Research-Paper-Updated 2

PERCEPTION OF QUICK SERVICE RESTAURANT MANAGERS
PERCEPTION OF QUICK SERVICE RESTAURANT MANAGERS ON JOB

SATISFACTION AND ORGANIZATIONAL COMMITMENT
Submitted by:
Daniel Antonio G. Macaspac
1
Table of Contents
Introduction ……………………………………………………… 1
Background of the Study ………………………………………………………. 6
Significance of the Study …………………………………………………… …. 7
Review of Related Literature ………………………………………………………... 8
Statement of the Problem ………………………………………………………... 19
Conceptual Framework ………………………………………………………… 21
Research Design ………………………………………………………… 22
Participants of the Study ……………………………………………………….... 22
Source of Data …………………………………………………………

23
Research Instrument ………………………………………………………… 23
Data Collection Procedure ………………………………………………………… 24
Ethical Consideration ………………………………………………………… 26
Results ………………………………………………………… 28
Discussion ………………………………………………………… 44
Recommendation ………………………………………………………… 50
References ………………………………………………………… 56
2
Job satisfaction and organizational commitment are widely studied concepts in retail
establishment, manufacturing, hospitals, academic and military. Most of these researches
focus on behavior and attitude of its employees. Although it is clear that there is a strong
relationship between job satisfaction and organizational commitment, few studies have been
done on the effects of these in a quick service restaurant. This study attempts to determine the
perception of millennial managers on job satisfaction and organizational commitment in a
quick service restaurant. It also aims to determine the correlation of job satisfaction to
organizational commitment among managers in quick service restaurant. The study will use
quantitative methods to gain understanding on the perception of QSR managers about job
satisfaction and organizational commitment. This study will provide guidance for the
business owners to give more emphasis on the implementation of the important factors that
will improve the satisfaction and commitment of their current generation of employees.
3
The success of the organization will always depend on the contribution and effort of
their employees, which is why business entities invest on their employees just to make sure
that all of them are satisfied and loyal to the organization because a satisfied and loyal
employee will definitely create satisfied and loyal customers and they will bring success to
the business. However, everything in this world will change; nothing will stay the same,
including the satisfaction and loyalty of your employees that is why It is important for the
organization to identify and provide the current predictors that will improve and sustain the
commitment of the employees to the organization and one of these predictors is job
satisfaction.
In the study of Osemeke (2016) he stated that employee satisfaction is a terminology
used to describe whether employees are happy, contented and fulfilling desires and needs at
works. These are the traits that employees must have for them to become more productive
and they will contribute something for the success of the organization. As cited by Al Zabir,
Bhuiyan, Mozahid, Lima and Tasnim (2018) Job Satisfaction is very crucial and important
part for the satisfaction of a whole life of an employee as it impacts the health, attendance
and productivity of an employee. Employees productivity is a determinants of organizational
efficiency. It has been found by many researchers around the world that job satisfaction has a
significant connection with job performance Ulutas (2018). When people are satisfied with
their jobs, certain advantages become possible, and this may include employees stronger
disposition to achieve customer loyalty, better life satisfaction and loyalty to the company
(Medina, 2011).
4
Silaban, Yanuar and Syah (2018) defined organizational commitment as the
commitment of the employee toward the organization where they are working.
Organizational commitment involves the faith of employees to the organization, their
willingness to make an effort for the success of organization (Manetje and Martins, 2009)
and their desire to sustain cooperation between employees (Tsolaki, Tsironi, Tzavella,
Lavdaniti and Zyga, 2013; Medina, 2011).
The loyalty of an employee may vary according to their generation and based on
different studies; they conclude contradicting findings on who is more committed to their
organization, the older or the younger generation. According to Acquaah and
Acheampong, as cited by Ajayi (2017) Older employees are more committed to the
organization, because younger ones can leave the organization anytime as a result of future
job opportunities, unlike the older employees who have invested much in the organization
and their turnover intention reduces with the years of job tenure.
On the contrary Akinyemi (2014) studied banks in Nigeria and based on the result
of his study he concluded that older employees do not show more commitment than younger
employees. Khan et al, (2013) cited that as an employee grow older his/her sense of
responsibilities gains maturity and this will decrease the chances of turnover. Employees
have several reasons why they remain loyal to the organization. Some of them are closely
attach to the people inside the organization, while others they need to repay the organization
or it is very difficult to find a new opportunity outside the organization.
5
Table of Contents
Introduction ……………………………………………………… 1
Background of the Study ………………………………………………………. 6
Significance of the Study …………………………………………………… …. 7
Review of Related Literature ………………………………………………………... 8
Statement of the Problem ………………………………………………………... 19
Conceptual Framework ………………………………………………………… 21
Research Design ………………………………………………………… 22
Participants of the Study ……………………………………………………….... 22
Source of Data …………………………………………………………

23
Research Instrument ………………………………………………………… 23
Data Collection Procedure ………………………………………………………… 24
Ethical Consideration ………………………………………………………… 26
Results ………………………………………………………… 28
Discussion ………………………………………………………… 44
Recommendation ………………………………………………………… 50
References ………………………………………………………… 53
6
There is much research that supports the link between job satisfaction and employee
retention, where increases in job satisfaction may increase the employee’s desire to stay at
the company for a longer period of time Michael et al., Mohsin & Lengler and Hausknecht,
as cited by Taylor (2017). Some business owners value the importance of their employees
that is why they provide their current need and wants, just to inspire their employees to be
satisfied, productive and be loyal to the organization.
However, there are some business owners who do not value the importance of job
satisfaction and commitment to the organization, because for them no one is indispensable in
the company. They can change their employees anytime they want; however, they need to
understand that this action of changing employees frequently will create a negative impact
not only to the organization but also to the productivity level of their millennial employees.
Quick service restaurants are considered as one of the fast paced environment where in there
is a high turnover rate of employees. According to the National Restaurant Association, as
cited by Taylor (2017) the quit rate in the restaurant industry was 50.3% in 2015, making
quitting the major contributor to employee turnover as opposed to being fired or forced to
leave while the fast food industry tends to have an even higher turnover rate than the other
restaurant types.
According to Khalid, Nor, Ismail and Razali, as cited by (Tschantz, 2016)
Millennials are said to have higher turnover rates than the generation before them. Turnover
rates among millennials are posing a concern to today’s organizations; in fact, the Bureau of
Labor Statistics found in 2013 that millennials aged 24-34 are retained on an average of less
than three years. High turnover rate will definitely compromise organizations and it is
costlier getting qualified and competent employees just to fill a vacant position.
7
Organizations should value the importance of job satisfaction and organizational
commitment in order to lessen the employee’s turnover rate that the industry experienced.
Based on the study of Salleh, Nair, and Harun (2012), they found that, higher
organizational commitment and higher satisfaction with salary, promotion, work, and
supervision will lead to lower turnover intention and turnover rate.
The workforce of quick service restaurant industry is being dominated by the
millennials. These are the newest generation that enters the workplace. They have a different
attitude and behavior in such it is easy for them to adapt on their new environment. They use
their skills and abilities such as being a “techy” person, in order to be efficient on their
designated task even if they are away from work, and they are very aggressive to learn a lot
of things and finish the task in a short period of time. According to Erickson as cited by
Chaudhuri and Ghosh (2012) Their need for recognition and feedback from their superiors
may also explain the high expectation that they have in terms of pay and advancement in
organization.
However, if the business entities do not recognize their effort, they can easily leave
and will not hesitate to leave the company; more so, they are not afraid to lose their jobs
because this generation is still dependent on their parents.
Most of these employees are being praised by their parents frequently, they want to
transfer this behavior to their working place, that is why, what they want to see is for the
organization to treat and recognize them similar to the way that they are being treated and
recognized by their parents. This perception and expectation will definitely influence their
performance level to the organization. Some of them will become more productive while
8
others are not; some of them will decide to stay to the organization while others will decide
to leave.
Satisfaction and loyalty of the employees are considered unpredictable, it is very
difficult for the organization to determine until when, these employees will be satisfied and
loyal to the organization. There are several theories of job satisfaction which are being
discussed by different scholars and these theories will also affect the commitment of the
employees to the organization
One of the job satisfaction theories which will be used by this study is the Locke’s
Value-percept theory which argued that job satisfaction depends on the perception of a person
whether the job provides the things that he values as stated by Colquitt, Lepine, and
Wesson (2011). The theory suggests that people evaluate job satisfaction according to
specific “facets of the job” which includes pay, promotion, supervision, co-worker, and work
itself. If the employees perceive that these determinants are being provided by the
organization, this will not only improve their satisfaction but they will also remain committed
to the organization.
This study will focus on the perception of the millennial managers about the influence
of job satisfaction to organizational commitment of the quick service restaurant. Quick
service restaurant has been designed to become an eat to go establishment since most of the
customers of this establishment are always in a hurry because of their busy schedules; they
prefer to consume their time to eat in a fast, convenient, good quality and affordable food
service establishment. Since this is considered a fast paced environment wherein servers and
managers are required to work fast, giving too much of their time serving their customers,
9
accomplishing their jobs daily, the question that comes in our mind for these employees and
managers is, are they still satisfied and loyal to their jobs and to their organization?
This study will help the future researchers to discover what are the potential factors
that will improve and sustain job satisfaction in the future and the impact of these potential
factors to organizational commitment of their current generation of employees. Likewise it is
to discover and understand these potential factors that will match the capacity of businesses
in applying these in the real setting.
The result of this study will provide guidance for the business owners to give more
emphasis on the implementation of the important factors that will improve the satisfaction
and commitment of their current generation of employees.
This will also serve as an eye opener for the applicants to scrutinize the important
factors that they must have and experience inside the workplace for them to be satisfied and
loyal to the organization, before they decide if they will accept the job or not.
The result of this study will also provide an idea for the government to pass a certain
law that will enhance the satisfaction and commitment of Filipino employees.
Millennial managers will be the exclusive respondents of the study, they are born
between the years 1981 - 1996 (ages 22 to 37 years old in 2018), other generations and rank
and file employees were not included. This study use the determinants of job satisfaction
such as Work in present Job, Present Pay, Supervision, Present opportunities and People in
present Job and the three levels of Organizational Commitment which are affective,
continuance and normative commitment to determine the perception of the respondents, due
to the time and financial constraint the research will only be done in Angeles City and
10
selected Mc Donald’s Franchise store which are located in Nepo Mart, Fields Avenue, SM
Clark, Henson St. and Sto. Rosario St.
As we grow old our perception about satisfaction and commitment will change and
this is because of the changes in our lives. It is important for us to be aware on our
perception, you need to analyze several factors before you make a conclusion about the real
condition of the person, process, system, management or the entire organization because the
way you perceive on something will definitely affect our attitude and behavior towards our
job and the organization.
According to many scholars, job satisfaction has been given more attention in today's
organization because job satisfaction will help organization to retain experienced, trained and
competent employees Abu et al., Ahmad et al., Chih-Cheng et al. and Damiano et al. as cited
by Ismail & Razak (2016). Hiring and keeping competent people is a challenge for the
organization. Business owners should value and understand the importance of job satisfaction
as well as the factors that influence their employees’ satisfaction and productiveness on their
jobs.
Research by various scholars such as Elizabeth and Zakkariya, Dimitrios et al.,
Linda & Michael, Loreta & Aukse, Patrick et al. as cited by Ismail & Razak (2016)
revealed that employees who are gratified with his or her job are more likely to prove a
worthy attitude and contributed more efforts to share his or her skill and knowledge with the
organization
Employees who contribute a lot of effort for the success of the organization are
considered competent employees and these are one of the competitive advantages of the
organization that is why the goal of the organization is to value the importance of these
11
competent people. This was backed by Lussier and Hendon, (2013) who stated that the
human resources in the organization are among the most important means of developing the
competitive advantage of the organization. One of the determinants of competitive advantage
is excellence at work (Evans, 2013) Employees will achieve excellence at work if there is a
role clarity about their job and they have the right competencies and initiative to get the job
done. Role clarity is how the employee feels that the company delivers sufficient information
about the job as cited by Porkelsson (2018)
Nyabundi and Kagiri (2017) defined task identity as the overall extent to which a
job is done from the start point to finish point to the extent the outcome is predicted or
visible. On the other hand, task significance, along with skill variety and task identity, is
proposed to generate a sense of meaningfulness at work, which then leads to internal work
motivation, high job performance, job satisfaction, and low absenteeism/turnover (Allan,
Duffy & Collisson, 2016). Employees value the importance of satisfaction with the work
itself, and it reflects employees’ feeling about their actual work tasks, including whether
those tasks are challenging, interesting, respected, and make use of critical skills rather than
being dull, repetitive, and uncomfortable as cited by Aslaniyan and Moghaddam (2013).
Therefore, organization should design tasks that form an identifiable and meaningful whole
to increase employee “ownership” of the work and encourage employees to view their work
as meaningful and important rather than as irrelevant as stated by Choge, Chepkiyeng and
Chelimo (2014)
Aside from work itself satisfaction, business owners should provide their employees
the other factors such as fair salary, if they want to achieve complete satisfaction and stronger
commitment.
12
According to Michael, Prince and Chacko as cited by Taylor (2017)
Compensation is defined as every type of reward individuals received in exchange for
performing organizational tasks Furthermore, Kee, Ahmad and Abdullah (2016) cited that
financial compensation can be seen as a strategy in human resource management to attract,
retain and motivate the workers in the changing environment
Mohsin & Lengler, as cited by Taylor (2017) agree that there is a positive link
between the degree of satisfaction with compensation and the degree of organizational
commitment and loyalty.
However, Choge, Chepkiyeng and Chelimo (2014) stated that money is not
everything. Most people are happy to receive what they consider a fair paycheck, however
for them to be completely satisfied, what they want is to be recognize for a job well done.
They want to receive opportunities for them to learn and grow and to have a positive
workplace and a supportive team
Coworker support is the degree to which employees perceived that their coworkers
are willing to provide them with work-related assistance and to help them in the execution of
their service-based duties Avci (2017).
Lin and Shu-Jen (2011) cited that coworkers' relationship contained in an
organization is a type of interpersonal relationship and it is based on two concepts: the
superior - subordinate relationship and co employees' interactions Co-workers relations are
different from supervisor relations. Employee interactions with supervisors was based on the
position in the organizational hierarchy, while co-worker’s relations are equal and it has no
formal authority elements Basford and Offermann (2012).
13
Co-workers cannot be dictated still it depends on the relationship quality that was
compiled from daily work whether it is very pleasant or sad as cited by Ariani (2015). The
quality of coworker’s interaction has an impact to the employees working attitude and this
will definitely affect the productivity level of the employees and their goal such as to achieve
a meaningful experience.
Coworker support can influence a meaningful experience for employees whereas
negative relations with others can make work life miserable Avci (2017)
On the other hand, Supervisor support is defined as “the level to which employees recognize
that their supervisor is affording support and encouragement for work performance and
concerns of employees Kang et al., as cited by Taylor (2017).
According to Qureshi and Ab Hamid (2017) supervisor plays an important roles in
training effectiveness. Without getting support from the supervisor, the training
process cannot be transferred successfully. Putter (2013) stated that the supervisor support
are provided before and after the training program and it can be shown in terms of emotional
and instrumental support. The organization should value the importance of management –
employee relationship, business owners and managers should act as if they are the parents of
these employees; their objective should be to attain organizational goal and to contribute
something for the development of their employee’s skills and abilities towards their jobs.
To improve the skills and abilities of the employee’s business owners should create
and provide a well-designed training program and career development plan for their
employees for them to become more motivated and completely satisfied.
Promotion satisfaction refers to employees’ feelings about the company’s promotion policies
and their execution, including whether promotions are frequent, fair, and based on ability as
14
cited by Aslaniyan and Moghaddam, (2013). Improving the skills and abilities are not
enough for the employees to have a great and challenging career, they should be given a new
opportunity such as moving upward on a new job position wherein employees will be more
satisfied. The result of satisfaction will not only focus to the productivity level of the
employees but also to secure their loyalty to the company.
Malik, Danish and Munir (2012) stated that different organizations or institutions use
promotion as a reward for high productivity of their workers which accelerate their efforts
Furthermore, Naveed, Usman and Bushra (2011) stated that the deciding factor for the
position of any individual in the organization is his skills and qualification, the higher the
level of skills and qualification in any individual the higher will be his position in the want
organization. A good career development plan will motivate the employee to strive harder for
them to get the promotion. With this, they will be more satisfied and loyal to the organization
According to Somunoglu, Erdem and Erdem as cited by Jones (2014)
organizational commitment defined as the degree to which an individual embraces the values
and goals of an organization. Employee’s commitment is questionable because no one can
never tell until when their loyalty to the company last.
One of the most important issue in any organization is organizational commitment.
Thus, organization needs committed employees as cited by Dobre (2013). Commitment
entails acceptance of responsibility of everything inside the organization, the rules,
regulation, culture, values, people and the working environment. Committed employees
display a positive behavior, and this will continuously exist if their contribution and effort are
being recognized by the organization.
15
John Meyer and Natalie Allen, commitment experts, explicitly gave the components
as affective commitment, continuance commitment, and normative commitment as stated by
Medina (2011).
There are several reasons why a particular employee decides to work, stay and be
loyal to the organization and this is because of their different perception about loyalty.
There are some employees who decide to stay in the organization because they are
closely attached to the organization and they considered this organization as a vital part of
their life, and people doesn’t want to lose one important part of their life.
Affective commitment is the extent to which employees feel emotionally connected,
recognized, and involved within the organization and employees have the strong desire to
stay at the organization Balassiano and Salles (2012). The loyalty of the employees will be
determined by their physiological and psychological state which means employees are using
their mental and emotional ability to perceive their commitment to the organization.
Employees who have strong emotional commitment will be more probable to remain happier
in the organization as cited by Kang et al., (2013). These employees are very close to the
people who works in the organization from their superior down to their subordinates, wherein
their emotions are being affected by the outcome of the organization, and they will apply
everything they know for them to bring the success to the organization. An affective
commitment occurs when employees commit because they have the strong desire to do and
not because they are required to do (Kimura, 2013). An emotionally committed employee,
wishes to continue as a part of the organization and they strongly identified the goal of the
organization (Marmaya et al, 2011).
16
Employees represent their affection and admiration to their organization; some of
them are willing to sacrifice their own happiness or even their own life for the sake of their
company. These type of employees will stay in the organization from failure to success.
On the other hand, continuance commitment is the attachment of individuals to their
current organizations based on the consequence related to leaving Sow (2015). Continuance
commitment refers to the employees’ tendency to remain in an organization because it is not
reasonable for him to leave the organization (Medina, 2011). It is being maximized when
there are high perceived costs of leaving, and the employee is aware and worried of those
costs Tschantz (2016)
That is why employees may commit to their current organizations because of lack of
better alternatives or opportunities outside their organization as cited by Sow (2015)
Continuance commitment occurs when employees commit not because they have the desire
to do, but because they need to do Balassiano and Salles (2012).
There are some potential antecedents of continuance commitment which includes
include age, tenure, career satisfaction and intent to leave. Age and tenure can function as
predictors of continuance commitment, primarily because of their roles as replacement
measures of investment in the organization Madi, Abu Jarad and Alqahtani (2012) If there
is a job vacancy inside the organization, some of them are being considered as a potential
successor for the vacant job position because of their age and years of service in the
organization.
17
Normative commitment is the moral attachment of individuals’ attachment level to
their employing organizations as Sow (2015). Employees may also commit to their current
organizations because they believe that they have a moral obligation to commit Gelaidan
and Ahmad (2013) and these individuals feel the need to repay the organization after they
receive some benefits from them Gelaidan and Ahmad (2013).
Sometimes it is very hard for the employees to leave the organization because they
owe something to the organization especially if the organization contributes something for
these employees to achieve a successful career in exchange, it is the right thing to do to stay
and continue working in their current organization and this is also known as reciprocal
obligation.
The determining factors of job satisfaction will affect the behavior and attitude of
these employees to their working environment. These determining factors will influence their
employee’s to be satisfied and have the initiative to produce a good result for the company
and this will improve their loyalty to their organization and this was amended by Isip (2013)
where he found a high positive correlation between job satisfaction and organizational
commitment.
According to Ng et al. as cited by Tschantz (2016) Millennial generation are the
current workforce who dominate the quick service restaurant industry. Millennials enjoy
working in teams because they perceive that collaborating avoids risk as well as being more
fun than working alone.
18
These young individuals can easily adapt their new working environment especially
the way they interact with their coworkers, subordinates or even to their superiors.
Differences is not an issue the only thing that they want is to be recognized, being valued and
appreciated immediately for the things that they will accomplish.
Millennials want to have a good pay and benefits; however, this may be an effect of
Millennials' desire for frequent feedback and entitlement Ng et al., as cited by Tschantz
(2016). Some millennials are aiming for an attractive compensation packages despite of, they
don’t have enough working experience still they want to get a high salary which is why some
of them wants to be recognized by their employers and be promoted in a short period of time.
There is a doubt about the satisfaction and commitment of the millennials workforce
and it’s because of their different mindset and perception. It is very easy for them to decide
on something, without analyzing the consequence of their action.
Campione as cited by Tschantz (2016) stated that millennials tend to have less
intention to leave their jobs than other generations, but when they become dissatisfied with
their jobs, they move more quickly and more certainly to quit their jobs and move on than
previous generations because millennials saw their parents get divorced and be subject to
layoffs without respect to their loyalty to their company. They value making a life over
making a living Ng et al., as cited by Tschantz (2016). Some of them value the importance
of improving their life, in the context of their career such as achievement, recognition,
promotion and other things that they need to receive. They do not care about surviving in life
because whether they will have a job or not, still they will survive through the help of their
parents.
19
Moreover, Twenge as cited by Martin & Ottemann (2016) explained his meta-
analysis also included job satisfaction and intent to leave across four generations. She found
out that millennials are more job satisfied and wanted more job security than older
generations, but all generations were fairly similar in their intent to leave their company.
It is important for the organization to find ways on how to improve this current
perception of this generation who works in the organization by identifying the determining
factors that could lessen the conflict inside the working place, to influence them to be
satisfied on their jobs and to hold their strong commitment to the organization.
There are several factors that business entities could use in order to improve and
sustain the satisfaction and commitment of their employees to the organization. However,
business entities need to identify and understand what are the current determinants that are
being valued by these millennial workforces. Based on the study of Tschantz (2016) he
concludes that there are three ways that an organization could do in order to improve job
satisfaction and organizational commitment of millennial workforce, this is by implementing
mentoring programs, making changes in job design, and fostering a workplace culture that
encourages the cultivation of interpersonal relationships according to millennials’
personalities, needs, and expectations in regards to work.
Business owners aim to retain their competent employees and maintain their
productivity level in order to achieve the goal of the organization especially their millennial
workforce. Millennials are the current workforce of the quick service restaurant industry, and
this generation have a higher rate of turnover compare to the other generation because of
their different perception and expectation of satisfaction which will definitely influence their
decision to stay or to quit in the organization.
20
According to McShane & Von Glinow as cited by Tschantz (2016) An employee’s
overall job attitude is made up of two factors: job satisfaction and organizational
commitment, and these can both have a considerable effect in decreasing employee turnover.
Working in a fast pace environment such as quick service restaurant is not an easy
job, it is a life which involves a high level of stress and unpredictable challenges that is why
this type of restaurant experienced a high turnover rate of employees. Employees are like
machines no matter how productive they are, there will be a time where in they will get tired
and exhausted. Business owners should have a coping mechanism on how to minimize the
level of stress that their employees will experience and how to motivate their employees to
accept the challenges and turn this into an accomplishment. Evaluating the current
determinants of job satisfaction and organizational commitment are the coping mechanism
that could be used and developed by the business owners. Employees need to be satisfied
before they will develop their commitment to the organization, once there is a commitment
they will become more productive and they stay in the company for good. There are several
factors that contribute to job satisfaction and the influence of these factors to organizational
commitment however business owners could not provide all of these factors to their
employees, just to make them satisfied and contented. They need to evaluate and understand
which current factors are being valued by their millennial employees which is considered the
largest pool of manpower of the restaurant industry.
21
This study aims to identify the determinants of job satisfaction level which will have
an impact to the organizational commitment of the millennial managers of five McDonalds
franchise store in Angeles City. Job satisfaction and organizational commitment are two
different variables that play an important role for the employees to contribute something in
the success of the business. If employees are satisfied with their jobs, their productivity level
increases, they will strive for the best such as service excellence and high quality
management and eventually they will value the importance of loyalty to the organization
In order to assess the perception of these current generation of fast food restaurant
managers about the influence of job satisfaction to organizational commitment of the food
establishment these questions ought to be answered:
1. How may Job satisfaction of QSR managers be assessed in terms of
a. Work in Present Job

b. Present Pay
c. Supervision on Job
d. Present opportunities
e. People in your present Job
2. How may Organizational Commitment of QSR managers be described in terms of
a. Continuance Commitment
b. Affective Commitment
c. Normative Commitment
3. Is there a significant relationship between the determinants of job satisfaction and

organizational commitment that has been perceived by these current generation of
quick service restaurant managers?
4. How may the result of this be utilized to improve job satisfaction and organizational
commitment that has been perceived by millennial managers
22
The researcher will adapt the five facets of Value Percept Theory and this will be
assessed by Job Descriptive Index which has been recently used by Tasios and Giannouli,
(2017) in their study entitled Job Descriptive Index (JDI): Reliability and Validity study in
Greece. These are work in present job, present pay, supervision on job, present opportunities
and people in your present job. These facets will be used to determine the overall job
satisfaction level. The researcher will also adapt the Organizational Commitment
Questionnaire of Allen and Meyer Measure of Employee Commitment in the Context of
Academic Staff in Universities in Uganda by Mugizi, Bakkabulindi & Ssempebwa (2016)
which are affective, continuance and normative commitment to determine the loyalty of these
current generation of managers of five Mc Donald’s franchise stores in Angeles City.
Value percept theory is one of the accepted tools that are being used by several
studies. In order to identify the job satisfaction level of these current generation of
employees, the researcher used the five facets of Value percept theory which are work in
present job, present pay, supervision on job, present opportunities and people in your present
job. The things that being valued by their employees.
These are the factors that will improve the satisfaction of these employees and that
will also influence their loyalty to the organization. Loyalty may vary according to the
employee’s perception whether it is a normative, affective or continuance commitment
23
WORK ITSELF
JOB
PRESENT PAY
JOB ORGANIZAIONAL
SUPERVISION SATISFACTION COMMITMENT
ON JOB
PRESENT
OPPORTUNITIES
PEOPLE IN
YOUR PRESENT
JOB
Figure 1. Conceptual Framework
Ho There is no significant relationship between work itself and organizational commitment
Ho There is no significant relationship between present pay and organizational commitment
Ho There is no significant relationship between supervision on job and organizational

commitment
Ho There is no significant relationship between present opportunities and organizational

commitment
Ho There is no significant relationship between people in your present job and organizational
Commitment
METHOD
24
Research Design
The researcher will use a descriptive and correlation method, to identify and correlate
the determinants of job satisfaction to the components of organizational commitment, to
determine the relationship and impact level of the determinants of job satisfaction to
organizational commitment of the selected quick service restaurant in Angeles City.
Participants of the Study
The respondents of the study are the total population of millennial managers of
McDonalds Franchise store in Angeles City which 49. These group of managers will be
assign to a different level of managerial position, from management trainee, 2nd assistant
managers, 1st assistant manager and eventually restaurant manager. The Mc Donald’s
Franchise store branches are located in Nepo Mart, Fields Avenue, SM Clark, Henson St. and
Sto. Rosario St The researcher will gather the information for this study using the total
population of QSR managers of the five McDonalds franchise store in Angeles City. The
researcher did not include the rank and file employees because they are only required to
render service for 5 months and satisfaction and commitment will not exist with this short
period of time.
Source of Data
25
Based from the initial interview the researcher found out that the total population of
QSR managers of five McDonalds franchise store in Angeles City which is 54, 49 of them
are millennial managers and this is considered the primary data of this study.
Research Instrument
In order to collect and achieve a meaningful data the researcher will use a
comprehensive and measurable method that will help this study in identifying the
relationship and impact level of the determinants of job satisfaction to organizational
commitment and the perception of millennial managers of the Mc Donald’s franchise store
about the influence of job satisfaction to organizational commitment. The researcher will use
two sets of questionnaires for this study. With this the researcher will adapt the two
questionnaires from the previous studies entitled Job Descriptive Index (JDI): Reliability and
Validity study in Greece by Theodosis Tasios, M.S. and Vaitsa Giannouli, Ph. D (2017) and
Validity and Reliability Allen and Meyers, Measure of Employee Commitment in the Context
of Academic Staff in Universities in Uganda by Wilson Mugizi; Fred E. K. Bakkabulindi &
Jude Ssempebwa January (2016). However, the researcher will modify the first questionnaire
entitled Job Descriptive Index (JDI): Reliability and Validity study in Greece by converting
the questions from adjective words into sentences in order to make this questionnaire similar
and comparable to the second questionnaire entitled Measure of Employee Commitment in
the Context of Academic Staff in Universities in Uganda. These two adopted questionnaires
have its own scale of reliability and validity test that has been performed by the authors of
the previous studies.
26
The researcher will adopt the 5 point Likert scale ranging model from the previous
studies and used it in the adopted questionnaire, where in 1 strongly disagree, 2 disagree ,3
undecided, 4 agree and 5 strongly agree.
The purpose of these two adopted questionnaires is to evaluate the job satisfaction
level through the use of different determinants, and the influence of these determinants to the
organizational commitment of QRS managers of the five McDonalds franchise store in
Angeles City.
The researcher will correlate the results of the determinants of job satisfaction level to
the component level of organizational commitment, to determine the impact level and the
relationship of these determinants to organizational commitment, the method of data
collection will be on survey. The data will be analyzed by SPSS version 24.0 and the
statistical tools that will be used are descriptive mean rating and correlation method.
Data Collection Procedure
The researcher will write a letter to acquire the permission of the company to conduct
an interview and survey to the millennial managers of the five branches of Mc Donald’s in
Angeles City. Once it is approved, the researcher will start gathering data by conducting a
survey and interview to the employees during lean hours. The researcher will transcribe the
interview and this will be use for the development of recommendation. Once the researcher
already acquired the data that is being needed, proper statistical method will be applied in
order to interpret it.
27
The researcher will use a descriptive mean and correlation analysis method, in order
to identify the determinants of Job Satisfaction and the influence of these determinants to
Organizational Commitment with this the researcher will correlate the result of mean rating
from Job Satisfaction to Organizational Commitment and will determine the level of impact
of the determinants of job satisfaction to organizational commitment by using a Correlation
Analysis Method.
Arithmetic Mean is the most common measure of central tendency. Mean rating is the
only common measure in which all the values play an equal role. The researcher will
calculate the mean rating by simply adding together the values in the data that has been set
and the sum will be divided to the numbers of value in a particular data. The Coefficient of
Correlation measures the strength relativity of a linear relationship between two numerical
variables. The values of the coefficient of correlation range from -1 for a perfect negative
correlation and + 1 for a perfect positive correlation. Perfect means if the points were plotted
in a scatter plot all the points could be connected on a straight line. When dealing with
population data for two numerical variables, the Greek letter p is used as a symbol for the
coefficient of correlation.
The researcher will calculate the mean rating by simply adding together the values in
the data that has been set and the sum will be divided to the numbers of value in a particular
data. The mean was used to provide the overall rating of each dimension. The ratings were
interpreted using the standard universal rounding off. The scale of mean rating was
presented in table 4 which can be found in the appendices.
28
The Coefficient of Correlation measures the strength relativity of a linear relationship
between two numerical variables. The values of the coefficient of correlation range from -1
for a perfect negative correlation and + 1 for a perfect positive correlation. Perfect means if
the points were plotted in a scatter plot all the points could be connected on a straight line.
When dealing with population data for two numerical variables, the Greek letter p is used as
a symbol for the coefficient of correlation. The researcher used Table 5 as a parameter for the
interpretation of the correlation which can be found in the appendices
Ethical Consideration
The information that will be gathered for this study will be treated privately. The
researcher will not disclose the name of each selected respondent to secure their identity. The
researcher will inform the respondents about the survey and ask their permission for them to
participate in this study. Any information pertaining to management policy, standard
procedures, financial aspect and other generation of managers are not included in this study,
the researcher will administer the survey questionnaire with the permission of the
respondents in their most convenient time. The researcher will also seek for the permission of
the authors of the two adopted questionnaires base on the previous study entitled Job
Descriptive Index (JDI): Reliability and Validity study in Greece and Validity and Reliability
of Allen and Meyers, Measure of Employee Commitment in the Context of Academic Staff in
Universities in Uganda to be used for this study.
29
Table 1
The Strength of Mean Rating Scale
Mean Rating
Scale
5 Strongly Agree 4.51 to 5.00
4 Agree 3.51 to 4.50
3 Neither Agree or Disagree 2.51 to 3.50
2 Disagree 1.51 to 2.50
1 Strong Disagree 1.00 to 1.50
Table 2
The Strength of Correlations
r value = r value =
1.00 Perfect Correlation -1.00 Perfect Correlation
Very Strong Positive Very Strong Negative

+.80 < +1.0 -.80 < -1.0
Correlation Correlation
+.60 < +.80 Strong Positive Correlation -.60 < -.80 Strong Negative Correlation
Moderate Positive Moderate Negative
+.50 < +.60 -.50 < -.60
+.20 < +.50 Weak Positive Correlation -.20 < -.50 Weak Negative Correlation
Very Weak Positive Very Weak Negative
+.01 < +.20 -.01 < -.20
0 No Correlation 0 No Correlation
Note. Adapted from “Accounting Research: Theory and Practice,” by Rufo R. Mendoza,
2012.
30
RESULTS
The researcher conducted a test of normality and it was revealed, that the P value is less
than .05 therefore this study will use a non-parametric test. In order to identify the
relationship of these two variables which are the Job Satisfaction and Organizational
Commitment, this study will use the spearman correlation.
Table 3. Test of Normality
Kolmogorov- Shapiro-Wilk
Smirnova
Statistic df Sig. Statistic df Sig.
Job Satisfaction .068 49 .200* .973 49 .309

Organizational .136 49 .024 .944 49 .022
Commitment
The collected data for this study will be presented on this chapter. Findings will be gathered
by tabulating the figures obtained, through the use of survey questionnaire that were
distributed to the respondents and the interview that have been conducted by the researcher to
the selected quick service managers. The respondents of this study are the millennial
managers of the selected Mc Donald’s Franchise Store Branches. Demographic profile will
be discussed on the first part of this chapter while the second part will discuss the perception
of millennial managers on job satisfaction and organizational commitment.
Demographic Profile of the respondents
31
The researcher was able to survey a total of 49 respondents which is considered the
total population of millennial managers of the selected Mc Donald’s Franchise store
(McDonald’s Sto. Rosario, Henson, Fields, Nepo, Clark). In order to gather a comprehensive
information about the demographic profile of the respondents the researcher collected some
personal data of the respondents which includes Age, Civil Status, Gender, Length of Service
and Job position.
The result of the survey showed that out of 49 respondents, there were 19 (38.7%) males and
30 (61.2%) females. The age of these respondents varied from 22 – 50 years’ old,
while 37 (75.5%) has age range from 22 – 31, 10 (20.40%) of them, has age range from 32 –
36 and the remaining 2 (4%) respondents were already 37 years old. The full presentation of
the age reveals that all of the respondents are part of the millennial generation.
Based on the response of civil status 26 (53.1%) of them were singles and 23 (46.9%) were
already married. In terms of the respondent’s length of service, it showed that 9 (18.4%) of
them were currently working in the company between 6 months to 1 year, while 30 (61.2%)
of them were staying in the company from 1 year to 5 years and the remaining 10 (20.4%)
respondents were with the company for 5 years and above.
The result of the respondent’s job position revealed that 16 (32.7%) of them were
management trainee, 20 (40.8%) of them were 1st assistant managers, 8 (16.3%) of them were
2nd assistant managers and 5 (10.2%) of them were considered store managers.
WORK IN PRESENT JOB
32
The respondents were asked to rate their perception about the determinants of job satisfaction
such as work in present, present pay, present opportunities, supervision, people in present
job. Table 4 showed the mean rating of the indicators of work in present dimension, ranging
from 4.0816 to 4.3469. The indicator “Employees have an interested job” and “The
accomplishment of the task is beneficial to the employee’s career” got the highest mean
rating of 4.3469 which interpreted as Agree while the indicator “Ventilation is sufficient to
their work place” got the lowest mean rating for this determinant which is 4.0816 and it is
interpreted as Agree. The table reveal an agreeable result on all indicators.
Table 4
WORK IN PRESENT STD DEVIATION MEAN DESCRIPTIVE
1. Employees have an interested job .66304 4.3469 Agree
2. Employees follow certain routing .63017 4.2449 Agree

in doing the task
3. Employees are satisfied on the task .65400 4.2245 Agree

that was given to them
4. Employees have a decent task .73540 4.2041 Agree
5. Employees was able to produce a .82530 4.1633 Agree

better output using their creativity
6. Employees task is valuable .73598 4.2857 Agree
7. Ventilation is sufficient to their .86209 4.0816 Agree

work place
8. Employees enjoy doing their task .70711 4.2857 Agree
9. The accomplishment of the task is .75142 4.3469 Agree

beneficial to the employee’s career
10. Working condition is not .79057 4.1429 Agree

dangerous for their employee’s
health
33
11. Employees was given a .71844 4.3265 Agree

challenging task
12. Employees have the authority to do 1.01728 4.0816 Agree

and accomplish their task on their
own
13. The employees task is simple 1.22648 3.5306 Agree
14. The employees task has an end 1.04083 3.7143 Agree
15. Employees task gave them a sense .66844 4.2500 Agree

of Accomplishment
GENERAL AVERAGE 4.142857 Agree
PRESENT PAY
34
Table 5 showed the mean rating of Present Pay Dimension; this table reveal a general average
of 2.75 which was interpreted as Neither Agree or Disagree. The indicator “My salary
provides me a comfortable life” got the highest mean rating of 2.9388 which was interpreted
as Neither Agree or Disagree and the indicator “I can buy luxurious things because of my
income” got the lowest mean rating for this dimension which was 2.1429 and interpreted as
Disagree.
Table 5
35
PRESENT PAY STD DEVIATION MEAN DESCRIPTIVE
1. My income is sufficient for .63821 2.7347 Neither Agree or

normal expense Disagree
2. The company provides a .50423 2.5306 Neither Agree or

satisfactory profit sharing Disagree
3. My salary provides me a .68945 2.9388 Neither Agree or

comfortable life Disagree
4. I receive a good salary .72257 2.7551 Neither Agree or

Disagree
5. I can buy luxurious things .57735 2.1429 Disagree

because of my income
6. I am not insecure to the salary of .86553 3.7959 Agree
my co-managers
7. I receive a salary more than I .70711 2.7143 Neither Agree or
deserve Disagree
8. I am highly compensated .57068 2.3878 Disagree
GENERAL AVERAGE 2.75 Neither Agree or

Disagree
SUPERVISION
The dimension of supervision got a general average of 4.1950 which revealed an agreeable
result mostly on all indicators as shown in Table 6. The indicator “The supervisor is around
when needed” got the highest mean rating of 4.4898 interpreted as Agree while the indicator
“The supervisor is hard to please” got the lowest mean rating of 3.4898 which was
interpreted as Neither Agree or Disagree for this dimension.
36
Table 6
SUPERVISION STD. MEAN DESCRIPTIVE

DEVIATION
1. The boss seeks advice to his .69191 3.9796 Agree
Employees
2. The supervisor is hard to please 1.08248 3.4898 NAD
3. The supervisor is well-mannered .51093 4.2245 Agree
37
4. The supervisor praises a good .53133 4.2653 Agree

work
5. Employees have a tactful .88880 3.9592 Agree

supervisor
6. The supervisor is influential .63353 4.1224 Agree
7. The supervisor provides his .56394 4.1224 Agree

employees the latest information
of the company
8. The supervisor oversees the task .60116 4.1837 Agree
9. The supervisor is calm in .59619 4.2449 Agree

resolving problems
10. The supervisor tells his employees .55020 4.2245 Agree

where to stand
11. The supervisor is friendly .54006 4.2857 Agree
12. The supervisor has a persistent .50000 4.2857 Agree

personality
13. The supervisor knows the job well .47380 4.3265 Agree
14. Employees have a good .55482 4.3265 Agree

supervisor
15. Employees have an intelligent .54788 4.3061 Agree

supervisor
16. The supervisor gives the .58467 4.3061 Agree

employees the authority to do and
finish the task
17. The supervisor is industrious .48708 4.3673 Agree

18. The supervisor is around when .50508 4.4898 Agree
needed
PRESENT OPPORTUNITIES
38
Table 7 presented the mean rating of the present opportunities dimension where in the
indicator, “The company has a fair promotion policy” got the highest mean rating of 3.8367
interpreted as Agree and the indicator “There are many opportunities that are being provided
by the company” got the lowest score of 3.3265 which interpreted as Neither Agree or
Disagree. This dimension got a general average of 3.5656 which indicated an agreeable result
mostly on all indicators.
Table 7
PRESENT OPPORTUNITIES STD. MEAN DESCRIPTIVE

DEVIATION
1. The company provides good .86603 3.7143 Agree
opportunities for advancement
2. There are many opportunities that are .94401 3.3265 NAD

being provided by the company
3. The company value the importance of .87530 3.6735 Agree

promotion on ability
4. I don’t have dead end job .89262 3.5102 Agree
5. I have a good chance for promotion .90257 3.3469 NAD
6. The company has a fair promotion policy .85017 3.8367 Agree
7. The company provides regular .89119 3.5510 Agree

promotions
PEOPLE IN PRESENT JOB
Table 8 showed the mean rating of the People in present job dimension where in the indicator
“The co-workers are good in making friends” got the highest mean rating of 4.3878
interpreted as Agree while the indicator “The co-workers have a narrow interest” got the
39
lowest score of 3.9592 interpreted as Agree, overall this dimension got a general average of
4.18639 which indicated an agreeable result mostly on all indicators.
Table 8
PEOPLE IN PRESENT JOB STD MEAN DESCRIPTIVE

DEVIATION
1. Employees have a .58685 4.2245 Agree
motivating co-workers
2. Employees have a thought- .74972 4.0204 Agree

provoking co-worker
3. Co-workers work fast .53927 4.2041 Agree
4. Co-workers are ambitious .71903 4.0612 Agree
5. Co-workers are intelligent .52164 4.2449 Agree
6. Their co-workers are .54006 4.2857 Agree

responsible
7. The co-workers are good in .57068 4.3878 Agree

making friends
8. The co-workers are smart .60469 4.2653 Agree
9. The co-workers are .55020 4.2245 Agree

industrious
10. The co-workers are friendly .50000 4.2857 Agree
11. The co-workers value the .52732 4.1837 Agree

importance of privacy
12. The co-workers are .59619 4.2449 Agree

energetic
13. The co-workers have a .70590 3.9592 Agree

narrow interest
14. The co-workers are loyal to .59476 4.0204 Agree
the company
15. The expectations of my co- .56544 4.1837 Agree

workers are difficult to meet
40
AFFECTIVE COMMITMENT
As shown in table 9, the Affective Commitment Dimension got a general average of 3.9846
which indicated an agreeable result mostly on all indicators. The Indicator ‘I enjoy discussing
about my organization with other people” got the highest mean rating of 4.1020 interpreted
as Agree and the indicator “I feel I am emotionally attached to this organization” got the
lowest score of 4.0000 interpreted as Agree.
Table 9
AFFECTIVE COMMITMENT STD DEVIATION MEAN DESCRIPTIVE
1. I would be very happy to .71726 3.8367 Agree

spend the rest of my career
with this organization.
2. I enjoy discussing about my .58612 4.1020 Agree

organization with other people.
3. I really feel as if this .64550 3.8571 Agree

organization’s problems are
my own
4. I think that it would be difficult .71903 3.9388 Agree

for me to become attached to
another organization as I am to
this one
5. I do feel like ‘part of the .77482 4.0612 Agree

family’ with my organization
6. I feel I am emotionally .61237 4.0000 Agree

attached to this organization.
7. This organization has a great .57588 4.0408 Agree

deal of personal meaning for
me.
8. I feel a strong sense of .57588 4.0408 Agree

belonging to my organization.
CONTINUANCE COMMITMENT
41
Table 10 showed the mean rating of the continuance commitment dimension. This dimension
got a general average of 3.668 which revealed an agreeable result mostly on all indicators.
The indicator “I am afraid of what might happen if I quit my job without having another one
lined up” got the highest score of 3.9184 which interpreted as Agree while the indicator “One
of the major reasons I continue to work for this organization is that leaving would require
considerable personal sacrifice, another organization may not match the overall benefits I
have here’ got the lowest score of 2.5510 which interpreted as Neither Agree or Disagree.
Table 10
CONTINUANCE COMMITMENT STD DEVIATION MEAN DESCRIPTIVE
1. I am afraid of what might .83757 3.9184 Agree

happen if I quit my job without
having another one lined up.
2. It would be very difficult for .80707 3.8776 Agree

me to leave my organization
right now, even if I wanted to.
3. Too much in my life would be .84163 3.8571 Agree

disrupted if I decide to leave
my organization now
4. It wouldn’t be too costly for .79966 3.8367 Agree

me to leave my organization
now
5. Right now, staying with my .74288 3.8980 Agree
organization is a matter of
necessity as much as desire
6. I feel that I have very few .85516 3.6531 Agree

options to consider leaving this
organization.
7. One of the few serious .80443 3.7551 Agree
consequences of leaving this
organization would be the
scarcity of available
alternatives.
8. One of the major reasons I .57956 2.5510 NAD
continue to work for this
organization is that leaving
42
would
require considerable personal
sacrifice,
another organization may not
match the overall benefits I
have here.
NORMATIVE COMMITMENT
As shown in table 11, the Normative Commitment Dimension got a general average of
3.8809 which revealed an agreeable result mostly on all indicators. The indicator “One of the
major reasons I continue to work in this organization is the importance of loyalty and
therefore feel a sense of moral obligation to stay” got the highest mean rating of 4.0408
43
interpreted as Agree while the indicator “Jumping from one organization to another
organization is considered unethical to me” had a lowest score of 3.7755 which interpreted as
Agree.
Table 11
NORMATIVE STD. DEVIATION MEAN DESCRIPTIVE
1. I think people .65660

these days move
from one
company to
another company
to often
.55864 3.9796 Agree
2. I do believe that a
person must
always be loyal to
his or her
organization.
3. Jumping from one .71488 3.7755 Agree

organization to
another
organization is
considered
unethical to me.
4. One of the major .64418 4.0408 Agree

reasons I continue
to work in this
organization is the
importance of
loyalty and
therefore feel a
sense of moral
obligation to stay
5. If I got another .84163 3.8571 Agree
offer for a better
job elsewhere I
would feel it is
not proper to
leave my
organization
44
6. I was taught to .71726 3.8367 Agree

believe in the
value of loyalty to
one organization
7. Things were .80707 3.8776 Agree

better in the days
when people
choose to stay in
one organization
in the entirely or
most of their
career.
8. Being a ‘company .82530 3.8367 Agree
man’ or ‘company
woman’ is more
sensible
GENERAL 3.8809 Agree

AVERAGE
CORRELATION ANALYSIS
As shown in table 12 the result of the correlation analysis revealed, that 4 out of 5
determinants of job satisfaction indicates a positive correlation to the 3 levels of
organizational commitment. However, this table also revealed that Present pay dimension is
negatively related to the 3 levels of organizational commitment. Work in present dimension
indicated a strong positive correlation to affective commitment, moderate positive correlation
to continuance commitment and weak positive correlation to normative commitment.
45
Supervision and Present Opportunities dimensions showed a moderate positive correlation to
affective commitment and weak positive correlation to continuance and normative
commitment. People in Present Job dimension indicated a strong positive correlation to
affective and normative commitment and weak positive correlation to continuance
commitment.
Table 12
46
Correlations
Correlations
AVEAC AVECC AVENC
.
** **
Correlation Coefficient .622 .508 432**
AVEWP
Sig. (2-tailed) .000 .000 .002
N 49 49 49
Correlation Coefficient -.072 -.069 -.105
AVEPP Sig. (2-tailed) .625 .639 .474
N 49 49 49
** **
Correlation Coefficient .526 .403 .379**
Spearman's rho
AVESP Sig. (2-tailed) .000 .004 .007
N 49 49 49
** **
AVEPO Sig. (2-tailed) .000 .002 .009
N 49 49 49
** **
AVEPIP Sig. (2-tailed) .000 .002 .000
N 49 49 49
*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).
DISCUSSION
47
The primary objective of this study is to determine the perception of quick service restaurant
managers about job satisfaction and organizational commitment and to prove, that job
satisfaction has a significant effect to organizational commitment in a fast paced environment
such as quick service restaurant.
Based on the findings of this study, it is revealed that four dimensions of job satisfaction are
ell managed and implemented. Both male and female respondents appreciated the statement
concerning to the four dimensions of job satisfaction such as work in present job, people in
present job, supervision and present opportunities they evaluated it Agree in average. On the
other hand, the respondents were not confident about their perception concerning to the
statement of present pay dimension and they evaluated it with a descriptive value of Neither
Agree or Disagree. The 15 indicators of work in present dimension were evaluated by the
respondents and gave a rate within the range of descriptive value Agree. This proved that
respondents valued their task at present. However, respondents gave a lowest score to the two
indicators of this dimension which are “The employees task is simple “and “The employees
task has an end” with a descriptive value of Agree. Even though the respondents were
satisfied with these two indicators, there are comments revealed by some managers that some
of their tasks were not simple and it was difficult to attain, there work shift was tremendously
different, most of them were instructed to work on a straight / 12 hours’ duty and these
routines were frequently happening. There was a situation where in they were required to
work on the night shift which was from 3 pm to 12 midnights and on the following day they
were instructed to work on the opening shift, from 6 am to 3 pm, some of them were obliged
to work on their rest day because of lack of manpower. Sometimes they will have their duty
on their current branch in the morning and will be assigned in another branch in the
48
afternoon. These factors led to tiredness, exhaustion and being unproductive. Restaurant
employees do not enjoy their holiday break because they were required to work during
holiday period, this was the time where in a lot of customers were expected to visit the
restaurant. Managers were obliged to get along with the flow of operation. If there were
several customers inside the restaurant they need to work very fast and accurate just to serve
their customers on time.
Another comment from managers revealed that one of the problems of their co-managers
especially the management trainee was, they don’t know the real meaning of their jobs. They
couldn’t handle different type of situation, situation where in they have never experience it
before. They don’t know how to do multi - tasking, which led to high level of stress. These
were some of the reasons why some managers decided to quit on their jobs.
The 5 indicators of present pay revealed that respondents were not confident in saying they
are satisfied on the statement concerning to this dimension. They have rated these 5
indicators within the range of neither agree or disagree, while 1 indicator which is “I am not
insecure to the salary of my co-managers” got the highest mean rating and was rated by the
respondent with a descriptive value of agree, it showed that respondents were not insecure
with their coworker’s salary. On the other hand, two indicators “I can buy luxurious things
because of my income” and “The company provides a satisfactory profit sharing” got the
lowest score and these were rated with a descriptive value of Disagree. Their salary couldn’t
buy luxurious things and sometimes it became insufficient for their necessities. Comments
revealed from the managers stated that they don’t receive an annual salary increase, because
the managements stated for this year strategic plan, the profit will be used for branch
expansion. The last salary increase that employees received was in 2015.
49
The 18 indicators of supervision dimension were rated by the respondents, within the range
of the descriptive value Agree and Neither Agree or Disagree. It showed that the respondents
valued the statement pertaining to their superiors. Indicator such as “The supervisor is around
when needed” got the highest mean rating for this dimension, it showed that managers can
depend on their superior when it is needed. If managers on duty cannot decide immediately
on something or he doesn’t know what to do on a particular situation they can easily call their
superiors even if their superior is out of duty. The Indicator such as “The supervisor is hard to
please” got a lowest score with a descriptive value of Neither Agree or Disagree. It revealed
that respondent’s perception about their supervisor’s expectation is unclear.
5 out 7 indicators of Present Opportunities dimension were rated within the range of
descriptive value Agree while the remaining 2 indicators were rated within the range of
neither agree or disagree. Respondents valued the statement concerning to the 5 indicators
while they were not confident about their perception pertaining to the two indicators which
were “There are many opportunities that are being provided by the company” and “I have a
good chance for promotion”. These two indicators got the lowest score for this dimension.
Indicator “The company provides good opportunities for advancement” got the highest mean
rating for this dimension which reveals that the respondents have a positive perception about
this statement. Comments revealed from the respondents that promotion will depend on the
store that will be opened by franchisee or if someone will resign then there is an opportunity
for the employee to step up. however, promotion and opportunities inside the organization
were unclear to them. Employees may not see the potential for advancement in the business
just because the salary scheme does not match the promotion, although if they will be
promoted their salary will increase, but this salary increase is not enough for them.
50
15 indicators of People in Present job got a descriptive value of Agree. It showed that
respondents value the statement concerning to this dimension. Employees enjoyed working
with their coworkers. Indicator such as “The co-workers are good in making friends” got the
highest mean rating on this dimension. It showed that respondents and their coworkers are
good in making friends. Sometimes one of the reasons why employees decided to stay in the
organization is because of the harmonious relationship that they have with their coworkers.
Affective Commitment got a descriptive value of Agree. It showed that respondents value the
statement concerning to this dimension. Findings revealed that respondents are closely
attached to the organization not just because of the pay that they received but because the
other factors such as Work Itself, Present Opportunities, Supervision and People in present
job. These 4 dimensions are the determinants of affective commitment. Indicator such as “I
would be very happy to spend the rest of my career with this organization” got the lowest
score, it showed that even though they were currently attached to the organization this
statement is their less priorities, probably they couldn’t see their selves staying in their
company for good. They are just enjoying the current things that they experience in the
organization except for the salary. Indicator such as “I enjoy discussing about my
organization with other people” got the highest score on this dimension.
Continuance Commitment got a descriptive value of Agree. It revealed that respondents
valued the statement concerning to this dimension. Work in present dimension is a
determinant of continuance commitment while the other 3 dimensions of job satisfaction
indicates a weak positive correlation to continuance commitment and these are Supervision,
Present Opportunities and People in present job and 1 dimension of job satisfaction is
negatively related to the three levels of organizational commitment which is the present pay
51
It showed that respondents decided to stay in the organization not just because of their salary,
present opportunities and supervisor and people in present job but it is because the
respondents are worried, if they could still find another job which is comparable to the things
that they were receiving in their current organization especially in terms of their task identity.
Indicator such as One of the major reasons I continue to work for this organization is that
leaving would require considerable personal sacrifice “got a lowest score for this dimension
with a descriptive value of Neither Agree or Disagree. It showed that respondents were not
confident in saying that they are satisfied in this statement and it’s because employees are not
confident if they can still find a job that will match the overall benefits that they were
receiving in their current company. Some of them perceived that there are several
opportunities outside their organization but these opportunities are very hard to find
especially if this involves utilizing a lot time, effort and money. Indicator such as “I am
afraid of what might happen if I quit my job without having another one lined up” got the
highest score on this dimension. It revealed that respondents are afraid to quit on their jobs
without having another job to go and they need to utilize a lot of things just to find another
job.
Normative Commitment got a descriptive value of Agree. It revealed that respondents give a
positive perception about the statement concerning to this dimension. People in present job is
a determinant of normative commitment. Respondents choose to stay to their organization
because they have a moral obligation to their organization and they owe this moral obligation
to their current relationship with their coworkers. Indicator such as “One of the major reasons
I continue to work in this and its organization is the importance of loyalty and therefore feel a
sense of moral obligation to stay” got a highest score in this dimension. It showed that
52
respondents valued the importance of loyalty and moral obligation despite of missing factors
that contributes to their commitment to the organization. Indicators such as “I think that
people these days move from one company to another company too often”, I was taught to
believe in the value of loyalty to one organization and Being a ‘company man’ or ‘company
woman’ is more sensible’ got the lowest score in this dimension. Respondents considered this
statement as currently insignificant.
53
RECOMMENDATION
To improve and sustain the positive perception of quick service managers on the
determinants of job satisfaction and the effect of these determinants to organizational
commitment. The researcher suggested that owners of this franchise stores should consider
the identified problems and specific recommendation to address the current needs of their
managers, for them to lessen the employees turnover rate that they experienced and
influenced their employees to stay longer in the organization.
In order to sustain affective commitment and to improve continuance and normative
commitment of the employees inside the organization. The company should value the
importance of task identity of the employees; they need to improve their guidelines on how
to discuss the real job of a managers (Expectation vs. Reality). This could be done during the
orientation process before they will get hired by the company. The company should create a
policy that will disallow frequent overtime/ unreasonable schedule and rest day duty for them
to minimize the stress level of the employees.
On the other hand, there should be an agreement between company stores and franchise store
about helping and supplying sufficient numbers of staff to the franchise stores if it is needed,
but it should be at the expense of the franchise store. Management should give their
employees the authority to begin and finish their own task, for them to feel that they have a
sense of purpose and accomplishment with this, employees will continuously value their
affective commitment to the organization and their continuance and normative commitment
will improve.
In order to improve the abilities and skills of their employees in connection to their present
job, there should be an Intensive training and seminars and these must be implemented every
54
quarter of the year by the franchise stores so that it will sustain the affective commitment of
the employees to the organization.
Pay satisfaction is an important factor for the employees even if the result of this study
indicated that there no significant connection between salary and organizational commitment
still the organization should provide a fair pay check to their employees for them to be
completely satisfied and probably in the future this will sustain and improve the
organizational commitment of the employees inside the organization. McDonalds Philippines
needs to require the franchise store to follow the compensation scheme of the company store.
These franchise stores should consider the possibilities to adapt the compensation scheme of
the company own store so that all McDonald’s employees especially the managers, will
receive an equal pay, /but still it depends on the position. If it is not possible to provide an
annual salary increase, owners of these franchise stores should invest on a monetary
incentive scheme for their employees, so that employees will become more productive and
motivated and therefore their commitment to the organization will improve and sustain,
especially if the employees perceived that their salary are competitive.
In order to improve the commitment of the employees, the organization needs to provide a
seminar that will discuss what would be the career path of the employees in the company and
there should be an agreement Franchise – company stores such as a qualified and competent
employee from a franchise store will have the opportunity to be transferred and be promoted
in a company owned store and vice versa. This present opportunity will definitely improve its
connection to affective, continuance and normative commitment of an employee to the
organization.
55
Management should create and implement a team building activity for their employees. This
activity will definitely improve the relationship of employees to their co employees and
employees to their superiors and in the long run this will also improve their commitment to
the organization. The owner of the franchise store should coordinate this activity to company
store so that they could make it bigger and exciting for the employees. This strong
relationship will build a strong commitment for the employees to their organization.
For the future researchers of Job Satisfaction and Organization Commitment, it is
recommended to correlate these two variables on the productivity level of the employees,
using employee’s performance evaluation. Qualitative method should be done in order to
analyze and understand the real perception of the employees about job satisfaction and
organizational commitment. Questionnaire about job satisfaction and organizational should
be formulated, to identify what are the dimensions and indicators that are relevant to the
study. This study will only focus on the five McDonalds franchise store in Pampanga. Future
researchers may be considering a larger and comprehensive sample size supporting their
research with a qualitative study to hypothesize the greater perception of millennial mangers
about job satisfaction and organizational commitment.
56
References
Akinyemi B. (2014) Organizational Commitment in Nigerian Banks: The Influence of Age,

Tenure and Education Journal of Management and Sustainability; Vol. 4, No 4;
Published by Canadian Center of Science and Education
Allan, B., Duffy, R. and Collisson (2016) Task Significance and Performance:
Meaningfulness as a Mediator Journal of Career Assessment 1-11
sagepub.com/journalsPermissions.nav doi: 10.1177/1069072716680047
jca.sagepub.com
Al Zabir, A., Mozahid, N., Bhuiyan, S., Lima, R., and Tasnim, A. (2018) Factors Influencing
Job Satisfaction of Women Employees in Public and Private Sectors in Sylhet City
Bangladesh. Asian Journal of Education and Social Studies
Ajayi M.O. (2017) The Influence of Gender and Age on Organizational

Commitment Among Civil Servants in South-West, Nigeria Canada Social Science
Vol 13 No 2 2017 pp 29 – 35
Ariani D. (2015) Relationship with Supervisor and Co-Workers, Psychological Condition

and Employee Engagement in the Workplace Journal of Business and Management
Volume 4, Issue 3 (2015), 34-47 Published by Science and Education Centre of North
America
Aslaniyan, M. & Moghaddam, M. S. (2013) A review and modeling on job satisfaction in

Zahedan municipality district No. 1. Journal of Contemporary Research in
Management 8(4), 23
Avci N. (2017) The Relationship between coworkers supports, Quality of Work Life and
Well Being: An Empirical Study of Hotel Employees Journal of Management
Economics and Business, Vol. 13, No. 3, 2017
Balassiano, M. & Salles, D. (2012). Perceptions of equity and justice and their implications
on affective organizational commitment: A confirmatory study in a teaching and
research institute. Brazilian Administration Review, 9, 268-286. Retrieved from
http://anpad.org.br/periodicos/content/frame_base.php?revista=2
Basford, T. E. & Offermann, L. R. (2012). Beyond leadership: The impact of coworker

relationships on employee motivation and intent to stay. Journal of Management and
Organization, 18(6), 807-817.
Chaudhuri S. & Ghosh, R. (2012) Reverse mentoring: Social Exchange Tools for keeping
boomers engaged and millennials committed Human Resource Development Review
https://www.researchgate.net/publication/239772131
57
Choge, P., Chepkiyeng, F. and Chelimo K. (2014) Effects of Task Identity on Employee
Motivation: A Survey of Eldoret Polytechnic, Kenya European Journal of Business
and Management Vol.6, No.33, 2014
Colquitt, J., Lepine, J.A., & Wesson, M. J. (2011) Organizational Behaviour: Improving
performance and commitment in the work place. Mc Graw – Hill Irwin
Dobre, O. I. (2013) Employee motivation and organizational performance. Review of

Bucharest University of Economics Studies Applied Socio Economic – Research
(Volume 5, Issue 1/2013) pp. 53
Evans, J. R. (2013) Quality & performance excellence. Cengage Learning.
Gelaidan, M. H., & Ahmad, H. (2013). The factors effecting employee commitment to
change in public sector: Evidence from Yemen. International Business
Research, 6, 75-87. doi:10.5539/ibr. v6n3p75
Ismail, A. and Razak, M. R. A. (2016) Effect of Job Satisfaction on Organizational

Commitment Management and Marketing, volume XIV
Isip, A. A. (2013). Job Satisfaction and Organizational Commitment of Employees in the

Internal Services Sector of a Government Agency. NEU School of Graduate Studies
Research Journal 1(1), 1-1
Jones April Lavette (2014) Generational Cohort Differences in Types of Organizational

Commitment among nurses in Alabama Walden University Scholar Works
Kee, L. B., Ahmad, R. B. & Abdullah, S. M. (2016) Relationship between Financial

Compensation and Organizational Commitment among Malaysian Bank Workers
Asian Business Research Vol. 1, No. 1 Published by July Press
Khan, I., Khan, F., Khan, H., and Nawaz, A. (2013) Determining the Demographic impacts
on the Organizational Commitment of Academicians in the HEIs of DCs like Pakistan
European Journal of Sustainable Development (2013), 2, 4, 117-130
Kimura, T. (2013). The moderating effects of political skill and leader-member exchange
on the relationship between organizational politics and affective commitment. Journal
of Business Ethics, 116, 587-599. doi:10.1007/s10551-012 1497-x
Leroy, H., Palanski, M., & Simons, T. (2012). Authentic leadership and behavioral integrity
as drivers of follower commitment and performance. Journal of Business Ethics,
107, 255-264. doi:10.1007/s10551-011-1036-1
Lin, S. C and Shu-Jen Lin, J. (2011) Impacts of coworkers' relationships on

organizational commitment- and intervening effects of job satisfaction Retrieve from
http://academicjournals.org/AJBM
58
Lussier, Robert N. and John R. Hendon (2013). Human Resource Management Functions,
Applications, and Skills Development 2nd ed. CA, USA: Sage Publication
Malik, M., Danish, R. and Munir, Y (2012) The Impact of Pay and Promotion on Job
Satisfaction: Evidence from Higher Education Institutes of Pakistan American
Journal of Economics June 2012, Special Issue: 6-9
Madi, M., Abu-Jarad, I. and Alqahtani, A.H.M (2012) Employees’ Perception and
Organizational Commitment: A Study on the Banking Sector in Gaza, Palestine
International Journal of Business and Social Science Vol. 3 No. 16
Marmaya, N, H. Zawawi, N. Hitam, M. Jody, J, M. (2011) Organizational commitment and

job burnout among employees in Malaysia. ICBER. 1: 185-187. 2010 International
Conference on Business and Economics Research vol. 1 (2011) IACSIT Press
Martin, T. N., Otteman, R. (2016) Generational Workforce Demographic Trends and Total
Organizational Rewards Which Might Attract and Retain Different Generational
Employees Retrieve from https;//jbam.scholasticahq.com
Manetje, O., & Martins, N. (2009). The relationship between organizational culture and
organizational commitment. Southern African Business Review,13(1), 87-111.
Medina, R.G (2011). Human Behavior in Organization. Manila, Philippines: Rex Bookstore,
Inc.
Naveed, A., Usman, A. and Bushra, F. (2011) Promotion: A Predictor of Job Satisfaction A
Study of Glass Industry of Lahore (Pakistan) International Journal of Business and
Social Science Vol. 2 No. 16
Nyabundi, G. and Kagiri, A. (2017) Effects of Task Identity on the Performance of

Employees of the Supreme Court of Kenya International Journal of Management
and
Commerce Innovations ISSN 2348-7585 (Online) Vol. 4, Issue 2, pp: (921-925),
Osemeke, M. (2016) Identification of Determinants of Organizational Commitment

and Employee Job Satisfaction an African Research Review International Multi –
Disciplinary Journal Ethiopia Vol. 10(2) pp 81 – 102
Þorkelsson J. (2018) The Impact of Communication Factors on Job Satisfaction Among

Icelandic Employees in the Public Sector BSc in Psychology Reykjavik University
Retrieve from https://skemman.is.>bitstream>Lokaverkefni.com
Putter, S. E. (2013). Making training stick: a close examination of how trainee readiness,
supervisor support, and practice foster transfer in a mobile technology based
training
program Retrieve from: https://dspace.library.colostate.edu/bitstream/handle
59
/10217/80969/Putter_colostate_ 0053A_12035.pdf?sequence=1. Rhoades
Qureshi M. and Ab Hamid K. (2017) Impact of Supervisor Support on Job Satisfaction: A

Moderating role of Fairness Perception International Journal of Academic Research
in Business and Social Sciences Vol. 7, No. 3
Salleh, R., Nair M. S., and Harun, H (2012) Job Satisfaction, Organizational Commitment,
and Turnover Intention: A Case Study on Employees of a Retail Company in
Malaysia World Academy of Science, Engineering and Technology International
Journal of Social, Behavioral, Educational, Economic, Business and Industrial
Engineering Vol:6, No:12,3429International
Sow, M.T (2015) Relationship Between Organizational Commitment and

Turnover Intentions Among Healthcare Internal Auditors Walden University Scholar
Works
Silaban, N., Yanuar, T. and Syah, R. (2018) The Influence of Compensation and
Organizational Commitment on Employees Turnover Intention IOSR Journal of
Business and Management Vol. 20 Issue 3. Ver. 1 pp 01 – 06
Taylor A. Effects of human resource factors on employee retention in the quick-service

industry (2017) University of North Georgia Nighthawks Open Institutional
Repository Retrieve from https://dgitalcommons.northgeorgia.edu
Tschantz, C. A. (2016) Increasing Job Satisfaction and Organizational Commitment in

the Millennial Workforce Liberty University Retrieve from
https;//digitalcommons.liberty.edu
Tsolaki, E., Tsironi, M., Tzavella, F., Lavdaniti, M., &Zyga, S. (2013). Employees’
commitment to the organization of a Public District Hospital: a case study.
International Journal, 6(2), 258.
Ulutas M. (2018) The Effect of Empowerment on Employees Job Satisfaction: A research on

Konya Industrial Zone Manas Journal of Social Studies Vol. 7 No. 1
60
APPENDIX
Table 1
JDI Cronbach’s Work Pay Promotion Supervision Co-workers

Itself
Factors Coefficient
Alpha
Work Itself .90 1.00
Pay .88 0.34 1.00
Promotion .91 0.37 0.31 1.00
Supervision .92 0.42 0.31 0.41 1.00
Co-Workers .92 0.47 0.31 0.26 0.47 1.00
Note. All correlations are significant at the 0.01 level (2-tailed).
Table 2
Cronbach’s Alpha for Job Descriptive Index words.

Corrected Item- Cronbach 's
Alpha if Total correlation the
question deleted
Stimulating .335 .951
Boring .440 .951
Slow .361 .951
Helpful .253 .951
Stupid .368 .951
Responsible .354 .951
Likeable .465 .951
Intelligent .473 .951
Easy to make enemies .374 .951
Rude .483 .951
Smart .406 .951
Lazy .390 .951
61
Unpleasant .453 .951

Supportive .445 .951
Active .415 .951
Narrow interests .411 .951
Frustrating .404 .951
Stubborn .094 .952
Pleasant .494 .951
Bad .494 .951

Great .494 .951
Waste of time .496 .951
Good .519 .951
Undesirable .425 .951
Worthwhile .532 .951
Worse than most .394 .951
Acceptable .302 .951
Superior .482 .951
Better than most .447 .951
Disagreeable .471 .951
Makes me content .571 .950
Inadequate .555 .950
Excellent .562 .950
Rotten .384 .951
Enjoyable .444 .951
Poor .467 .951
Fascinating .467 .951
Routine .509 .951
Satisfying .532 .951
Boring .545 .950
Good .513 .951
Gives sense of
.537 .950
accomplishment
Respected .463 .951
Exciting .486 .951
Rewarding .460 .951
Useful .440 .951
Challenging .321 .951
Simple .251 .951
Repetitive .374 .951
Creative .470 .951
Dull .547 .950
Uninteresting .553 .950
Can see results .567 .950
Uses my abilities .491 .951
62
Income adequate for

.354 .951
normal expenses
Fair .382 .951
Barely live on income .259 .951
Bad .420 .951
Comfortable .343 .951
Less than I deserve .363 .951
Well paid .358 .951
Enough to live on .320 .951
Underpaid .414 .951
Good opportunities for
.386 .951
promotion
Opportunities somewhat
.359 .951
limited
Promotion on ability .406 .951
Dead-end job .501 .951
Good chance for promotion .409 .951
Very limited .465 .951
Infrequent promotions .401 .951
Regular promotions .378 .951
Fairly good chance for
.441 .951
Promotion
Supportive .511 .951
Hard to please .370 .951
Impolite .397 .951
Praises good work .437 .951
Tactful .352 .951
Influential .198 .951
Up-to-date .343 .951
Unkind .295 .951
Has favorites .154 .952
Tells me where I stand .478 .951
Annoying .446 .951
Stubborn .113 .952
Knows job well .314 .951
Bad .403 .951
Intelligent .438 .951
Poor planner .421 .951
Around when needed .506 .951
Lazy .394 .951
63
Table 3: Means, Factors and Cronbach Alphas for the Components of Employee
Commitment
Constructs Mean Factor on Factor on
α
A) AC Factor on AC CC NC
AC1 4.06 0.768 0.91
AC2 3.78 0.776
AC3 3.45 0.739
AC4 3.76 0.859
AC5 3.77 0.817
AC6 3.69 0.856
AC7 3.79 0.836
Eigenvalue 4.575
% variance 65.36
B) CC
CC1 3 0.761 0.85
CC2 2.92 0.853
CC3 3 0.907
CC4 2.93 0.882
CC5 3.46 0.53
Eigenvalue 3.188
% variance 63.763
C) NC
NC 1 2.9 0.53 0.745
NC2 3.92 0.697
NC3 3.16 0.748
NC4 3.77 0.648
NC5 2.78 0.676
NC6 3.06 0.665
Eigenvalue 2.674
% variation
44.567
explained
64
Perlita Q. So
Franchisor
Steven Stanley Food Corporation
Henson St. Angeles City
Wilfredo P. Bulanadi
Store Manager
Mc Donald’s Franchise Store
Dear Respondent (Employees)
I am a faculty of Holy Angel University under the School of Hospitality and Tourism Restaurant
Management. I am conducting a research regarding the impact of job satisfaction to organizational
commitment among quick service restaurant managers of Mc Donald’s Angeles City Branch.
The result of this research will be utilized to improve and sustain the effectiveness of its operation.
This two sets of survey questionnaires consists of items that focus on the Employees Job Satisfaction
and Organizational Commitment. This will take 15 minutes of your time to answer the questionnaire.
Five-point scale is being used to rate your perception regarding the job satisfaction level that being
provided by the establishment to its employees. Kindly check 5 if your perception is strongly agree, 4
agree, 3 undecided, 2 disagree, 1 agree
Rest assured that whatever information you share shall be kept in utmost confidentiality.
Sincerely
Daniel Antonio G. Macaspac

SHTM Faculty
65
Name (Optional)
Age [_]18-21 [_] 22-26 [_] 27-31 [_] 32-36 [_] 37-41 [_] 42-46 [_] 47-51
Length of Service [_] 6 mos. to 1 yr. [_]1 yr. to 3 yrs. [_] 3 yrs. to 5 yrs. [_] 5 yrs. And
above
Gender [_] Male [_] Female
Civil Status [_] Single [_] Married
Job Position [_] Mgmt. Trainee [_] 2nd Asst. Manager [_] 1st Asst. Manager [_] Store
Manager
Thank you for agreeing to participate in this survey. For each of the following statement,
please indicate the degree of your agreement or disagreement with each statement by
choosing one of the five alternatives: 5 strongly Agree, 4 Agree, 3 Neither Agree or Disagree,
2 Disagree and 1 Strongly Disagree
WORK IN PRESENT Strongly Agree Undecided Disagree Strongly

Agree Disagree
5 4 3 2 1
1. I have an interesting job
2. I follow certain routine
in doing the task
3. I am satisfied on the task
that was given to me
4. I have a decent task
5. I was able to produce a
better output using my
creativity
6. My task is valuable
7. The ventilation is
sufficient in my work
place
8. I enjoy doing my task
9. The accomplishment of
my task is beneficial to
my career
10. Working condition is not
dangerous for my health
11. I was given a
challenging task
12. I have the authority to do
and accomplish my task
on my own
13. My task is simple
66
14. My task has an end

15. My task gave me a sense
of accomplishment
PRESENT PAY Strongly Agree Undecided Disagree Strongly

Agree Disagree
5 4 3 2 1
1. My income is sufficient
for normal expense
2. The company provides a

satisfactory profit
sharing
3. My salary provides me a
comfortable life
4. I receive a good salary
5. I can buy luxurious

things because of my
income
6. I am not insecure to the
salary of my co-
managers
7. I receive a salary more
than I deserve
8. I am highly compensated
67
SUPERVISION Strongly Agree Undecided Disagree Strongly

Agree Disagree
5 4 3 2 1
1. My boss seeks my
advice
2. My supervisor is hard to
please
3. My supervisor is well-
mannered
4. My supervisor praises a
good work
5. I have a tactful
supervisor
6. My supervisor is
influential
7. My supervisor provides
us the latest information
of the company
8. My supervisor oversees
our task
9. My supervisor is calm in
resolving problems
10. My supervisor tells me
where I stand
11. My supervisor is
friendly
12. My supervisor has a
persistent personality
13. My supervisor knows
the job well
14. I have a good supervisor
15. I have an intelligent
supervisor
16. My supervisor gives me
the authority to do and
finish my task
17. My supervisor is
industrious
18. My supervisor is around
when needed
68
PRESENT OPPORTUNITIES Strongly Agree Undecided Disagree Strongly

Agree Disagree
5 4 3 2 1
1. The company provides
good opportunities for
advancement
2. There are many
opportunities that are
being provided by the
company
3. The company value the
importance of promotion
on ability
4. I don’t have dead end
job
5. I have a good chance for
promotion
6. The company has a fair

promotion policy
7. The company provides
regular promotions
69
PEOPLE IN YOUR Strongly Agree Undecided Disagree Strongly

PRESENT JOB Agree Disagree
5 4 3 2 1
1. I have a motivating co-
workers
2. I have a thought-
provoking co-worker
3. My co-workers work
fast
4. My co-workers are
ambitious
intelligent
6. I have responsible co-
workers
7. My co-workers are good
in making friends
8. My co-workers are smart
industrious
friendly
11. My co-workers value the
importance of privacy
energetic
13. My co-workers have a
narrow interest
14. My co-workers are loyal
to the company
15. The expectations of my
co-workers are very hard
to meet
70
AFFECTIVE Strongly Agree Undecided Disagree Strongly

COMMITMENT Agree Disagree
5 4 3 2 1
1. I would be very happy to
spend the rest of my
career with this
organization.
2. I enjoy discussing about
my organization with
other people.
3. I really feel as if this
organization’s problems
are my own
4. I think that it would be
difficult for me to
become attached to
another organization as I
am to this one
5. I do feel like ‘part of the
family’ with my
organization
6. I feel I am emotionally
attached to this
organization.
7. This organization has a
great deal of personal
meaning for me.
8. I feel a strong sense of
belonging to my
organization.
71
CONTINUANCE Strongly Agree Undecided Disagree Strongly

5 4 3 2 1
1. I am afraid of what
might happen if I quit
my job without having
another one lined up.
2. It would be very
difficult for me to leave
my organization right
now, even if I wanted
to.
3. Too much in my life
would be disrupted if I
decide to leave my
organization now
4. It wouldn’t be too
costly for me to leave
my organization now
5. Right now, staying with
my organization is a
matter of necessity as
much as desire
6. I feel that I have very
few options to consider
leaving this
organization.
7. One of the few serious
consequences of
leaving this
organization would be
the scarcity of available
alternatives.
8. One of the major
reasons I continue to
work for this
organization is that
leaving would
require considerable
personal sacrifice,
another organization
may not match the
72
overall benefits I have

here.
NORMATIVE Strongly Agree Undecided Disagree Strongly

5 4 3 2 1
1. I think that people these
days move from one
company to another
company too often.
2. I do believe that a
person must always be
loyal to his or her
organization.
3. Jumping from one
organization to another
organization is
considered unethical to
me.
4. One of the major
reasons I continue to
work in this
organization is the
importance of loyalty
and therefore feel a
sense of moral
obligation to stay
5. If I got another offer for
a better job elsewhere I
would feel it is not
proper to leave my
organization
6. I was taught to believe
in the value of loyalty
to one organization
7. Things were better in
the days when people
choose to stay in one
organization in the
entirely or most of their
career.
8. Being a ‘company man’
or ‘company woman’ is
more sensible
73
74

Research-Paper-Updated 2

Încărcat de

Informații document

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Research-Paper-Updated 2

Încărcat de

Drepturi de autor:

Formate disponibile

PERCEPTION OF QUICK SERVICE RESTAURANT MANAGERS

PERCEPTION OF QUICK SERVICE RESTAURANT MANAGERS ON JOB

Daniel Antonio G. Macaspac

Background of the Study ………………………………………………………. 6

Significance of the Study …………………………………………………… …. 7

Review of Related Literature ………………………………………………………... 8

Statement of the Problem ………………………………………………………... 19

Conceptual Framework ………………………………………………………… 21

Research Design ………………………………………………………… 22

Participants of the Study ……………………………………………………….... 22

Source of Data …………………………………………………………

Data Collection Procedure ………………………………………………………… 24

Ethical Consideration ………………………………………………………… 26

establishment, manufacturing, hospitals, academic and military. Most of these researches

perception of millennial managers on job satisfaction and organizational commitment in a

In the study of Osemeke (2016) he stated that employee satisfaction is a terminology

and productivity of an employee. Employees productivity is a determinants of organizational

Silaban, Yanuar and Syah (2018) defined organizational commitment as the

Organizational commitment involves the faith of employees to the organization, their

Lavdaniti and Zyga, 2013; Medina, 2011).

organization, the older or the younger generation. According to Acquaah and

or it is very difficult to find a new opportunity outside the organization.

Background of the Study ………………………………………………………. 6

Significance of the Study …………………………………………………… …. 7

Review of Related Literature ………………………………………………………... 8

Statement of the Problem ………………………………………………………... 19

Conceptual Framework ………………………………………………………… 21

Research Design ………………………………………………………… 22

Participants of the Study ……………………………………………………….... 22

Source of Data …………………………………………………………

Data Collection Procedure ………………………………………………………… 24

Ethical Consideration ………………………………………………………… 26

satisfied, productive and be loyal to the organization.

is a high turnover rate of employees. According to the National Restaurant Association, as

According to Khalid, Nor, Ismail and Razali, as cited by (Tschantz, 2016)

Organizations should value the importance of job satisfaction and organizational

supervision will lead to lower turnover intention and turnover rate.

The workforce of quick service restaurant industry is being dominated by the

because this generation is still dependent on their parents.

Satisfaction and loyalty of the employees are considered unpredictable, it is very

employees to the organization

of job satisfaction to organizational commitment of the quick service restaurant. Quick

factors to organizational commitment of their current generation of employees. Likewise it is

in applying these in the real setting.

and commitment of their current generation of employees.

Clark, Henson St. and Sto. Rosario St.

job and the organization.

Research by various scholars such as Elizabeth and Zakkariya, Dimitrios et al.,

competitive advantage of the organization. One of the determinants of competitive advantage

about the job as cited by Porkelsson (2018)

According to Michael, Prince and Chacko as cited by Taylor (2017)

Compensation is defined as every type of reward individuals received in exchange for

financial compensation can be seen as a strategy in human resource management to attract,

retain and motivate the workers in the changing environment

commitment and loyalty.

workplace and a supportive team

their service-based duties Avci (2017).

Lin and Shu-Jen (2011) cited that coworkers' relationship contained in an

organization is a type of interpersonal relationship and it is based on two concepts: the

superior - subordinate relationship and co employees' interactions Co-workers relations are

formal authority elements Basford and Offermann (2012).

Coworker support can influence a meaningful experience for employees whereas

concerns of employees Kang et al., as cited by Taylor (2017).