, working
conditions and environment, and benefits and compensation in Lucky Company.

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2.1 The Organization

Table 5 explains the level of job satisfaction of the respondents in terms of
the organization.
Table 5
Level of Job Satisfaction of the Respondents
In Terms of the Organization.
The Organization

Weighted
Mean

Verbal Interpretation

3.10

Somewhat Satisfied

3.00
2.70
2.93

Somewhat Satisfied
Somewhat Satisfied
Somewhat Satisfied

My company is one of the best companies to work

for.
I am proud to tell people I work for this company
My company treats me well.
Grand Mean

1
2
3
4
5

Legend:
Very Dissatisfied
Dissatisfied
Somewhat Satisfied
Satisfied
Very Satisfied

Data revealed that the respondents are somewhat satisfied with the
companys organization.
According to Bruce L. Katcher, Ph.D. President of Discovery Surveys, Inc.,
employees who are proud of their organizations are more engaged in their work,
satisfied with their organizations as a place to work, committed to their
organization, willing to recommend their organization as a good place to work;
and likely to stay with the organization for many more years. He further said that
pride for the organization matters.

2.2 Work
Table 6 explains the level of job satisfaction of the respondents in terms of
work.

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Table 6
Level of Job Satisfaction of the Respondents
In Terms of Work.
Work
I have the material/ equipment and tools I need to
do my job well.
Overall, I am satisfied with my present job.
I am getting enough relevant training for my present
job.
My manager recognizes and acknowledges my
good performance.
My job is challenging and interesting.
I understand what is expected of me in my work.
I am satisfied with my working conditions.
I am satisfied with my job and the kind of work I do.
Grand Mean

1
2
3
4
5

Weighted
Mean

Verbal Interpretation

3.26

Somewhat Satisfied

3.22

Somewhat Satisfied

3.08

Somewhat Satisfied

2.98

Somewhat Satisfied

2.92
2.90
2.88
2.84
3.01

Somewhat Satisfied
Somewhat Satisfied
Somewhat Satisfied
Somewhat Satisfied
Somewhat Satisfied

Legend:
Very Dissatisfied
Dissatisfied
Somewhat Satisfied
Satisfied
Very Satisfied

The table above showed that the respondents are somewhat satisfied with
their work in the company.
Employees are most satisfied when they find their work interesting,
according to an article in Human Resource Management. Being able to retain a
certain amount of autonomy allows workers to develop their own challenges and
find ways to overcome obstacles, leading to a more satisfying work experience.
Challenges and diversity in the daily grind also keep work interesting.

2.3 Career and Development

Table 7 explains the level of job satisfaction of the respondents in terms of
career development.

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Table 7
Level of Job Satisfaction of the Respondents
In Terms of Career Development.

Career Development
I am satisfied with the opportunities for
training.
I am satisfied with the job opportunities in the
company.
Promotion goes to those who most deserve it.
I was given enough feedback on my
performance.
The company makes every effort to fill
vacancies from within before recruiting from
outside.
Grand Mean

1
2
3
4
5

Weighted
Mean

Verbal Interpretation

3.38

Somewhat Satisfied

3.26

Somewhat Satisfied

3.26

Somewhat Satisfied

3.04

Somewhat Satisfied

3.00

Somewhat Satisfied

3.19

Somewhat Satisfied

Legend:
Very Dissatisfied
Dissatisfied
Somewhat Satisfied
Satisfied
Very Satisfied

The table above showed that the respondents are somewhat satisfied with
their work in the company.
Rose Johnson said that, employees value their jobs and employers when
given the opportunity to advance within a company. Money is not the only thing
employees value, but an increase in responsibility is also important to them.
When an employee understands that the organization's culture is to promote
internally, the employee maximizes his efforts to increase productivity, benefit the
team and contribute innovative ideas. An employee who knows there is little
chance of moving to a higher position within the firm sometimes lacks motivation,
which only harms the company in the long run.

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2.4 Relationship with Managers / Supervisors

Table 8 explains the level of job satisfaction of the respondents in terms of
relationship with managers or supervisors.
Table 8
Level of Job Satisfaction of the Respondents
In Terms of Relationship with Managers/Supervisors.
Relationship with Managers/Supervisors
My manager holds regular meeting with my work
group.
Those meetings keep me informed and enable me to
do a better job.
My manager knows what is going on in my work
group.
I feel free to talk openly and honestly to my manager.
My manager is available when I need advice.
My manager helps me to improve myself.
My manager establishes plans and work objectives
with me.
My manager praises me when I do a good job.
My manager is doing a good job.
My manager gives me clear instructions.
My manager takes prompt and fair corrective action
on employees who fail to perform their work
satisfactorily.
My manager is effective in making decisions.
My manager (immediate supervisor) trusts me.
Grand Mean

1
2
3
4
5

Weighted
Mean

Verbal
Interpretation

3.34

Somewhat Satisfied

3.32

Somewhat Satisfied

3.30

Somewhat Satisfied

3.22
3.16
2.98

Somewhat Satisfied
Somewhat Satisfied
Somewhat Satisfied

2.96

Somewhat Satisfied

2.96
2.92
2.86

Somewhat Satisfied
Somewhat Satisfied
Somewhat Satisfied

2.76

Somewhat Satisfied

2.60
2.54

Somewhat Satisfied
Somewhat Satisfied
Somewhat
Satisfied

2.99

Legend:
Very Dissatisfied
Dissatisfied
Somewhat Satisfied
Satisfied
Very Satisfied

The table above reveals that the respondents are somewhat satisfied with
their relationship with managers and supervisors in the company.

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According to Rose Johnson, the employee-manager relationship is an

important factor within a business. Employees benefit from good relationships
with their managers. Managers increase employee satisfaction by acknowledging
positive contributions made by the employee. Employees do not always look for
monetary recognition but desire simple praise from a supervisor for a job well
done. A good manager encourages productivity and innovation by valuing
employees input.

2.5 Relationship with Co-workers

Table 9 explains the level of job satisfaction of the respondents in terms of
relationship with co-workers.

Table 9
Level of Job Satisfaction of the Respondents
In Terms of Relationship with Co-Workers.
Relationship with Co-Workers

Weighted
Mean

Verbal Interpretation

3.24

Somewhat Satisfied

2.76
2.76

Somewhat Satisfied
Somewhat Satisfied

2.50

Somewhat Satisfied

2.82

Somewhat Satisfied

I am satisfied with how members of my work

group solve problems.
My work group works well together.
Work is fairly distributed in my work group.
I feel free to talk openly and honestly with
members of my work group.
Grand Mean

1
2
3
4
5

Legend:
Very Dissatisfied
Dissatisfied
Somewhat Satisfied
Satisfied
Very Satisfied

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The table above reveals that the respondents are somewhat satisfied with
their relationship with their co-workers.
When employees like their co-workers and find commonalities among their
peers and supervisors, they tend to be more satisfied at work, according to
Richard Harmer at the Australian Catholic University School of Psychology.
When employees connect with co-workers and develop personal relationships
they usually are happier at work.

2.6 Working Conditions

Table 10 explains the level of job satisfaction of the respondents in terms
of working conditions.
Table 10
Level of Job Satisfaction of the Respondents
In Terms of Working Conditions and Environment.
Working Conditions and Environment
My work load is reasonable.
My physical working conditions are good.
Deadlines at the company are realistic.
I believe my job is secured.
Grand Mean

1
2
3
4
5

Weighted
Mean
3.20
3.14
2.96
2.94
3.06

Verbal Interpretation
Somewhat Satisfied
Somewhat Satisfied
Somewhat Satisfied
Somewhat Satisfied
Somewhat Satisfied

Legend:
Very Dissatisfied
Dissatisfied
Somewhat Satisfied
Satisfied
Very Satisfied

The data above reveals that the respondents are somewhat satisfied with
their relationship with their working condition and environment in Lucky
Company.

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According to Brian Hill, because employees spend so much time in their

work environment each week, it's important for companies to try to optimize
working conditions. Such things as providing spacious work areas rather than
cramped ones, adequate lighting and comfortable work stations contribute to
favourable work conditions. Providing productivity tools such as upgraded
information technology to help employees accomplish tasks more efficiently
contributes to job satisfaction as well. He also said that dealing with a workload
that is far too heavy and deadlines that are impossible to reach can cause job
satisfaction to erode for even the most dedicated employee.

2.7 Benefits and Compensation

Table 11 explains the level of job satisfaction of the respondents in terms
of relationship benefits and compensation.

Table 11
Level of Job Satisfaction of the Respondents
In Terms of Benefits and Compensation.
Benefits and Compensation

Weighted
Mean

Verbal
Interpretation

I am satisfied with the company's people programs, such

as birthday announcements, valuable employee of the
month, bulletins and newsletters, etc.

3.30

Somewhat
Satisfied

I am satisfied with the company's employee welfare

programs such as rewards, incentives, food coupons,
insurance and health care, etc.

3.06

Somewhat
Satisfied

3.00

Somewhat
Satisfied

3.12

Somewhat
Satisfied

I am satisfied with the recreational activities provided by

the company, e.g. picnics and annual dinner.
Grand Mean

1
2

Legend:
Very Dissatisfied
Dissatisfied

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3
4
5

Somewhat Satisfied
Satisfied
Very Satisfied

The data above reveals that the respondents are somewhat satisfied with
their benefits and compensation.
When workers receive rewards for a job well done, they often feel more
satisfied with their jobs, according to the University of Arizona. Incentives such as
getting a better office space, a few extra paid vacation days and other perks can
significantly increase workers job satisfaction. Stock options and profit sharing
can provide employees with a feeling of ownership in the company and offer
increasing satisfaction when the results of their work show up in a check.

PROBLEM 3. SIGNIFICANT DIFFERENCE IN THE LEVEL OF JOB

SATISFACTION OF THE RESPONDENTS WHEN THEY ARE GROUPED BY
PROFILE.
Table 12 to 15 illustrates the significant difference in the level of job
satisfaction of the respondents when they are grouped by profile.
3.1 Age
Table 12 illustrates the significant difference in the level of job satisfaction
of the respondents when they are grouped by age.

Table 12
Significant Difference in the Level of Job Satisfaction
Of the Respondents when they are grouped by Age
Job Satisfaction
Career and Development
Benefits and Compensation
Relationship with
Managers/Supervisors
Work

f
0.279
0.617

p
0.840
0.608

Decision
Accept
Accept

Remarks
Not Significant
Not Significant

0.632

0.598

Accept

Not Significant

1.580

0.207

Accept

Not Significant

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Organization
Working Conditions and
Environment
Relationship with Co-workers

2.755

0.053

Accept

Not Significant

2.910

0.044

Reject

Significant

3.511

0.022

Reject

Significant

The hypothesis shows that regardless of age, there is a significant

difference in the level of job satisfaction of the respondents in terms of their
Relationship with Co-workers and their Working Conditions and Environment.
Workplace experts say having healthy relationships with co-workers can
increase job satisfaction and help boost morale in the office. "The more you feel
support from an organization, the better job you will do," said Michael Kahn, a
personal coach and psychologist in Severna Park. "It creates the spirit of a team
and helps you deal with the pressures of the job." In the same importance as
reflected by the data above, author Leslie Allan quoted in her article that, An
employee's workplace environment is a key determinant of the quality of their
work and their level of productivity. How well the workplace engages an
employee impacts their desire to learn skills and their level of motivation to
perform.
3.2 Gender
Table 13 illustrates the significant difference in the level of job satisfaction
of the respondents when they are grouped by gender.
Table 13
Significant Difference in the Level of Job Satisfaction
Of the Respondents when they are grouped by Gender
Job Satisfaction
Relationship with Co-workers
Benefits and Compensation
Working Conditions and Environment
Relationship with
Managers/Supervisors
Work
Organization
Career and Development

f
0.010
0.041
0.062

p
0.919
0.840
0.805

Decision
Accept
Accept
Accept

Remarks
Not Significant
Not Significant
Not Significant

0.126

0.724

Accept

Not Significant

0.185
0.267
5.080

0.669
0.608
0.029

Accept
Accept
Reject

Not Significant
Not Significant
Significant

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The hypothesis shows that regardless of gender, there is a significant

difference in the level of job satisfaction of the respondents in terms of Career
and Development.
According to an article published by Brian Hill, 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.
3.3 Civil Status
Table 14 illustrates the significant difference in the level of job satisfaction
of the respondents when they are grouped by civil status.

Table 14
Significant Difference in the Level of Job Satisfaction
Of the Respondents when they are grouped by Civil Status
Job Satisfaction
Career and Development
Benefits and Compensation
Work
Relationship with
Managers/Supervisors
Organization
Working Conditions and Environment
Relationship with Co-workers

f
0.002
0.504
0.702

p
0.967
0.481
0.406

Decision
Accept
Accept
Accept

Remarks
Not Significant
Not Significant
Not Significant

1.534

0.222

Accept

Not Significant

2.700
3.529
5.030

0.107
0.066
0.030

Accept
Accept
Reject

Not Significant
Not Significant
Significant

The hypothesis shows that regardless of civil status, there is a significant

difference in the level of job satisfaction of the respondents in terms of
Relationship with Co-workers.

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According to Brian Hill, Employees seek to be treated with respect by

those they work with. A hostile work environment -- with rude or unpleasant coworkers -- is one that usually has lower job satisfaction.

3.4 Educational Attainment

Table 15 illustrates the significant difference in the level of job satisfaction
of the respondents when they are grouped by educational attainment.
Table 15
Significant Difference in the Level of Job Satisfaction
Of the Respondents when they are grouped by Educational Attainment
Job Satisfaction
Benefits and Compensation
Work
Relationship with
Managers/Supervisors
Organization
Career and Development
Relationship with Co-workers
Working Conditions and Environment

f
0.181
0.271

p
0.835
0.764

Decision
Accept
Accept

Remarks
Not Significant
Not Significant

0.386

0.682

Accept

Not Significant

0.735
0.914
1.030
2.501

0.485
0.408
0.365
0.093

Accept
Accept
Accept
Accept

Not Significant
Not Significant
Not Significant
Not Significant

The table above concluded that there is no significant difference in the

assessment of the respondents on their level of job satisfaction when they are
grouped by educational attainment since the computed significant difference are
all higher than 0.05. The data shows that regardless of educational attainment,
they all experience the same level of job satisfaction in Lucky Company.

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Bibliography
Essentials of Marketing - A Marketing Strategy Planning Approach
William D. Perreault, Jr., Ph.D.
UNIVERSITY OF NORTH CAROLINA
Joseph P. Cannon, Ph.D.
COLORADO STATE UNIVERSITY
E. Jerome McCarthy, Ph.D.
MICHIGAN STATE UNIVERSITY
Gender Statistics on Labor and Employment
http://labstat.psa.gov.ph/PUBLICATIONS/Gender%20Statistics/chap3.htm
l
The Status of Women in the Philippines: A 50-Year Retrospective
Lila Ramos Shahani
http://www.gmanetwork.com/news/story/276661/news/specialreports/thestatus-of-women-in-the-philippines-a-50-year-retrospective
8 Millennials' Traits You Should Know About Before You Hire Them
https://business.linkedin.com/talent-solutions/blog/2013/12/8-millennialstraits-you-should-know-about-before-you-hire-them
How Men and Women Differ in the Workplace
http://www.thefiscaltimes.com/Articles/2012/05/25/How-Men-and-WomenDiffer-in-the-Workplace
Experts Say That Healthy Relationships At Work Are Key To Job Satisfaction
And The Smooth Operation Of An Office.
http://articles.baltimoresun.com/2005-08-17/news/0508170088_1_healthyrelationships-co-workers-job-satisfaction
The Importance of Workplace Environment
http://www.businessperform.com/workplacetraining/workplace_environment.html
http://www.chron.com/

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