To Determine The Job Satisfaction And The Turnover Intentions Of 2

To Determine The Job Satisfaction and Turnover Intentions of Employees in Selected Restaurants in Dasmariñas City, Cavite.

In Partial Fulfilment of Requirement for the degree of
Bachelor of Science in Hotel and Restaurant Management

Nimrod Villanueva
Jophet Karl M. Guinto
Jocel Justin Lara

March 2014
To Determine the Job Satisfaction and Turnover Intentions of
Employees in Selected Restaurants in Silang, Cavite.
Statement of the Problem

1. What is the demographic profile of the Employees? Age: _____ Civil Status: _____ Gender: _____ Income: _____
2. What is the Job Satisfaction of Employees in selected Restaurants in Silang,Cavite?
3. What is the Turnover Intention of Employees in selected Restaurants in Silang,Cavite?
4. What is the relationship between the Job Satisfaction and Turnover Intentions of Employees in Selected Restaurants in Silang, Cavite?

Objectives

1. To determine the demographic profile of the Employees.
2. To determine the Job Satisfaction of Employees in selected Restaurants in Silang, Cavite.
3. To determine the Turnover Intention of Employees in selected Restaurants in Silang, Cavite.
4. To determine the relationship between the Job Satisfaction and Turnover Intentions of Employees in Selected Restaurants in Silang, Cavite.

Instrument

Very satisfied Somewhat satisfied Neutral
Somewhat
dissatisfied
Very
dissatisfied
N/A
Salary

Benefits

Frequency and amount of bonuses

Connection between pay and performance

Security and administration of your 401(k)/stock options/pension plans

Workload

Flexibility of work hours

Physical working environment

Opportunity for advancement

Job security

Ability to influence decisions that affect you

Ability to influence day-to-day company success

Opportunity to use new technologies

Opportunity to work on interesting projects

Access to company-sponsored training and seminars

Communication with your supervisor

Recognition received from your supervisor

Instruments of Turnover intentions

Your supervisor's management capabilities

Your supervisor's active involvement in your career development

Your overall relationship with your supervisor

Your relationship with your peers

Your relationship with customers/clients/end users

Your overall satisfaction with your company

Overall satisfaction with your job

An undergraduate research proposal submitted to the faculty of Cavite State University Silang Campus, Silang Cavite in partial fulfilment of the requirement for the degree of Bachelor of Science in Hotel and Restaurant Management with the Contribution No.­­­­­­­­­­­­­­­­­­­__________________________________________ prepared under the Supervision of Ms.Lemellu Nida M. Llamado.

Introduction

Restaurant is a business establishment which prepares and serves food and drink to customers in return for money, either paid before the meal, after the meal, or with a running tab. Meals are generally served and eaten on premises, but many restaurants also offer take-out and food delivery services. There are different variety of restaurants in Silang, Cavite. It includes Fine dining, Korean restaurants, Fast food, Pizza parlor, Resto bar, foreign restaurants, etc.
Being satisfied and contented on a job depends on the standards of the employee .The chosen environment of the worker should fit to his/her interest for him/her to be more productive and outstanding on the establishment .The degree of their satisfaction with their jobs indicated relationships between job satisfaction and emotional adjustment, religion, social status, interest, age, fatigue, size of community, and other factors. The results suggest that the proportion of dissatisfied workers is probably less than a third. Satisfaction is tentatively defined; its measurement and theoretical implications are considered. Job satisfaction is how content an individual is with his or her job. Scholars and human resource professionals generally make a distinction between affective job satisfaction and cognitive job satisfaction. Affective job satisfaction is the extent of pleasurable emotional feelings individuals have about their jobs overall, and is different to cognitive job satisfaction which is the extent of individuals satisfaction with particular facets of their jobs, such as pay, pension arrangements, working hours, and numerous other aspects of their jobs (http://en.wikipedia.org/wiki/Job_satisfaction).
Cross-study differences in the contributions of work attitudes to the turnover process led us to (a) estimate the six relations among job satisfaction, organizational commitment, turnover intention/withdrawal cognitions, and turnover using meta-analysis; (b) assess the effects of several psychometric moderators on those relations; and (c) compare the influences of satisfaction and commitment in the turnover process by applying path analysis to the meta-analytic correlations. Based on aggregations involving a total of 178 independent samples from 155 studies, results showed that (a) satisfaction and commitment each contribute independently to the prediction of intention/cognitions; (b) intention/cognitions are predicted more strongly by satisfaction than by commitment; (c) intention/cognitions mediate nearly all of the attitudinal linkage with turnover; and (d) attitudinal contributions to the turnover process vary with the use of single- versus multi-item scales, the 9- versus 15-item version of the Organizational Commitment Questionnaire, and turnover intention versus withdrawal cognition scales (http://onlinelibrary.wiley.com/doi/10.1111/j.1744-6570.1993.tb00874.x/abstract)

METHODOLOGY
This chapter presents the methods, sources of data, the data gathering procedure that will be use in this study.
Research Design Descriptive research will be use to conduct the study. The goal of the study is to describe the relationship between the Job Satisfaction and Turnover Intentions of employees in selected Restaurants in Silang, Cavite. It also describes the factors affecting the Turnover Intentions of employees in Restaurants.
Sources of Data The data will be gathered through the deployment of survey questionnaires. Likewise the data is also be coming from published books, files and documents downloaded from the internet.
Data Gathering Procedures The researchers will conduct a survey in selected restaurant in Silang, Cavite that are willing to conjoin in the study. The respondents are about to answer questions about the things that they are experiencing in restaurants that affects their Job Satisfactions and Turnover Intentions in their Job.

Review of Related Literature
This chapter presents the different related literatures that can help the researchers in investigating and summarizing of results that provide some comparison to achieve the outcome of the study.
Employee Satisfaction contrasted with Employee Happiness
There are many satisfied employees and not enough happy ones. There is a huge difference between housing satisfied employees versus happy employees within your company’s premises.
1. Happy employees perform several times better than satisfied ones. A recent research study by Gallup looked at the difference between “great” salespeople and average ones. They found that great performers performed anywhere from four to ten times better than average ones and were invariably happier with their jobs.
2. Satisfied employees will not hesitate to move on to greener pastures. Happy ones will stay on and be unflinchingly loyal.
3. Happy employees perform better, bring in more profits, drive more sales and improve consumer interactions – thus helping your business to succeed.
It isn’t difficult to convert satisfied employees to happy ones. What is needed is acknowledgment and business recognition. Do you acknowledge and encourage your employees’ good performance? Do you ensure easy flow of communication that would enable better trust? Does your business boast of an atmosphere that anyone would love to be a part of?

Fast food workers are staying longer on the job–and wanting more.
According to the article of Jena McGregor Workers in the fast food industry are walking off their jobs Thursday in what is being called the industry’s largest ever strike. The protestors, expected to strike in more than 50 cities, are trying to drum up public attention and raise the minimum wage from $7.25 to $15.
What’s unusual about their efforts is that they aren’t protesting the actions of a single company or necessarily trying to organize themselves as part of a labor union, even if they’re being supported by labor groups. Rather, they’re trying to enact change at the national level, altering federal law.
That’s at least in part because most fast food workers are employed by individual franchisees, and the high turnover rates in the industry have historically generated little interest in workplace change. If you’re only staying in a job for six months, after all, you’re unlikely to care much about making it better. For years, the fast food industry was one of the “100 percent turnover” industries: Businesses that started the year with one workforce but would entirely replace it–at least once, if not more–by year’s end.
But that ratio has been creeping steadily downward. A report in QSR, the “quick-service restaurant” industry’s major trade publication, shows that turnover was as high as 120 percent in early 2009, but dropped to around 90 percent in 2011. A spokesperson for the National Restaurant Association says its 2010 Operations Report puts employee turnover at “limited-service” restaurants at just 60 percent. Meanwhile, figures from the Bureau of Labor Statistics show that turnover in the “accommodations and food services” industry was 84 percent in 2001 but dropped to 61 percent by 2012, slightly higher than the nadir in 2010 of 57 percent. Those numbers include restaurants and businesses that pay more than the fast-food industry–so they’re likely lower than for those who truly hold “McJobs”–but they also show a general decline.
There’s an obvious reason for the drop: Unemployment. When it’s low, it’s harder to get people to stay in jobs, particularly low-wage ones. When it’s high, it’s easier, and turnover drops. The older ages of fast food workers are also surely having an impact on turnover, too: With roughly 80 percent of the industry’s workforce now older than 20, they’re more likely to be in need of steady employment and less likely to be seeking jobs for temporary periods of time.
In most industries, high turnover prompts company leaders to invest more in their workforce so they don’t have to spend money to retrain workers or lose the institutional knowledge of long-term staffers. Those economics may not apply as well to the fast food industry, says Nelson Lichtenstein, director of the Center for the Study of Work, Labor and Democracy at the University of California, Santa Barbara. “They want a certain amount of turnover,” he says. Employees that stick around longer get higher wages, he says, and it’s become increasingly less costly to replace workers: The advent of computer-based training programs over the past 20 years has significantly lowered the cost of getting new workers up to speed.
So do the longer tenures mean fast food workers will start forming unions? Labor experts appear doubtful: Even with longer stays on the job, turnover is still high, and the franchise ownership structure of the industry makes that unlikely. That said, longer tenures help to explain why these protests are getting bigger and more prevalent now. Says Lichtenstein: “a more permanent workforce leads to people having a more permanent stake in the job.”
Employment up in 2011 but job satisfaction down
Riza T. Olchondra cited that more Filipinos held jobs in 2011 than in 2010, but many of them wanted a different job or more working hours so they could earn more, the National Statistics Office (NSO) said in a report.
While the unemployment rate fell slightly to 7 percent in 2011 from 7.3 percent in 2010, the underemployment rate rose to 19.3 percent from 18.8 percent, the NSO said.
“Many feel that the quality and type of their job do not allow them to earn more. Hence, the underemployment rate could reflect the lack of quality jobs that would suit the needs of those in the workforce,” said economist Cid L. Terosa of the University of Asia and the Pacific.
Terosa said in a text message that it was possible that quality jobs were available but applicants were not good enough for them.
“These applicants, therefore, end up with jobs that offer less hours of work and lower compensation,” he said.
Benjamin E. Diokno of the UP School of Economics said in a text message, “Basically, there was no significant improvement in the labor market since last year.”
A number of government and private employers have told the Inquirer that they either it’s hard to find good applicants or could not afford the compensation level that some of the suitable ones wanted.
Other companies with long recruitment processes have also missed out on some new hires because their desired candidates accepted other offers.
About 2.8 million Filipinos were unemployed in 2011, some 100,000 fewer than the number the year before, according to the NSO.
Among the unemployed, 63 percent were males. Forty-five percent of the jobless had reached high school; 42 percent had college education; and 12.6 percent had elementary education.
The number of underemployed last year was estimated at 7.2 million. The underemployed are those who want to have additional hours of work in their present job or to have an additional job, or even to get a new job with longer working hours.
Of the underemployed, 59 percent were reported as visibly underemployed or those working less than 40 hours during the reference week. Those working 40 hours or more accounted for 39.4 percent of the underemployed.
In terms of labor force participation, some 40 million of the 61.9 million 15 years old and over were “economically active,” a participation rate of 64.6 percent, the NSO said. In 2010, the labor force participation was at 64.1 percent.
The labor force participation rate shows how many “working-age” Filipinos are willing and able to work and are either employed or actively seeking jobs.
Excluded
Those who are not looking for work, those who are institutionalized (in prison or in hospital) and those serving in the military are excluded when measuring the participation rate.
Among the employed, 52.2 percent were in the services sector, 33 percent were in agriculture and 14.9 percent were in the industry sector.
Of those in the services sector, the largest group consisted of workers in the wholesale and retail, repair of motor vehicles, motorcycles and personal and household goods. They made up 20 percent of the total employed population.
Unskilled largest group
Among occupation groups, laborers and unskilled workers comprised the largest group (32.6 percent). This group was followed by farmers, forestry workers and fishermen (15.4 percent); officials of the government and special interest organizations, corporate executives, managers, managing proprietors and supervisors (14 percent); and service workers and shop and market-sales workers (11.1 percent).