Thesis Satisfaction

related attitudes, such as organizational commitment (Farkas & Tetrick, 1999) and job involvement (Babnik, 2010), which are necessary in present times, where all firms are looking for competitive advantage and especially through their people (Galanou, & Dimitris, 2010). One of the most often cited definitions on job satisfaction is the one given by Spector (1979) according to whom job satisfaction has to do with the way how people feel about their job and its various aspects. It has to do with positive employee attitudes and actions are what create positive customer experiences. Employees who have higher job satisfaction are usually less absent, less likely to leave, more productive, more likely to display organizational commitment, and more likely to be satisfied with their lives (Lease, 1998).

Murray (2009) stated that there is a common problem within the operation when employees are dissatisfied enough with their jobs and this dissatisfaction affects their job performance. Numerous studies have shown that dissatisfied employees are more likely to quit their jobs or be absent than satisfied employee (Hackett and Guion, 1985: and Hacliya, 1985 Kohler and Mathiu, 1993). Wilson (2008) stated that there are things that can make an employee dissatisfied, but merely removing or fixing them will not make an employee satisfied. According to the sources and data collected from the Human Resources Department of subsidiary restaurants, there are continuous issues of job satisfaction as well as job performance in the organization (HR Report 2010). According to Hawney (2008) performance management and employee satisfaction are two areas that pose challenges for job satisfaction. Job satisfaction is another subjective topic that concerns employer’s job satisfaction which can affect job performance appraisals and threaten the employer-employee relationship by creating friction between employees and their management. Lucena City is a highly urbanized city, it is also known as the gateway and melting pot city of Southern Luzon. It is considered one of the most important commercial and trading centers of Southern Tagalog. Economic activities in Lucena City are heavily concentrated in constricted central business district (CBD) is home to a large cluster of different business enterprises which is one advantage of this city on developing restaurant industry. The study will be conducting fast food restaurants also known as quick service restaurant. The researchers would like to come up with this research study for several purposes to develop individual skills and strategies as a future manager in one’s field. To clarify with the different factors affecting employee satisfaction this includes rational thinking, questioning, and an open mind with issues of employee satisfaction in order to update oneself. Getting a historical and background study is crucial to attain some of the dissatisfaction that should not be carried out in the workplace in order to attain a productive organizational climate which is applicable to the restaurant industry students.

Theoretical Framework One of the theories of employee satisfaction, called the two-factor theory of Herzberg (1959) pointed out two factors that could satisfy and dissatisfy an employee in his job (also known as Motivator- Hygiene Theory) which attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors. The first factor would be the motivational factors that would encourage an employee to have a better work performance, and as a result will attain satisfaction such as challenging work, recognition, responsibility that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth. Motivators refer to factors intrinsic within the work itself like the recognition of a task completed. These factors can include job promotions, bonuses, and public recognition. The other factor would be the hygiene factors, which are not necessarily motivating but would elicit dissatisfaction if they were inadequate. Conversely, hygiene’s tend to include extrinsic entities such as relations with co-workers, which do not pertain to the worker’s actual job. Hygiene factors status includes job security; salary; management; fringe benefits and work conditions that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies; job security; supervisory practice; wages/salary and management. If management wishes to increase satisfaction on the job, it should be concerned with the nature of the work itself, the opportunities it presents for gaining status, assuming responsibility, and for achieving self-realization. On the other hand, if management wishes to reduce dissatisfaction, then it must focus on the environment policies, procedures, supervision, and working conditions.
Conceptual Framework Mausner, Peterson and Capwell (1997) stated that the term employee satisfaction is multidimensional: “there can be satisfaction with the specific activities of the job; with the place and working conditions under which the job is performed; or with specific factors such as economic rewards, security, or social prestige”. Field (2008) lists several factors that makes employees more satisfied good relationship in the organization; good relationship with the manager; recognition for achievements; advancement in careers; personal growth and development; feedback and support and company benefits. It is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfilment (Kaliski, 2007). Poor performers can be satisfied if they are paid well and treated well while good performers can be unsatisfied it they are paid poorly but well treated. An employee who is dissatisfied can cause irreparable damage to the organizational effectiveness. The more employees feel that what they are doing affects the overall goal of the restaurant in a substantial way, the more satisfaction they get from what they are doing. It appears that job satisfaction can be increased for all employees, but the increase is greater for those who have strong needs for growth. Customer satisfaction is correlated with employees satisfaction, as satisfied employees are likely to perform better on the job (Silva, 2006). In other words, employee satisfaction could lead to customer satisfaction. Issues of wages, holidays and working hours have to be cleared (http://www.citehr.com/99603-employee-satisfaction-survey-training html).

Figure 1

Paradigm of the Study

Figure 1 presents the restaurant employees of Lucena City who revealed their satisfaction in terms of working conditions, career and development, employee relationship, management style, compensation and benefits and the impacts of demographic profile to the employee satisfaction.

Statement of the Problem This study will seek to determine the employee satisfaction among selected commercial fast food restaurants in Lucena City. Specifically the research aims to answer the following questions:
1. What is the demographic profile of the respondents as to their: 1.1 Age; 1.2 Gender; 1.3 Civil Status; 1.4 Educational Attainment; 1.5 Length of service; and 1.6 Employment Status

2. What is the level of satisfaction of restaurant employees Lucena City in terms of: 2.1 Working Conditions; 2.2 Career and Development; 2.3 Employee Relationship; 2.4 Management Style; and 2.6 Compensation and Benefits
Assumptions:
1. A restaurant demographic profile sets its goals and identity within its employees. Employee’s job satisfaction in this research proposal is classified into age, gender, civil status, position, and educational attainment. Majority of the respondents are single, 18-50 years of age, male and female, and has completed 2 to 4 years degree of Hotel and Restaurant Management. 2. The student’s research proponents assumed that restaurant employees in Lucena City are satisfied in their jobs in terms of working conditions, career and development, employee relationship, management style, compensation and benefits.

Scope and Limitation of the Study The study will focus on determining the employee satisfaction of the selected commercial fast food in Lucena City. The study will take an overview of the demographic profiles of the respondents including age, gender, civil status, educational attainment, length of service and employment status. It also included the factors to be considered on employee’s satisfaction which are working conditions; career and development; employee relationship; management style; compensation and benefits. To further improve the study, researchers preferred to conduct the study among selected commercial fast food restaurants such as Jollibee and Mcdonald’s SM City Lucena. The study will use a descriptive survey as a research design. A structured type of questionnaire will be administered to facilitate the research study. The instrument of the study will be distributed purposively to the employees among selected restaurants in Lucena City. The study is also limited in terms of related studies since very few similar researches were conducted.

Significance of the Study The study would give valuable insights regarding the employee satisfaction and based on this it will give implication to their organizations working climate. The study would also be significant to the following: To the Owner of Restaurant Establishment, the study would provide information regarding the positive and negative effects of employee satisfaction and also the possibilities and opportunity it can offer to business establishments. To the Restaurant Industry, the study would give other features which will help in advertising thus will give added leverage to the gains of the industry. The study would also help in the development of the restaurant industry to understand the needs of employees in their environment. To the Employees of the Restaurant, they would be able to share their experiences and feelings towards their work. More so, they would be given the opportunity to be open to the management of the restaurant that will lead to harmonious relationship at work. To the Customers of Restaurant, if restaurant employees are satisfied enough, they will most likely render good service to the customers. To the Restaurant Management Institutions, this study could support the management to increase the employee satisfaction as well as to improve the employee job performance in the future. To the Hotel Restaurant Management students, this study would be significant to prepare students for professional businesses in hospitality management and this will serve as an instructional material for their career paths on running a restaurant business and how one’ satisfaction could influence their chosen career. For future researchers, the study can provide additional information on restaurant management, to provide the baseline data for another study. The study could provide a reference regarding the issues and studies that are undertaken.
Definition of Terms To provide enlightenment among readers, the researchers had defined as they were applied on the study.
Career and Development. It is a process of gaining knowledge and improving skills through planning and implementation of action steps towards employee’s satisfaction.
Compensation and Benefits. Refers to the overall objectives of the organization, compensation refers to wages, salaries or tips while benefits describe job extras provided by the employer.
Commercial fast food. Refers to the franchised restaurant which are publicized and advertised.
Employee. Refers to the dining and kitchen staffs that are hired for a specific job who work for the service of a customer under which the management has the right to control the details of work performance.
Employee Satisfaction. It is the focus of the study of how contented an employee is and within his or her job.
Fast food restaurants. A business establishment that serves convenience food that can be prepared quickly which are common nowadays.
Management. The organization and coordination of the activities of a business in order to achieve defined objectives. It is also an act of getting people together to accomplish desired goals and objectives.
Needs. Basic components in life that a people cannot live without which can be prioritized to a status or a role of an individual.
Organization. It is a field of study that investigates the impact of individuals, groups and structures upon behavior within an organization.
Satisfaction. It is used to describe whether employees are happy and contented and fulfilling their desires and needs at work.
Restaurant. A business establishment where employees have their satisfaction.
Chapter 2

Review of Related Literature

Conceptual Literature

Employees are the lifeblood of any successful company (Ballamoro, 2006). An employee who has no interest in his or her field, or the position in which he or she begins in a job, may initially put forth his or her best effort. However, this employee will often become bored with the work because there is no intrinsic motivation to succeed.. In this case, the employee may continue to come to work, but his or her efforts will be minimal. In contrast, an employee may be entirely too overwhelmed to handle the position; the responsibilities may prove to be too demanding. Branham (2005) asserts that, “it seems clear that one quarter to one half of all workers are feeling some level of dysfunction due to stress, which is undoubtedly having a negative impact on their productivity and the probability that they will stay with their employers.”

Measures of overall employee satisfaction is primarily used for determining the global attitude to work and its change over time, facets of job satisfaction, satisfaction with pay; satisfaction with co–workers; satisfaction with manager; satisfaction with environment are used by researchers and practitioners to get more accurate prediction of behavior, and to identify areas that need improvement within the organization (Scarpello & Campbell, 1983). If employees will receive rewards they feel are equitable, they will be satisfied and this is likely to result in greater performance effort.

Field (2008) lists several factors that makes employees more satisfied good relationship in the organization; good relationship with the manager; recognition for achievements; advancement in careers; personal growth and development; feedback and support and clear objectives. Factors contributing to employee satisfaction include treating employees with respect, providing regular employee recognition, empowering employees, offering above industry-average benefits and compensation, providing employee perks and company activities, and positive management within a success framework of goals, measurements, and expectations. Employee satisfaction level is looked at in areas such as management; understanding of mission and vision; empowerment; teamwork; communication and co-worker interaction. ). Mayo’s study showed the importance of groups in affecting the behavior of individuals at work. And Mayo (1933) stated that work satisfaction depended to a large extent on the informal social pattern of the work group, where norms of cooperation and higher output were established because of a feeling of importance.

The employees who are satisfied with their jobs they want to stay long time in an organization and dissatisfied employee try to be turnover and like to absenteeism. Social life is more challenging for every employee. So they want to more benefits from organization. Like high payment. Opportunities to use kills and abilities and feeling sat in the work environment (Kathy,2010) .If there is a gap between an employee’s needs and wants, and the employee’s perceived levels of job satisfaction, dissatisfaction results. Herzberg's theory suggests there are 2 groups of factors: hygiene which satisfies and motivates. The terms "job satisfaction" and "motivation" have become used interchangeably. There is a difference. Job satisfaction is an individual's emotional response to his or her current job condition, while motivation is the driving force to pursue and satisfy one's needs. Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivation. Job satisfaction is more of an attitude, an internal state. It could, for example, be associated with a personal feeling of achievement, either quantitative or qualitative (Mullins, 2005). One of the most interesting realizations that come from Herzberg’s research (2008) is that the things that dissatisfy workers are not just the opposites of the things that satisfy workers. Finding things that dissatisfy workers are entirely different from those that satisfy. Herzberg divided the elements required for job satisfaction into two dimensions the hygiene and motivators. In short, the environment has to be positive and the job has to be a good fit. In the decades since Herzberg's study, employee surveys have confirmed employees' ownership of their jobs and tangible company benefits are as important to satisfaction as a big pay check. Hygiene factor refers to working environment. While this dimension does not in and of itself create job satisfaction, it's a prerequisite to satisfaction occurring. Choosing the right management who will provide fair treatment and give positive feedback is another aspect of hygiene. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work; recognition; promotion; possibility of growth; advancement; responsibility; work itself and opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay; company policies; supervisory practices; interpersonal relations; status; job security; and other working conditions. Employees must be tasked with meeting clear standards of excellence, and be recognized for what they do. Explicit identification of a job well done, through communication of praise or employee reward programs, adds to job satisfaction. Respect from co-workers seeks by the employees to be treated with respect by those they work with. Employees may need to be reminded what behaviors are considered inappropriate when interacting with co- workers. Companies need to have a mechanism in place to evaluate employee performance and provide salary increases. Opportunities to earn special incentives, such as bonuses, extra paid time off or vacations, also bring excitement and higher job satisfaction to the workplace. The construct related to employee satisfaction was developed using Driscoll’s (2008) study that identified items pertaining to job-related factors such as security, promotion, participation in decision making, salary, and soon. Stress is one of the leading causes of employees’ discontentment with their job. Branham (2005) asserts that, “it seems clear that one quarter to one half of all workers are feeling some level of dysfunction due to stress, which is undoubtedly having a negative impact on their productivity and the probability that they will stay with their employers.” Maslow's theory consists of a 5-level pyramid: physiologic or basic survival; physical and mental safety; sense of belonging; accomplishment, creativity, and growth; and self-actualization. Maslow deduced that satisfied needs are not motivators. The need of employees at any time depends on what only they have. If one need is satisfied another emerges to takes in place. Metle (2001) argues that higher levels of education tend to increase employee goal and income expectations. Women participating in the study reported gender discrimination in seniority and qualifications. Men and women working in gender-balanced groups have higher levels of satisfaction than those who work in homogeneous groups. Employees who work in groups comprised of mostly men tend to show the lowest levels of satisfaction, and those working in groups of mostly women fall in the middle of the gender-balanced and mostly-men groups (Fields & Blum, 1997). Employees’ demographic characteristics such as age; gender; education and organizational position have been shown to contribute to variations in satisfaction among employees. These results are clearly aligned with previous studies (e.g., Hancer and George, 2003; Rad and Yarmohammadin, 2006) which found that employees satisfaction was related to their demographic profiles. The study found that female employees tend to be more satisfied than males, and this is consistent with Hancer and George’s (2003) findings in restaurants. This could suggest that the hospitality context has factors which female employees might find more favorable. In this study, older employees showed more satisfaction than younger employees. These findings are consistent with previous studies (e.g. Oshagbemi, 1999; Hancer and George, 2003; Rad and Yarmohammadin, 2006) which also found that satisfaction had a relationship with age. But these findings contradict with other studies (e.g. Oshagbemi, 2003; Sarker et al., 2003) which suggested that there was no age effect on satisfaction. This study also uncovered that employees with degrees reported higher levels of satisfaction than employees who did not hold degrees. Lack of communication in the workforce is a major contributor to dissatisfaction. This is usually the result of managerial staff that is isolated and does not know how to relate to their employees on a personal or professional level (Branham, 2005). Bad communication leaves employees feeling disconnected from the organization. This is Lack of communication in the workforce is a major contributor to dissatisfaction. This is usually the result of managerial staff that is isolated and does not know how to relate to their employees on a personal or professional level (Branham, 2005). Bad communication leaves employees feeling disconnected from the organization. This is detrimental to the wellbeing of the company because when an employee feels neglected, he or she will tend to perform at a lower level. Employees want to know that their employers recognize their achievements in the workplace. They need to feel appreciated, as workers and as people (Branham, 2005). Organizations that do not provide sufficient training opportunities for employees are also doing themselves a disservice. These organizations are missing out on employees that are dedicated to their companies and knowledgeable in their fields, and with sufficient training, have the potential to do well in higher positions. According to Dylan (2010) stated that to emphasize the people to hear all the time how important it is to communicate. Effective communication goes way beyond telling people what to do. This may lead to identify the weak points which are really the pre-requisite to developing communication skills and good working climate conditions (Medina, 2006). As revealed by Cragan and Wright (2007), satisfactions for employees are very fundamental. Organizational commitment is identifying a particular organization and its goals, and wishing to maintain membership in the organization. The employee relationship strongly affects employee satisfaction, company loyalty and incentive to produce (Sawari, 2005). Essentially, when employees know that each individual is vital to the success of organization, employees will be invested in the overall good of the facility. First, each employee should meet regularly with supervision regarding the employee’s role and responsibilities (no matter how big or small). This creates a feeling that each person is crucial to the club’s success. During these meetings, identifying the staff member’s strengths, and make sure you are using these fully. People doing what to do best are vital to executing and building the desired culture (Penny, 2004). Second, recognize and affirm employees in the work in accordance with your corporate culture. Celebrate employee successes through verbal praise, monetary rewards and bonuses, opportunities for advancement, changes in title or responsibilities, gifts on employment anniversaries or other types of acknowledgement that fit with the culture. So doing the best to affirm the most valuable resource for staff is crucial (Sattler and Mullen 2000). The second group focuses on the impact of social dynamics on employee satisfaction and individual performance, such as communication, participation, recognition, development, leadership, and commitment.

In contrast to Hill (2003) stated that an employee's overall satisfaction with the job is the result of a combination of factors and financial compensation is included. Enhancing employees satisfaction is to make sure the work environment is positive, morale is high and employees have the resources they need to accomplish the tasks they have been assigned. Several factors affecting the impact of satisfaction, such as compensation and the attitudes of staff, but a comfortable environment can also play a role in performance and satisfaction. This type of environment helps retain employees and keeps your staff motivated. You can create a more pleasant environment by making improvements to the physical space or area where an employee works. Working conditions is one of the common factors which really affect employee satisfaction because employees spend so much time in their work environment each week, it is important for companies to try to optimize working conditions. Such things as providing spacious work areas rather than cramped ones, adequate lighting and comfortable work stations contribute to favorable working conditions. Providing productivity tools such as upgraded information technology to help employees accomplish tasks more efficiently contributes to job satisfaction as well. Employees should be trained to adopt new technology and develop career. Work environment involves all of the administrative aspects of an organization, including company policies that should apply to everyone equally. Many companies encourage employees to acquire more advanced skills that will lead to the chance of promotion (Wright, 2007). The more the organization cares about their employees in the form of the fulfilment of personal development needs, and this development if further on stressed by performance and reward management practice, the stronger is the employees positive affective reaction toward the organization. The personified organization gets the credibility, and employees develop trust toward their employer. Everyone is trying to getting positive attitude and likes to show higher performance for promotion.

Fringe benefits is of one of the company welfares in which almost any property or service provided by an employer to an employee as compensation for the employee's performance of services is considered. For small restaurant owners, offering fringe benefits that are valuable to employees can improve job satisfaction and help them offer a competitive benefits package. Job training; educational assistance; meals that are provided for the convenience of the employer; employer-provided vehicles used for business are among the common working condition fringe benefits for most small businesses. Employee training, feedback and recognition are the three main duties of employers, to keep the employee's interest in their jobs alive. Expecting results without proper training is unjust for the employee. Employees should receive proper feedback for their work so that they can rectify their mistakes. This will enhance their quality of work. Good work should get due recognition to boost the morale of the employees. The organizational structure and design should be proper which will suit all the employees (http://www.buzzle.com/articles/job-satisfaction.html). The service orientation program developed for restaurant employees can be a competitive advantage for a restaurant operation. The purpose of this study is to examine the relationship between employee service orientation (customer focus, organizational support, and service under pressure) and employee’s satisfaction, organizational commitment, and employees’ intention of leaving.

According to Hanney 2002, there are seven ways to cultivate satisfaction and collaboration with staff. First, organize staff retreats at off-site locations, where employees gather to discuss business and relax outside the work environment; Arrange social outings that allow staff to get to know one another personally, as this in turn will help them work better together; Conduct regular employee evaluations. For management, these are a tool to increase efficiency, productivity and communication; for individuals, they are an opportunity for growth, renewal and improvement (Morris 1995); Have staff members spend time working in all areas of the facility, to foster a comprehensive understanding of the club’s responsibilities; Offer career development opportunities, including workshops or seminars, to assist individuals in continually honing their skills and knowledge base; Training and development has a significant positive impact on employees’ job satisfaction (Garcia, 2005). Thang and Buyens (2008) stated that training and development lead to superior knowledge, skills, abilities, attitudes, and behavior of employees that ultimately enhance excellent financial and nonfinancial performance of the organizations. Feature staff members in newsletter. Mention the achievements, sales goals reached and personal or professional accomplishments; Post a bulletin board that features a photo and biography of each staff member. Use this board to post staff successes, certifications, birthdays or awards received. Management's role in enhancing employees satisfaction is to make sure the work environment is positive, morale is high and employees have the resources they need to accomplish the tasks they have been assigned (Media, 2011). A high level of employee satisfaction is derived from effective management practices. To develop satisfied employees, a manager must treat people as individuals, empower workers, provide an effective reward system, redesign jobs, and create a flexible workplace. Performance management and employee satisfaction are two areas that pose challenges for employers. In a study, examining the importance of job attributes, employees ranked interesting work as the most important job attribute and good wages ranked fifth, whereas when it came to what managers thought employees wanted, good wages ranked first while interesting work ranked fifth (Kovach, 1995). A method used to measure employee satisfaction is meeting with small groups of employees and asking the same questions verbally. Exit interviews are another way to assess employee satisfaction in that satisfied employees rarely leave companies. Actively committed employees have positive attitudes towards, during, and after work hours and are diligent about fulfilling their employer’s brand promise whether serving customers or working with colleagues. Nevertheless, employers can use surveys, employee feedback and supervisor review to define what problems exist within both job satisfaction and performance appraisals. It is important that employee performance is communicated to them by supervisors. It is easier for employees to accept recommendations for performance improvement if they know management is interested in what they do (Sirota & Mischkind, 2006). Sirota and Mischkind (2006) emphasize that comments concerning improvements should be specific, factual, unemotional, and directed at performance rather than at employees personally. Performance measures drive actions employees take (Blanchar & Onton, 2005). Performance measures are used to establish standards to define expectations and to track accomplishments (Fago, 2006). Performance measures can also be used to motivate employees to implement, plan, and achieve specific goals (Blanchar & Onton, 2005). Jawahar (2006) reports that appraisal feedback is positively related to job satisfaction and organizational commitment. Furthermore, employee satisfaction with feedback is positively related to job satisfaction and also influences future performance (Jawahar, 2006). Employee absenteeism causes serious additional costs for companies, therefore managers are in permanent pursue of ways how to decrease and reduce it to its minimum. Probably, the best way to reduce employee absenteeism would be through an increase in the level of employee satisfaction. Because satisfaction represents an outcome of the work experience, high level of dissatisfaction helps to identity organization problem that need attention. Many times, the environment is caused by ineffective management and poor planning which makes an employee dissatisfied. A hostile work environment with rude or unpleasant co-workers is one that usually has lower satisfaction. Generally, employees resist making commitments to goals for two reasons: They do not feel that they are capable of reaching a goal because they lack confidence, ability, or knowledge, or because they see no personal benefit or gain in terms of money, promotion, personal pride, recognition, or whatever is important to them. While the factors that make employees more dissatisfied are poor pay; poor compensation; poor work conditions; lack of promotions; poor benefits offering and lack of job security. Job satisfaction causes a series of influences on various aspects of organizational work environment. There are five (5) features of job satisfaction that can affect an employee, three of which skill variety, task identity, task significance which can affect an employee’s perception of how meaningful the work is. The fourth characteristic would be autonomy, the more independence an employee experiences, more feelings of responsibility will occur. The last factor is feedback or evaluation, which puts across how well an employee does his tasks. Negative and unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006).

If people receive rewards they feel are equitable, they will be satisfied and this is likely to result in greater performance effort. When satisfaction is high, absenteeism tends to be low; when satisfaction is low, absenteeism tends to be high. However as with the other relationships with satisfaction, there are moderating variables such as the degree to which people feel their jobs are important. Additionally, it is important to remember that while high job satisfaction will not necessarily result in low absenteeism, low job satisfaction is likely to bring about high absenteeism. Job satisfaction represents one of the most complex areas facing today’s managers when it comes to managing their employees.
Research Literature

Job satisfaction is the feeling of happy by the worker what he/she worked. It is the employees judgement of how well the job on the whole satisfying his various needs. However what makes a job satisfaction or dissatisfaction does not depends only on the job, but also on the expectations that the individuals have of what their jobs should provide. (Lu & Bariball 2004). Srivastav (2005) suggested job satisfaction is general attitude which is the result of many specific attitudes in three areas (a) specific job factor. (b) individual characteristics (c) group relationship outside the job.” Pestoyee (1991) states job satisfaction can be taken as a summation of employees feelings in four important areas: job nature of work; management; social relations; personal adjustment. OECD research (2000) investigated “job satisfaction of employee depends on the employee status, gender and hours, the self-employed tend to indicate grater satisfaction with their jobs then employees”. The relationships between satisfaction and many variables such as motivation, stress, salary, promotion, role conflict, distributive and procedural justice, role ambiguity, autonomy, workload, leadership style, educational level, emotional intelligence are still being analyzed in different fields as an attractive and important subject of management literature (Ross and Reskin, 1992; Agho et al., 1993; Stordeur et al., 2001; Chu et al., 2003; Kafetsios and Zampetakis, 2008). For example, Sengin (2003), and Hinshaw and Atwood (1984) identify variables that influence employee satisfaction as: (1) demographic variables: education, experience, and position in the hiererchy; (2) Job characteristics: autonomy, tasks repetetivenes, and salaries; and (3) organizational environment factors: degree of professionalization, type of unit. And Mrayyan (2005) says that the variables of encouragement, feedback, a widening pay scale and clear job description, career development oppurtunity, supportive leadership style, easy communication with colleagues and social interaction positively affect job satisfaction, whereas role stress has a negative influence on it. Similarly, the research made by Chu and his friends (2003) demonstrates that satisfaction is positively related to involvement, positive affectivity, autonomy, distributive justice, procedural justice, promotional chances, supervisor support, co-worker support, but it is negatively related to negative affectivity, role ambiguity, work-load, resource inadequacy and routinization.

On the other hand concerning age as demographic profile criteria on employee satisfaction criteria that some job surveys of Morello (2005) of the University of Chicago polling indicate that older workers are more satisfied with their jobs than younger workers. The higher satisfaction among older employees may be due to the perks that come with maintaining a long career, including higher salaries, better benefits and success in the workplace. As a result, people who are 50 and older often have more autonomy at work and earn higher salaries than younger workers do. Younger workers dissatisfaction workplace consultant tied the high job dissatisfaction among younger employees to unrealistic expectations due to their desire to work in an engaging, fast-paced environment.

The study also established the link between working conditions (employee satisfaction variable) and the three dimensions of employee loyalty. In the service profit chain model, the antecedents of employee satisfaction are variables related to “internal service quality” and include workplace and job design. According to Schneider (1994), customers report superior services when employees indicate that they work in a positive climate for service. Subsequently, Walker Information’s 2005 found that employees are more loyal when they feel that their job is secure, which is one of the items included under working condition section in this study. Working condition seems to have a significant relationship with employee loyalty in this study. Every manager has a unique style of handling the employees. The superiors must decide on the future course of action as per the existing culture and conditions at the workplace. If management wishes to reduce dissatisfaction, then it must focus on the working environment such as policies, procedures, supervision, and working conditions. If management is equally concerned with both, then managers must give attention to both sets of job factors. The nature of employees and their mind sets also affect the management style of working. There are different types of management styles that are being adopted in a workplace this includes the autocratic style of working; paternalistic style; democratic style and laissez-faire style of working. Autocratic style of working the managers, leaders and superiors have the sole responsibility of taking decisions without bothering much about the subordinates. The subordinates in such a style of working simply adhere to the guidelines and policies formulated by their bosses. They do not have a say in management’s decisions, whatever the superiors feel is right for the organization eventually becomes the company’s policies. Employees lack motivation in autocratic style of working and this style of management leads to work getting done on time because there are less people involved in the decision making process. In paternalistic style of working is the managers decide what is best for the employees as well as the organization. Policies are devised to benefit the employees and the organization. The suggestions and feedback of the subordinates are taken into consideration before deciding something. In such a style of working, employees feel attached and loyal towards their organization. Employees stay motivated and enjoy their work rather than treating it as a burden. Democratic style of working in such a style of working, superiors welcome the feedback of the subordinates. Employees are invited on an open forum to discuss the pros and cons of plans and ideas. Democratic style of working ensures effective and healthy communication between the management and the employees. Employees love this type of management style in business because they feel involved and part of the process. The superiors listen to what the employees have to say before finalizing on something. While laissez-style of working, managers is employed just for the sake of it and do not contribute much to the organization. The employees take decisions and manage work on their own and Employees are not dependent on the managers and know what is right or wrong for them. It is a hands off approach at the management level in terms of direction, but the manager is there to answer questions and provide guidance as needed (http://www.managementstudyguide.com/management-style.htm)

There are some types of employee benefits that are mandated by law, including minimum wage, overtime, leave under the Family Medical Leave Act, unemployment, and workers compensation and disability. There are other types of employee benefits that employers are not required to offer, but choose to provide to their employees. There are several types of mandated benefits which are Family and Medical Leave Act; Minimum wage; Overtime; Unemployed Benefits and Worker’s compensation. The Employees’ Compensation Program (ECP) is the benefit package for public and private sector employees and their dependents in the event of work-related sickness, injuries or death. These types of employee benefits that are offered are at the discretion of the employer or are covered under a labor agreement, so they will vary from company to company. There are also types of employer provided employee benefits which comprised of hazard pay; healthcare; maternity, paternity and adoption leave; paid holidays; pay raise; severance pay; sick leave; termination; vacation leave; work breaks and meal breaks (http://jobsearch.about.com/od/employeebenefits/a/types.html).

The Labor Code of the Philippines stands as the law of governing employment practices and labor relations in the Philippines. The Labor Code of the Philippines is important to the benefits of the employees which prescribes the rules for hiring and termination of private employees; the conditions of work including maximum work hours and overtime; employee benefits such as holiday pay, thirteenth month pay and retirement pay; and the guidelines in the organization and membership in labor unions as well as in collective bargaining. Article 83 specify the normal hours of work. The normal hours of work of any employee shall not exceed eight (8) hours a day. Article 84 specifies the hours worked. Hours worked shall include all time during which an employee is required to be on duty or to be at a prescribed workplace; and all time during which an employee is suffered or permitted to work. Rest periods of short duration during working hours shall be counted as hours worked. Article 8 specifies meal periods which are subject to such regulations as the Secretary of Labor may prescribe, it shall be the duty of every employer to give his employees not less than sixty (60) minutes time-off for their regular meals. Article 86 specifies the night shift differential. Every employee shall be paid a night shift differential of not less than ten percent (10%) of his regular wage for each hour of work performed between ten o’clock in the evening and six o’clock in the morning. Article 87 specifies overtime work. Work may be performed beyond eight (8) hours a day provided that the employee is paid for the overtime work, an additional compensation equivalent to his regular wage plus at least twenty-five percent (25%) thereof. Work performed beyond eight hours on a holiday or rest day shall be paid an additional compensation equivalent to the rate of the first eight hours on a holiday or rest day plus at least thirty percent (30%) thereof. Article 88 specifies under time not offset by overtime. Under time work on any particular day shall not be offset by overtime work on any other day. Permission given to the employee to go on leave on some other day of the week shall not exempt the employer from paying the additional compensation required. Article 90 specifies the computation of additional compensation. For purposes of computing overtime and other additional remuneration as required, the "regular wage" of an employee shall include the cash wage only, without deduction on account of facilities provided by the employer. Article 91 specifies the right to weekly rest day. It shall be the duty of every employer, whether operating for profit or not, to provide each of his employees a rest period of not less than twenty-four (24) consecutive hours after every six (6) consecutive normal work days. The employer shall determine and schedule the weekly rest day of his employees subject to collective bargaining agreement and to such rules and regulations as the Secretary of Labor and Employment may provide. Article 93 specifies compensation for rest day, Sunday or holiday work. Work performed on any special holiday shall be paid an additional compensation of at least thirty percent (30%) of the regular wage of the employee. Where such holiday work falls on the employee’s scheduled rest day, he shall be entitled to an additional compensation of at least fifty per cent (50%) of his regular wage. Article 94 states the right to holiday pay. The employer may require an employee to work on any holiday but such employee shall be paid a compensation equivalent to twice his regular rate; and holiday includes: New Year’s Day, Maundy Thursday, Good Friday, the ninth of April, the first of May, the twelfth of June, the fourth of July, the thirtieth of November, the twenty-fifth and thirtieth of December and the day designated by law for holding a general election. Article 95 states the right to service incentive leave in which every employee who has rendered at least one year of service shall be entitled to a yearly service incentive leave of five days with pay; this provision shall not apply to those who are already enjoying the benefit herein provided, those enjoying vacation leave with pay of at least five days and those employed in establishments regularly employing less than ten employees or in establishments; and the grant of benefit in excess of that provided herein shall not be made a subject of arbitration or any court or administrative action. Article 96 includes service charges. All service charges collected by hotels, restaurants and similar establishments shall be distributed at the rate of eighty-five percent (85%) for all covered employees and fifteen percent (15%) for management. The share of the employees shall be equally distributed among them. In case the service charge is abolished, the share of the covered employees shall be considered integrated in their wages (http://www.ilo.org/dyn/travail/docs/1131/Labor%20Code%20of%20the%20Philippines%20-%20DOLE.pdf). Schneider (1994) alleges that customers report superior service when employees indicate that they work in a positive climate for service. Such climate refers to employee perceptions of the practices, procedures and behaviors that get rewarded, supported and expected with regard to customer service and customers service quality (Schneider et. al., 1998). The notion of employee as a customer has been previously developed. For example, Berry (1981) states that whether managing customers or employees “the central purpose remains the same: the attraction of patronage through the satisfaction of needs and wants”. In both cases individuals and organizations are involved in the exchange. The nature of what is exchanged may vary, but the importance of satisfying needs and wants remains constant, meaning that the management of employees is often similar to the management of customers. Similarly, employee needs and wants are satisfied when they perceive that rewards from the organization (e.g. pay, promotion, recognition, personal growth, meaningful work) meet or exceed their expectations (Hackman and Oldham, 1980; Locke, 1976).The study also established the link between working conditions (employee satisfaction variable) and the three dimensions of employee loyalty. In the service profit chain model, the antecedents of employee satisfaction are variables related to “internal service quality” and include workplace and job design. According to Schneider (1994), customers report superior services when employees indicate that they work in a positive climate for service. Subsequently, Walker Information’s 2005 found that employees are more loyal when they feel that their job is secure, which is one of the items included under working condition section in this study. Working condition seems to have a significant relationship with employee loyalty in this study. In addition, studies of employee’s satisfaction had identified areas that seem to be important for the satisfaction of the employees. The areas include a well-managed, supportive and prosperous work environment, on-going professional development, career growth potential, challenging and exciting work, teamwork, acknowledgement of work well done, work life balance and the work culture (Tarasco & Damato, 2006). Their study seems to agree in most aspects with the findings of this study. However, the strongest correlation between employee satisfaction and employee loyalty in this study comes from the following satisfaction variables, namely, recognition and rewards, teamwork and cooperation, working conditions and relationship with supervisor. The score for relationship with supervisor, strongly correlates with all three dimensions of employee loyalty. Sturgeon (2006) states that worker’s relationship with their immediate supervisor is very important to employees since both are working in the same organization and share the same workplace. Anonymous (2005) reported that, when employees leave their job because they are not satisfied, they don’t leave their job and company, but they are divorcing their manager or supervisor. The annual Society for Human Resource Management (2011) Employee Satisfaction and Engagement Survey identifies the factors that are important in employee job satisfaction and employee engagement as perceived by employee job satisfaction. The survey’s purpose is to assist employers to develop the right programs and practices when they seek to have an impact on these two factors that are critical to employee morale and motivation. The survey explored 35 aspects of employee job satisfaction, divided into four topic areas such as career development; relationship with management; compensation and benefits, and work environment. Employees identified 10 contributors to employee satisfaction which are job security; opportunities to use skills and abilities; organizations financial stability; compensation; benefits; communication; the work itself; autonomy and independence; management recognition of employee performance; safety at work; overall corporate culture; flexibility for work- life balance; relationships with coworkers and communication. Employee engagement, according to the SHRM (2011) report, is more likely to occur when certain conditions exist. Employers can maximize employee engagement via improving eighteen (18) factors. The work itself; relationship with coworkers; opportunities to use skills and abilities; relationship with the management; contribution of work; meaningfulness of job; variety of work; organizations financial ability; overall corporate culture; management recognition; job specific training; communication; organizations commitment; career development opportunities and career advancement opportunities these are the common factors which affects employee engagement. There are also four (4) aspects of employee career and professional and development which are job specific training; organizations commitment to professional development; career development opportunities and career advancement opportunities. An employer can do something about employee satisfaction and it is vitally important to know which factors most affect employee satisfaction. Spending time, money, and energy on programs, processes, and factors that will have a positive impact on employee satisfaction. Society for Human Resource Management (2009) looked at 24 factors that are regularly thought to relate to employee satisfaction. The study found that employees identified these five factors as most important the job security; benefits (especially health care) with the importance of retirement benefits rising with the age of the employee; compensation or pay; opportunities to use skills and abilities, and feeling safe in the work environment.

Sengin (2003), and Hinshaw and Atwood (1984) identify variables that influence employee job satisfaction as: (1) demographic variables: education, experience, and position in the hiererchy; (2) Job characteristics: autonomy, tasks repetetivenes, and salaries; and (3) organizational environment factors: degree of professionalization, type of unit. Sturgeon (2006) agrees that training is one of the main drivers of employee satisfaction. Tarasco & Damato (2006) identified training in the form of ongoing professional development is an important contributory factor to employee satisfaction. In addition to that, Walker Information’s 2005 also found that training and development to be one of the biggest factors that lead to employee loyalty. According to the report, employees want the opportunity to grow, and they want career path and opportunities that allow them to advance within the company. This study found that the benefits package correlated with employee loyalty measures. Benefits package take into account factors such as, the amount of vacation, sick leave policy, amount of health care paid for by the organization and dental benefits. These results appear to agree with the model of the service profit chain developed by Heskett’et al (1997). The model shows that there is a relationship between employee satisfaction and employee loyalty. In addition to that, the findings of this study appears to agree with Heskett et al (1997) that workplace conditions, job design/decision making latitude, rewards & recognition, information & communication, and adequate “tools” to serve customers and are factors that lead to employee satisfaction. The findings of employee satisfaction and employee loyalty in this study does corroborate the linkage proposed by Heskett et al (1997), in which, it is claimed that there is a strong relationship between employee satisfaction and employee loyalty. The findings of this study show that Heskett’s theories are also applicable to the restaurant industry, this corroboration is important since the findings of Heskett et al were from other fields of service. In light of these findings, restaurant organizations might want to construct a more comprehensive employee career development program that not only helps in improving employee satisfaction, but also uplifts their loyalty level. Factors such as recognition and rewards, teamwork and cooperation, working conditions, and relationship with supervisors are variables which seem to correlate satisfactorily to employee satisfaction and loyalty. These factors should be strongly emphasized in creating employee career development programs.

Chapter 3 Methodology This study will be conducted in order to assess the employee satisfaction. To be able to gather the necessary data, the researchers will be utilizing the descriptive method. Herein, the chosen respondents will be purposively selected restaurants in Lucena City. This chapter presents the research design, research locale, population and sampling, respondents of the study, instrument of the study, data gathering procedure, and data analysis procedure.

Research Design The study will be utilizing the descriptive type of research in order to obtain information relating to the current status of job satisfaction in a restaurant to describe what exists within the variables and working place. The researchers will be applying the survey method research to answer questions through questionnaires. The applicability and the design in this study in far less attainable because this method involved the recording, gathering of facts and analysis and interpretation of the status or nature of the problem investigated. With the use of this method, the accomplishment of the entire study would be served and a meaningful output is more likely to be reached. The relevant data will be described and interpreted.

Research Locale Lucena City as an environment study of this research is a highly urbanized city its charter permits its citizens to vote for provincial elective officials (provincial governor, vice governor, and board). (According to Census, 2011) Lucena City is subdivided into 33 barangays. For this business benefits purposes Lucena City belongs to the 25 most competitive cities of the Philippines. The research study will be conducted among the selected commercial fast food in Lucena City, such are the following food establishments: Jollibee – SM City Lucena and Mcdonald’s – Sm City Lucena. The establishments are suitable for the study since the researchers have undergo 200 hours of restaurant practicum in which they can also help on identifying the relationship between work environment and job satisfaction of different restaurant employees.
Validity of the Instrument To validate the structure and composition of the questionnaire of the study, the study conducted a pre-testing of the instrument by distributing them and gathering the responses of their pre-selected respondents. For

Population and Sampling The study will be based on random sampling technique since the employees of the restaurant are the one who is knowledgeable in giving information with regards to the topic at hand. Number of respondents will be selected through purposively sampling out of the different classifications of restaurants existing in the locality of Lucena City. Such will be chosen to answer the employee’s job satisfaction employed by managers in a restaurant. Random sampling is the method in which elements are chosen based on the purpose of the study.

Respondents of the Study The respondents of the study will be the employees such as wait staff and kitchen staff of selected restaurants in Lucena City who can reveal their satisfaction towards their jobs. All of these participants were selected through purposive sampling. The respondents will be chosen by the researchers because they were considered to be knowledgeable in giving the necessary data needed in conducting this study.

Data Gathering Instrument The researchers will be using a structured type questionnaire to find answers to the problem related in the first chapter. In general, the questionnaire will be composed of two (2) parts. The first part of the questionnaire will focused on the demographic profile of each restaurant employees, including the age, gender, civil status, position and educational attainment. The second part concentrated on the key questions for the employee’s job satisfaction factors commonly set on the selected restaurants in Lucena City in terms of working conditions, career and development, relationship with the manager, working with the group and compensation and benefits.

Data Gathering Procedure

The data for this research will be collected using a survey questionnaire. The survey will be created using suitable questions modified from the review of related literature and individual questions formed by the researchers. The survey was comprised of questions, which were related to the employee’s perception regarding their job satisfaction and practices. In the questionnaire, facet satisfaction scale was used to determine if the respondents are satisfied or dissatisfied in a statement. Adhering to the standard operating procedures on Institute of International Hospitality Management of St. Anne College Lucena Inc., the researchers initially asked permission from concerned authorities in the prospected restaurants for the research study conducted, these served as the researchers’ first invitation for the respondents.

The letter of permission will be sent to the office of the thesis adviser and dean of the Institute of International Hospitality Management and Tourism to address the concerned authorities. Upon the approval of the letters to initiate the study, together with the complete of necessary materials in data gathering, researchers will be able to gather information according to the credibility of the respondents to the criteria that will be set in the selection of respondents.

The researchers assured confidentiality of the survey sheets since the identities are not important. The researchers also understood that respondent’s consciousness may also affect the honesty and effectiveness in answering the survey, and so the researchers will give respondents the option of being anonymous.

Statistical Treatment

The Facet satisfaction scale format will be applied to interpret items in the questionnaire. These responses were based on the employees of selected restaurants in Lucena City. There were instances that the employees were asked to rate the effect their job satisfaction. The range and interpretation of the five-point scale are shown in Table 1.

Table 1.

|Scale | Range | Interpretation |
|5 | 4.01 - 5.00 | Highly Satisfied |
|4 | 3.26 – 4.00 | Satisfied |
|3 | 2.51 – 3.25 | Slightly Satisfied |
|2 | 1.76 – 2.50 | Dissatisfied |
|1 | 1.00 – 1.75 | Highly Dissatisfied |

Simple Percentage Formula:

P =_______________f_________________ x 100

N

Where:

P = Percentage

f =Frequency

N = total number of respondents

On the second part of the questionnaire weighted mean was used to compare proportions of the frequency of response to the total number of responses. Weighted mean is the score scale that is equal to the sum of the score divided by the total number of scores. Overall average weighted mean will be used in order to measure the frequency of job satisfaction factors to rank the most influencing consideration that affect the job performance practices of employees. In order to arrive at a definite interpretation of result for each item, a mean range will be assigned on a Facet satisfaction scale. The formula for weighted mean:

X= [pic]

Where:

x= weighted mean

(= Summation

f= Frequency

x= weighted of each option

N= Total number of Respondents

In order to arrive at the definite interpretation of result for each of their average mean range will be assigned on each scale this:

Score Descriptive Meaning

-----------------------

Restaurant Employees

• Age

• Gender

• Civil Status

• Educational Attainment

• Length of service

• Employment Status

•

Employee Satisfaction

• Working Conditions

• Career and Development

• Employee Relationship

• Management Style

• Compensation and Benefits