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job satisfaction
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CHAPTER 1
THE PROBLEM
Introduction
Interest in the concepts of job satisfaction has grown in recent
years because of their efficacy on work commitment, and their basic
importance to the understanding of a worker’s behavior and the
continuous effective operations of organizations.
In the Philippines, nurses have been constantly exposed to
considerable internal and external organizational issues which could
have negative effects on their level of job satisfaction and work
commitment. Several literature on nursing have raised the issues on
heavy workload, poor working conditions, meager compensation
packages, poor interpersonal relationships, weak leadership, non-
recognition of exemplary work, and lack of opportunities for career
growth as possible major factors of work stress and dissatisfaction.
These issues may serve as possible causes for nurses to reconsider
their long-range work options, and lower their work commitment.
In spite of an average of 600,000 college students enrolling in
nursing courses every year, making up 25% of the total college
enrollees, the nursing sector of the Philippines is incurring a shortage
of nurses (Solmerin, 2007). This could be the result of the exodus of
nurses to many countries. Data from the World Health Organization
1
(WHO) show that the Philippines is leading other nations in the
exportation of nurses (www.abbaphilippines.com; Gatbonton, 2006;
Villas, 2004), comprising 25% of all overseas nurses worldwide (Estella,
2005). As of 2006, there are already 164,000 Filipino nurses, 85% of
the country’s total, working outside the Philippines in about 46
countries. Out of this total, around 100,000 of them have left only
within the past 10 years (Cueto, 2006; www.sunstar.com.ph; Estella,
2005; Omi, 2006). There are also those who are still in the country
who, while waiting for opportunities to be hired abroad, are not
practicing their profession, instead they end up working as call center
agents and tellers in some private banks.
Dr. Irineo Bernardo, executive officer of the Philippine Hospital
Association, as quoted by Estella (2005), avers that the turnover of
nurses has been particularly high from year 2000 to 2007. And as
more nurses leave, the Philippines is only left with more unskilled and
untrained nurses.
Records from the Philippine Overseas and Employment Agency
(POEA) show that 13,536 Filipino nurses went overseas in 2001. In
contrast, that same year, only 4,430 students passed the Nursing
Board Examination, clearly showing that the country has been
exporting more nurses than it is producing (Estella, 2005).
Jossel Ebesate, secretary general of the Alliance of Health
Workers (AHW) as cited by www.sunstar.com.ph, explains that if the
2
trend of exporting nurses outside the country continues, the Philippine
health-care system will soon collapse. This observation is supported by
records from the Department of Education (DepEd) which show that as
of 2007, the nurse-to-student ratio in schools is already standing at
1:4,830 (Hicap, 2006; www.gov.ph). This broad ratio gap manifests
the difficulty of the government to help students who are facing
malnutrition and health problems to perform well in school. DepEd
officials explain that if only schools have enough medical personnel,
then the health concerns of students could have easily been responded
(Hicap, 2006; www.gov.ph).
The public school nurses are employed under the Health and
Nutrition Center (HNC) to safeguard the health and nutritional well-
being of the total school population by particularly implementing the
Integrated School Health and Nutrition Program (ISHNP) of DepEd. The
School Health Program is an integral part of the school program with
special focus on the health development of the child, anchoring on the
following legal bases:
1. PD 603 Child and Youth Welfare Code, specifically Article II
(Promotion of Health) which states that “ it should be the
responsibility of the health, welfare and education entities to
assist the parents in looking after the health of the child.”
2. 1986 Constitution of the Philippines, specifically Article VIII
(Social Justice and Human Rights) which Section 11 states
3
that “ the State shall adopt an integrated and comprehensive
approach to health development which shall endeavor to
make essential goods, health and other social services
available to the people at affordable cost.”
The ISHNP is composed of four (4) components (Health and
Nutrition Center, 1997):
1. Health and Nutrition Education – the organization of learning
experiences directed towards the development of favorable
health and nutrition knowledge, attitudes and practices which
may be formal or informal;
2. Health and Nutrition Services – designed to determine the
health and nutrition status of the school population with
appropriate intervention;
3. Healthful School Living – pertains to the provision of
wholesome, and safe environment, harmonious interpersonal
relationship and organization of a healthful school day; and,
4. School-Community Coordination for Health and Nutrition –
coordinated endeavor to link the school with the home and
the community so that there is an effective carry-over of
health and nutrition habits and practices learned in the
school to the home and community.
The deployment of public nurses to schools all over the
Philippines to implement health and nutrition was made possible
4
through the Redesigned Approach in School health Nursing (RASHN)
under DECS Memorandum No. 37, series of 1991. RASHN is based on
the philosophy that the academic performance of the pupils and the
instructional outcomes are determined by the quality of health of the
school population and the community where they come from. It is the
general objective of RASHN to provide quality nursing service and
education to develop the child physically, mentally, socially and
spiritually healthy to become a productive, self-reliant and responsible
member of society.
The school nurses are expected to implement the school health
programs, and organize functional school clinics in cooperation with
the school administrator. They coordinate with the school physician in
the conduct of health examination, and treatment of minor ailments
and emergency cases. They also conduct classroom health lectures,
and initiates School Health Guardian trainings for teachers (Health and
Nutrition Center, 1997).
Given such important duties and responsibilities, the DepEd
nurses are only receiving an entry basic monthly salary of P11,167.00
(www.sunstar.com.ph), a far cry from the salaries they could get
abroad which range from P100, 000 to P150,000, exclusive of fringe
benefits (Adversario, 2003; Rosario, 2006).
Under the Republic Act 9173, otherwise known as the Nursing
Act of 1992, government nurses are supposedly provided with salary
5
adjustment. But until now, this adjustment has remained
unimplemented (Villas, 2004). It could have increased the monthly
entry-level pay of nurses from P9,900 to P14,000. According to the
Health Alliance for Democracy (HAD), the present health care services
in the Philippines are already operating at 3.5% of the Gross National
Product (GNP) budget, below the 5% recommended by the WHO
(Lacerna, 2005).
Moreover, not only that they receive low compensation, DepEd
nurses are also faced with many work-related problems, such as lack of
opportunity for career advancement, heavy workload, limited budget
for transportation, and the scarcity of laboratory equipment, medicines
and office supplies (CYR, 2005). These problems according to Health
Undersecretary Dr. Susan P. Mercado (2007) are brought about by poor
situations of the health care system of the country which include the
following: a) inappropriate service delivery as shown by poorly
targeted facilities, fragmented primary health system, ineffective
delivery mechanisms for public health programs, and maldistribution of
health human resources; and b) poor financing as shown by
inadequate funding, inefficient sourcing and ineffective allocation of
funds.
Because of this abovementioned scenario, the researcher
developed the interest to examine the prospects of a nursing career at
the DepEd, particularly in the context of job satisfaction among nurses.
6
He believed that through this study, the DepEd, or the government in
general, would become more aware and conscious of the present
psychological make up of its people as affected by negative internal
and external environment and therefore could devise measures to
improve its human resource programs, more particularly in the aspect
of hiring people and in retaining employees.
Statement of the Problem
Generally, this study examines the prospects of a nursing career
at the DepEd in the context of job satisfaction.
Specifically this seeks to answer the following questions:
1. What is the demographic profile of Southern Leyte DepEd
nurses in terms of the following:
1.1. Job position;
1.2. Year of service;
1.3. Educational qualifications;
1.4. Employment status;
1.5. Age;
1.6. Sex;
1.7. Civil status; and,
1.8. Distance of residence from place of assignment?
2. What is the level of sufficiency as perceived by DepEd nurses
in terms of:
7
2.1. Remuneration and other monetary benefits;
2.2. Non-monetary benefits;
2.3. Budget allocation; and
2.4. Career advancement?
3. What is the level of job satisfaction among the DepEd nurses
as perceived by themselves?
Significance of the Study
This study will benefit the following people as it will give them
clearer view of job satisfaction among the DepEd nurses.
The health legislators. To legislate laws that may answer
problems affecting job satisfaction among DepEd nurses as manifested
by the proliferation of malnutrition and other health problems of
students resulting to poor academic performance.
The management of the Department of Education. To
formulate plans, programs and strategies geared towards the
improvement of its human resource programs.
The academe. To acquire additional reference materials for
students pursuing studies on job satisfaction.
The DepEd nurses and other public nurses. To look at this
study as a reflection of themselves so that they become aware or
conscious of the profession they are in and therefore more equipped
and empowered.
8
The researcher. To broaden his knowledge on human behavior
in organization, thus helping him become more effective supervisor
and manager in the future.
The Filipino people in general. To determine how job
satisfaction among DepEd nurses could affect the physical well-being
of their children.
Scope and Delimitation
This study examines the prospects of a nursing career at DepEd
in the context of job satisfaction among the nurses assigned at the
DepEd Southern Leyte Division, located at Mantahan, Maasin City.
Only the DepEd registered nurses served as the respondents of
the study. Exempted from the study were registered nurses who
performed administrative functions.
Definition of Terms
For the purpose of this study, the following terms are defined as
follows:
DepEd Nurse. A registered nurse working at the Department of
Education, Southern Leyte Division, Mantahan, Maasin City.
Job Satisfaction. The outcome of the DepEd nurses’ good
feelings and beliefs regarding the nature of their jobs and experiences
related to their jobs.
9
Job Turnover. The rate of DepEd nurses leaving their jobs.
Level of Sufficiency. It is the perception on the degree of
modest comfort of DepEd nurses towards their benefits, budget
allocation and career advancement.
Motivation. The strength of the DepEd nurses’ drive towards
work performance.
Nursing Career. It is the progression of the nurses’ work life at
DepEd.
Prospects. The over-all view and perspective of pursuing a
nursing profession at DepEd.
Registered Nurse (RN). An individual who passed the
Licensure Examination for Nurses and is currently working as a public
school nurse at the DepEd Southern Leyte Division.
Remuneration. A payment or reward for services that the
DepEd nurses rendered.
10
CHAPTER 2
REVIEW OF RELATED LITERATURE AND STUDIES
The literature and studies cited in this chapter tackle the
prospects of a nursing career, as well as the concepts on job
satisfaction.
Related Literature
According to www.bls.gov, www.education-online-search.com
and www.nursingworld.org, there is a present acute worldwide
shortage of nurses. Hence, there is a positive prospect of a nursing
career in the coming years as the employment of nurses is expected to
grow faster than the other occupations. The Canada Nurses Association
(CNA) predicts that their country will have a shortfall of registered
nurses between 60,000 and 115,000 by 2010. In the US, the Bureau of
Labor statistics reveals that from 2001 to 2008, a total of 450,000
additional registered nurses are needed to fill the demand (Gonzales,
2004).
To attract and retain qualified nurses, hospitals in developed
countries such as the US, United Kingdom (UK), and Canada are now
offering salaries which range from $37,300 to $74,760 a year
11
(www.bls.gov). Those are aside from additional benefits such as
bonuses, family-friendly work schedules, and subsidized trainings.
Gonzales (2004) mentions that because of this great demand for
nurses, accompanied by attractive good compensation packages,
which the Philippine government could not offer, some of our best-
educated and most-experienced Filipino nurses are now migrating to
the developed countries such as the US, UK, and Canada. He further
explains that this demand, based on statistical projections will never
shrink, instead it will even grow.
www.bls.gov states that nurses, regardless of specialty or work
setting, perform basic duties that include treating patients, educating
patients and the public about various medical conditions, and
providing advice and emotional support to patients’ family members.
Nurses record patients’ medical histories and symptoms, help to
perform diagnostic tests and analyze results, operate medical
machinery, administer treatment and medications and help patient for
follow-up and rehabilitation.
Nursing is defined by www.nursingworld.org as the protection,
promotion, and optimization of health and abilities, prevention of
illness and injury, alleviation of suffering through the diagnosis and
treatment of human response, and advocacy in the care of individuals,
families, communities, and populations.
12
Keenan (2003) identifies three types of nursing professions:
registered nurses, licensed practical nurses, and nurse aides.
Registered nurses provide direct patient care and also manage nursing
care. Licensed Practical Nurses (LPNs) on the other hand provide
patient care under direction of an RN or physician. Nurse Aides (NAs)
assist in routine care activities, such as bathing, dressing, and feeding
patients.
In terms of career path, www.bls.gov discloses that today’s
nurses are offered with many work alternatives and choices. There is a
wide variety of nursing specialty areas which include surgery,
emergency, pediatric, psychiatric, school, public health, nurse-
midwives, and others. Some RNs follow the career path by starting as
licensed practical nurses or nursing aides, and then go back to school
to receive their RN degree. Most RNs begin as staff nurses, and with
experience and good performance often are promoted to more
responsible positions. In management, nurses can advance to
assistant head nurse or head nurse, and from there, to assistant
director, director, and vice president. Some nurses move into the
business side of health care. Business establishments need nurses for
health planning and development, marketing, consulting, policy
development, and quality assurance. Other nurses work in colleges
and universities as members of the faculty or as researchers.
13
www.education-online-search.com stipulates that nurses need to
be well educated, adaptable, and be able to act as patient advocates.
They also need to be able to deal with the stress of critical and
demanding situations and the emotional strain of dealing with sick,
injured, and even dying patients. Nurses require good observation
skills, communication skills, and the ability to make decisions based on
assimilation and evaluation of information. Nurses also need
management skills, at a minimum, to be able to manage nurses aides
and other resources for their patients health care whatever the
location or setting. Head nurses and nurse supervisors require
additional leadership and administrative skills as well as negotiating
skills and budgeting and financial skills.
Freeland and www.bls.gov attest that on global setting, most
nurses are treated well than the workers from other sectors as they are
provided with high compensation packages, high level job security, and
well-lighted, comfortable health care facilities.
Moreover, just like the workers of any occupation, nurses can
only be efficient in the performance of their duties and responsibilities
towards their respective organizations if they possess high level job
satisfaction.
Locke (1976) defines job satisfaction as the outcome of an
employee’s good feelings and beliefs regarding the nature of his job
and experiences related to the job. It is generally recognized as a
14
multifaceted construct that includes employee feelings about a variety
of both intrinsic and extrinsic job elements (Stordeur, et al., 2001).
Stordeur et al. (2001) contend that job satisfaction is an
immediate antecedent of work commitment, and work commitment an
immediate antecedent of intention to leave the workplace and
turnover. They expound the idea by saying that the higher an
employee’s job satisfaction and work commitment, the lower his
intention to leave. Based on this contention the researcher has raised
this question: what are the causes of job satisfaction, so that an
employee will stay committed to his work, and will continue to hold on
to it? Numerous motivation theories address this question. Among
them are: Herzberg’s Satisfaction-Motivation Theory; McClelland’s
Three Motives Theory; Vroom’s Expectancy Theory; and Alderfer’s
Three-tiered Model of Needs.
Motivation is defined by Newstrom and Davis (1993) as strength
of the drive toward an action. This definition according to Steers and
Porter (1991) have three common denominators: 1) what energizes
human behavior; 2) what directs or channels such behavior; and, 3)
how this behavior is maintained or sustained.
Newstrom and Davis (1993) explains that when people join an
organization, they bring with them certain drives and needs that affect
their work performance. Sometimes these drives and needs are not
15
only difficult to determine and satisfy but also vary greatly from one
person to another.
Herzberg (Hollyforde and Whiddett, 2005), in his Satisfaction-
Motivation theory explains that the things people find satisfying in their
jobs are not always the opposite of the things they find dissatisfying.
This is because the things that lead to job satisfaction are distinct from
those that lead to job dissatisfaction.
According to Herzberg (Stoner and Wankel, 1987), every
individual worker has two different categories of needs: the hygiene
factors, and the satisfying factors. The hygiene factors are known as
the dissatisfiers, but they do not affect the motivation and output of
workers. The satisfying factors on the other hand are the real
motivators, but their absence does not necessarily lead to
dissatisfaction.
The hygiene factors include the environment around the job,
such as policies and administration, supervision, working conditions,
interpersonal relations, money, and security. While the satisfying
factors include the job content of a worker, such as achievement,
recognition for accomplishment, challenging work, increased
responsibility, and growth and development.
The Three Motives Theory of McClelland (Cherrington, 1991)
explains that every worker has the need for achievement, a behavior
16
directed toward competition with a standard of excellence. The three
characteristics of high need achievers are identified as follows:
1. Strong desire to assume personal responsibility for
performing a task or finding a solution to a problem;
2. Tendency to set moderately difficult goals and take
calculated risks; and,
3. Strong desire for performance feedback.
The Expectancy Theory of Vroom ( Adler,1986) is based on the
assumption that people are driven by the expectation that their acts
will produce results. Workers assess both their ability to perform a
task and the probable type of reward for successful performance. The
theory depends on the extent to which employees believe they have
control over the outcomes of their efforts as well as the manager’s
ability to identify desired rewards.
Alderfer’s Three-tiered Model of Needs, also popularly known as
ERG (Adler, 1986), posits that man’s needs are progressing from
Existence to Relatedness, and last to Growth :
1. Existence needs. Refer to all forms of material and
physiological factors necessary to sustain human
existence;
2. Relatedness needs. Refer to all the socially oriented
needs; and,
17
3. Growth needs. Refer to the development of human
potential.
Related Studies
To acquire broader outlook about the prospects of a nursing
career in the context of job satisfaction, the researcher cites in this
portion studies that include not only the nursing population but also
samples from other occupations. Among those reviewed are foreign
studies conducted by Jones (1999), Laine (2005), and Academy Health
Organization (2007); as well as Philippine studies conducted by Lopez
(1982), Martires and Zamora (1983), Bancud et al (1991), Dajoc et al
(1991), and Padua et al (1991).
In 1999, Jones conducted a study on workplace outcomes such
as absenteeism and job satisfaction by combining aspects of two-
disciplines of psychology: environmental psychology and
industrial/organizational psychology. Borrowing from Person-
Environment Fit theory, the fit between employees’ perceived and
desired levels of physical environment control and job autonomy were
hypothesized to explain significant amounts of variance in job
satisfaction, environmental satisfaction, job competence,
environmental competence, self-rated job performance, absenteeism,
intent to turnover, and stress. In this cross sectional study, 90
employees from educational institutions were obtained as
18
respondents, and findings indicated that the application of Person-
Environment Fit theory to workplace still needs further examination
and that the relationship between environmental psychology and
industrial/organizational psychology have to be continuously explored.
In 2005, Laine examined the relationship of organizational and
career commitment of 3,626 Finnish nurses, and how this relationship
corresponded to their intention to leave, as well as whether the
intention to leave was a signal of actually leaving. Results showed that
nurses were strongly committed both to the organization and to their
career. The work-related factors which correlated most strongly with
reduced commitment were: feeling that one’s work is not meaningful
or important, less opportunities for career advancement, low level of
work influence, organization’s under utilization of one’s own abilities,
poor work atmosphere, and low quality of leadership. On the other
hand, the work-related factors which correlated most strongly with
high commitment were: improved organization of work, optimum
utilization of one’s abilities, more opportunities for career
advancement, continuous professional trainings, and higher level of
work influence.
In 2007, the Academy Health Organization posted in the Internet
(www.academyhealth.org) a manuscript, “Better Jobs Better Care”.
The manuscript is a study on job satisfaction and work commitment
among nursing assistants. Results revealed that the primary factors
19
which affect the respondents’ intention to stay were wages, benefits,
and opportunities for career advancement. They were followed by
good basic supervision.
On the other hand, in the Philippines, an empirical study on
factors affecting job satisfaction among employees in five-star hotels in
Metro Manila was conducted by Lopez in 1982. The results of the
study was noteworthy because they challenged the Motivation-
Satisfaction theory (also known as Two-Factor Theory of Motivation) of
Herzberg. As opposed to Herzberg’s theory, the study showed that the
respondents derived more satisfaction from the job environment rather
than the job content.
In 1983, Martires and Zamora examined motivation strengths
and job satisfaction among 176 department heads of 38 Philippine
government-owned corporations. The study revealed that it was the
physiological needs of the respondents which topped the motivational
ranking, followed by the self-realization needs. The results indicated
that the respondents’ incomes were not enough to satisfy their needs.
They also had strong desire for challenge and responsibility, since
most of them were holding higher positions and were professionals.
In 1991, Bancud et al. examined the correlation of job
satisfaction and money among social workers in six charitable
institutions in Metro Manila. The findings, however, did not correlate
the two variables thereby invalidating their hypotheses. Results
20
showed that the respondents were highly satisfied with their jobs even
if their salaries were just enough for their basic needs. What
appeared as the most satisfying for the respondents was the need for
self-fulfillment through service thereby rising above the need for
material things.
In 1991, Dajoc et al. delved into the ways of motivating
employees of six commercial banks in Metro Manila to increase
productivity. The study revealed that the primary factors which made
the employees stay in their jobs were self-fulfillment, growth
opportunities, and recognition. Secondary only were salaries, benefits
and other compensation, nature of work, and career advancement.
In 1991, Padua et al. conducted study on motivation and how it
affected work commitment among secondary school educators in both
public and private institutions in the Philippines. The study revealed a
complete opposite of Bancud et al’s (1991) findings, as it indicated
money as the number one motivator of the respondents. They
perceived money as their means of survival and security.
Furthermore, the study indicated high correlation of job satisfaction
and the intentions for job turnover. Respondents from the private
schools showed general dissatisfaction with their salary and benefits
and were willing to transfer to other organizations that could offer
them higher pay and benefits. Respondents from the public schools on
21
the other hand showed general satisfaction with their salary and
benefits and were willing to stay with the organization.
All the literature and studies reviewed in this chapter have
showed that there is a present acute shortage of nurses worldwide.
Thus globally, the need for nurses would mean more employment as it
is expected to grow faster than the other occupations. As a matter of
fact, to attract and retain qualified nurses, hospitals in developed
countries are now offering good compensation packages.
In terms of career path, today’s nurses are offered with many
work alternatives and choices. Most RNs begin as staff nurses, and with
experience and good performance often are promoted to more
responsible positions. In management, nurses can advance to
assistant head nurse or head nurse, and from there, to assistant
director, director, and vice president.
On global setting, most nurses are treated well than the workers
from other sectors as they are provided with high compensation
packages, high level of job security, and well-lighted, comfortable
health care facilities. Moreover, just like the workers of any
occupation, nurses can only be efficient in the performance of their
duties and responsibilities towards their respective organizations if
they possess high level of job satisfaction.
22
Job satisfaction is defined as the outcome of an employee’s good
feelings and beliefs regarding the nature of his job and experiences
related to the job (Locke, 1976).
Conceptual Framework
Based on the contention by Stordeur et al. (2001) which states
that job satisfaction is immediate antecedent of work commitment,
and that work commitment is the immediate antecedent of intention to
leave the workplace and turnover, the researcher examined the level
of job satisfaction among DepEd nurses as perceived by themselves.
The pursuit for understanding was done through the following
process: data collection through the use of questionnaires and
interviews; data analysis, clarifying statistical statements; and data
interpretation, findings, conclusions, and recommendations.
The output of this pursuit was for the DepEd management and
the government in general to devise measures to improve its human
resource programs for public nurses, more particularly on hiring and
retaining employees.
23
JOBSATISFACTIO
N
INPUT PROCESS OUTPUT
Remuneration and Other Monetary Benefits
Non-monetary Benefits
DATA COLLECTION/
QUESTIONNAIRES/
INTERVIEWS
DATA ANALYSIS/
CLARIFYING
STATISTICAL
STATEMENTS
DATA INTERPRETATION/
FINDINGS/
CONCLUSIONS/
RECOMMENDATIONS
DEPED MANAGEMENT AND THE GOVERNMENT TO DEVISE MEASURES TO IMPROVE ITS HUMAN RESOURCE PROGRAMS FOR PUBLIC NURSES, PARTICULARLY IN THE ASPECT OF HIRING AND RETAINING EMPLOYEES.
Figure 4. Conceptual Framework of the Study
Career Advancement
Budget Allocation
24
CHAPTER 3
RESEARCH METHODOLOGY
Research Design
The researcher used the Descriptive Method of Research which
describes the data and characteristics of what is being studied
(http://wiki.answers.com).
Research Environment
The research was conducted at the School Health and Nutrition
Section (SHNS) of DepEd, Southern Leyte Division where the
respondents are working.
The SHNS is composed of forty six (46) personnel headed by a
Medical Officer IV. It has three (3) dentists, three (3) dental aides, and
thirty nine (39) public health nurses. It oversees and maintains sixteen
(16) clinics located at the central schools of the following localities:
Maasin City, Macrohon, Padre Burgos, Malitbog, Tomas Oppus, Bontoc,
Sogod, Libagon, St. Bernard, San Juan, Hinundayan, Hinunangan,
Silago, Liloan, San Francisco, and Pintuyan.
Hereunder are figures 2, 3 and 4, presenting the organizational
structure of DepEd Central Office’s School Health and Nutrition Center,
Regional Office’s School Health and Nutrition Unit, and Division Office’s
School Health and Nutrition Section, respectively.
25
Department of Education Culture and SportsIntegrated School Health and Nutrition Center
Organizational Structure
Medical SectionMedical Officer V
DentalSectionDentist III Dentist IIDentist II
Nursing SectionSenior Health Program Officer
Health Ed SectionHepo IIIHepo IIHepo I
Figure 2. Central Office ISHNC Organizational Structure
Secretary
Undersecretary for Programs and Projects
Health and Nutrition CenterDirector III
Director II
Administration Unit
School Health DivisionChief Health Program Officer
School Nutrition DivisionChief Education Program Specialist
Supervising Health Program Officer
Supervising Education Program Specialist
Senior Education Program SpecialistEducation Program Specialist IINutrition Dietitian IArtist Illustrator II
Regional OfficesHealth and Nutrition Unit
Division OfficesHealth and Nutrition Section
26
Regional OfficesSchool Health and Nutrition Unit
Organizational Structure
Figure 3. Regional Office SHNU Organizational Structure
Regional Director
Assistant Regional Director
Medical Officer V(Chief, HNU)
Dentist III Nutrition Dietitian II
Nutrition Dietitian I
27
Division OfficesSchool Health and Nutrition Section
Organizational Structure
Figure 4. Division Office SHNS Organizational Structure
Schools Division Superintendent
Assistant Schools Superintendent
Assistant Schools Superintendent
Medical Officer IV
Dentist IIIn-Charge
Public Health NurseIn-Charge
Dentist II Public Health Nurse
Dental Aide
28
Research Instrument
The following three (3) questionnaires were used by the
researcher in gathering the data:
1. Respondent’s Profile Questionnaire. This questionnaire,
a 9-item instrument, was developed to gather information
regarding work life variables which might affect the DepEd
nurses’ job satisfaction and work commitment. All responses
to the questions on sex and marital status were coded and
entered as categorical data. However, the questions on
position, years of service, educational qualifications,
employment status, age, and distance of residence were
coded and treated as ordinal data due to their inherent order.
2. Level of Sufficiency on Benefits, Budget Allocation and
Career Advancement Questionnaire. This questionnaire is
divided into 4 portions: a) Remuneration and Other Monetary
Benefits; b) Non-monetary Benefits; c) Budget Allocation; and
d) Career Advancement. For each question of each portion,
the respondents answered on a 4-point Likert scale: 1 means
‘Very insufficient’ , 2 means ‘Insufficient’, 3 means ‘Sufficient’,
and 4 means ‘Very sufficient’. Item scores were summed up
to get a total score.
29
3. Job Satisfaction Questionnaire. The Short-Form Minnesota
Satisfaction Questionnaire (MSQ) as modified by Anderson, et
al. (1984) was used in this study. The response options were
assigned ordinal weights with ‘Very dissatisfied as number 1,
‘Dissatisfied’ as number 2, ‘Satisfied’ as number 3, and ‘Very
satisfied’ as number 4. Item scores were summed up to get a
total score. The MSQ scales which represent the twenty
dimensions of the job are described as follows:
1. Activity – Being able to keep busy all the time.
2. Independence – The chance to work alone on the job.
3. Variety – The chance to do different things from time to
time.
4. Social status – The chance to be somebody in the
community.
5. Supervision-human relations – The way my immediate
supervisor handles his/her subordinates.
6. Supervision-technical – The competence of my supervisor
in making decisions.
7. Moral values – Being able to do things that don’t go
against my conscience.
8. Security – The way my job provides for steady
employment.
9. Social service – The chance to do things for other people.
30
10. Authority- The chance to tell people what to do.
11. Ability utilization – The chance to do something that
makes use of my abilities.
12. Company policies and practices – The way the policies of
DepEd are put into practice.
13. Compensation – My salary and the amount of work I do.
14. Advancement – The chances of advancement on this job.
15. Responsibility – The freedom to use my own judgment.
16. Creativity – The chance to try my own method to do the
job.
17. Working conditions – The physical aspect of my work.
18. Coworkers – The way my coworkers get along with each
other.
19. Recognition – The praise I get for doing a good job.
20. Achievement – The feeling of accomplishment I get from
the job.
Respondents of the Study
The respondents of the study were composed of 30 out of 39
active elementary and high school public school nurses under DepEd,
Division of Southern Leyte. However, to clarify and validate data, the
researcher also included informal interviews from the Human
Resource, Budget, and Administrative Department of DepEd.
31
As shown in the following table, all the respondents of this study
are holding Public Health Nurse I position because based on data
provided by the Administrative Section of DepEd there is no single
nurse in the division who is appointed higher than the said position.
Table 1. Respondents of the Study
Position Frequency Percent (%)
Public Health Nurse I 30 100Public Health Nurse II 0 0Public health Nurse III 0 0Head Nurse 0 0
TOTAL 30 100
Data Collection Procedure
The researcher contacted the DepEd Division Superintendent to
ask for permission to conduct a study, and to obtain the names and
other pertinent data of the respondents from the Administrative
Section of the division.
The questionnaires were the main instruments for data gathering
which were personally distributed by the researcher himself. They
contained a covering letter describing the study and indicating the
confidentiality of the information that were given out by the
respondents.
Statistical Treatment
32
The data were subjected to analysis using the Statistical
Packages for Social Sciences (SPSS). The following statistical tools
were used:
1. Frequencies and Percentages. This was used to
determine the demographic profile of Southern Leyte DepEd nurses.
Formula: P = freq X 100 where N
N = total number of respondents
2. Mean. This was used to determine the level of sufficiency
given to DepEd nurses in terms of remuneration and other monetary
benefits, non-monetary benefits, budget allocation, and career
advancement; the level of job satisfaction; and the level of work
commitment.
Formula: X = Σx where N
Σx = the sum of the responses
N = total number of respondents
33
CHAPTER 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter presents, analyzes and interprets the following data
gathered from the responses to the questionnaires relative to the
research subjects of this study:
A. The Profile of the Nurses at DepEd, Division of Southern Leyte
in Terms of Position, Length of Service, Educational
Qualifications, Employment Status, Age, Sex, Civil Status, and
Distance of Residence from Place of Assignment;
B. The Level of Sufficiency as Perceived by DepEd Nurses,
Division of Southern Leyte in Terms of Remuneration and
Other Monetary Benefits, Non-monetary Benefits, Budget
Allocation and Career Advancement;
C. The Level of Job Satisfaction Among Nurses at DepEd,
Division of Southern Leyte.
The data are presented using tables in accordance to the
sequencing of the sub-problems enumerated under the Statement of
the Problem portion in Chapter I.
34
A. The Profile of the Nurses at DepEd, Division of Southern
Leyte in Terms of Length of Service, Educational
Qualifications, Employment Status, Age, Sex, Civil Status,
and Distance of Residence from Place of Assignment.
Table 2 presents the profile of the DepEd nurses in terms of length
of service.
Table 2. Profile of DepEd Nurses in Terms of Length of Service
Number of Years in Service Frequency Percent (%)
Less than 2 years 2 6.7More than 2 to 10 years 26 86.7More than 10 to 20 years 1 3.3 More than 20 years 1 3.3
TOTAL 30 100
The table shows that 86.7% of the DepEd nurses have only been
working with the agency from 2 to 10 years. Super et al (1996) call this
time span of career development as Establishment Stage, wherein an
individual has just passed through the work process of exploration and
adaptation, and started working on the stabilization, consolidation and
advancement of his career. It is in this stage when an individual moves
from a beginner to an expert, no longer relying largely upon a superior,
but more upon peers interaction to further increase his knowledge and
skills (Flippo, 1984).
35
Only 3.3% of the total population of nurses have been able to
pass the Establishment Stage of their career and reached the
Maintenance Stage which is described by Super et al (1996) as the
holding action of one’s career, the phase wherein the employee
attempts to retain what he has established.
The table further shows that another 3.3% also have been able to
pass the Maintenance Stage and reached the Disengagement Stage,
the stability and decline of one’s career. It is the time when the
individual has firmly established experience and responsibilities and is
no longer open to new experiences (Flippo, 1984). His energy
decreases, and focus is now more directed towards retirement.
Table 3 presents the profile of the DepEd nurses in terms of
educational qualifications.
Table 3. Profile of DepEd Nurses in Terms of Educational Qualifications
Educational Qualifications Frequency Percent (%)
Nursing Graduate 23 76.7Masteral Level 7 23.3Masteral Graduate 0 0Doctoral Level 0 0Doctoral Graduate 0 0
TOTAL 30 100
The table shows that no one of the respondents is a masteral nor
a doctoral graduate. There are those who are in the masteral program
but they only comprise 23.3% of the total population.
36
Hill, Hoffman and Rex (2005) state that acquiring higher
education is a form of human capital investment, and it generally leads
to higher worker productivity, greater output, and enhanced economic
prosperity. They aver that investments in higher education may yield
the following monetary social returns: technological spillovers, human
and physical capital complementaries, and increasing returns.
Technological spillovers means that social interaction is a catalyst
for learning and overall knowledge creation. The more contact that
takes place among educated people, the more the stock of knowledge
expands. Human and physical capital complementaries on the other
hand, means that increased education, knowledge, and skills create an
increase in the quality of the existing physical capital stock. More
educated workers use more sophisticated equipment that results in
improved productivity. And lastly, increasing returns means that the
acquisition of knowledge capital creates “endogenous” growth ( or
growth that feeds on itself) and economic returns that accelarate (Hill,
Hoffman and Rex, 2005).
Table 4 presents the profile of the DepEd nurses in terms of
employment status.
Table 4. Profile of DepEd Nurses in Terms of Employment Status
Employment Status Frequency Percent (%)
37
Permanent 30 100Probationary 0 0Casual 0 0Contractual 0 0
TOTAL 30 100
The table shows that 100% of the respondents already hold
permanent employment status at DepEd, which is issued only to a
person whose position is considered by management as essential for
the effective long term operation of the organization. Thus, it is a proof
of the school nurses’ importance to the continuous effective operation
of DepEd as an institution.
The permanency of a worker’s employment is part of job safety
that protects him under the law from job termination without due
process. It also guards him from coercion or feeling of arbitrary
treatment by management (Stoner and Wankel, 1987), and entitles him
the privileges and benefits associated with permanent status
employment.
Job safety is identified by Maslow, as cited by Newstrom and
Davis (1993) as one of human’s lower order needs, comprising bodily
safety such as freedom from a dangerous work environment, and
economic security such as a no-layoff guarantee, or a comfortable
retirement.
Miranda (1999) claims that an employee who is reasonably
secured enjoys a type of freedom or independence that stimulates him
38
to participate more wholeheartedly on the job and to work toward the
achievement of the organization’s objectives.
Table 5 presents the profile of the DepEd nurses in terms of age.
Table 5. Profile of DepEd Nurses in Terms of Age
Age Frequency Percent (%)
30 years old and below 2 6.731 to 40 years old 22 73.341 to 50 years old 5 16.7 51 to 60 years old 1 3.361 years old and above 0 0
TOTAL 30 100
The table shows that the DepEd nurse population are dominantly
young, with age group ranging from 31 to 40 years old.
Kanfer and Ackerman (2004) bring together several domains of
research and theory to provide a framework through which they believe
age-related changes can effect motivational variables and in turn
influence work outcomes. They suggest that the psychological affects
of ageing can be thought of in four terms of development: loss, growth,
reorganization and exchange. Ageing, for example, may bring the loss
of fluid of mental ability and the growth of crystallized mental ability,
but it may also change other individual features such as shifts in the
values of certain goals and general changes in personality traits.
39
In the evolution of career provided by Levinson and his
colleagues, as cited by Stoner and Wankel (1987), the 31 to 40 age
bracket, where 73.3% of the sample population belongs, can be
generalized in two series of personal and career-related crises or
transitions that occur in predictable sequence every five to seven years:
Age-30 Transition, and Settling Down.
Age-30 Transition is the state when an individual reviews his
progress towards previously established personal and career goals. If
the progress is satisfactory and in accordance to plans, he may keep on
following the track. If not, he may forge radical changes by moving into
another geographical location, another organization, or another career.
On the other hand, Settling Down is the state when an individual
strives toward job and career advancement. Everything else is
subordinated as he concentrates on getting ahead on the job.
However, if he feels that all his efforts are going nowhere, he may also
forge changes by moving into another organization, no longer much
with geographical or career since during this time he may already have
a family of his own, and become an expert to the career he nurtures.
Table 6 presents the profile of the DepEd nurses in terms of sex.
Table 6. Profile of DepEd Nurses in Terms of Sex
Sex Frequency Percent (%)
Male 6 20 Female 24 80
40
TOTAL 30 100
Even though the number of male nurses has been observed to be
on the rise, the table shows that the nursing career at DepEd is still
dominated by female population. The dominance of women in the field
of nursing in the Philippines is rooted in our culture. Some Filipinos
stereotype nursing as a female job as it is attached to the traditional
caregivers of every Filipino home: the wife, mother, and sister (Estella,
2005). Although it is already waning in the larger portion of society, the
stigma dictating that nursing is only for women and for effeminate men
is still one of the reasons why presently nursing courses are still ruled
by female enrollees.
The identification of the field of nursing with women could be
traced back during the pre-colonial era when Filipino women had status
as medicine women or mananambal (Karnow, 1990). Even at the
present time, the Filipino women are still considered as home nurturers.
It is their responsibility to keep children clean and healthy. Even if they
already hold corporate jobs, they still are expected to fulfill their
traditional functions such as cooking, cleaning, teaching the children,
washing clothes, budgeting, and managing the home (Clamonte, 2007).
Table 7 presents the profile of the DepEd nurses in terms of civil
status.
41
Table 7. Profile of DepEd Nurses in Terms of Civil Status
Civil Status Frequency Percent (%)
Single 5 16.7Married 25 83.3Separated 0 0 Widowed 0 0
TOTAL 30 100
The table shows that majority of the nurse population are already
married. Marital status is identified by Katz and Kahn (1978) as one of
the elements in Inter-role Conflict wherein individuals experience in the
course of performing their jobs. Inter-role conflict occurs when the
different roles played by the same person give rise to conflicting
demands. To accomplish their roles as spouse and parents, individuals
maybe pressed to share child-care and other activities at home that the
performance of their roles as loyal workers maybe neglected and may
suffer.
Table 8 presents the profile of the DepEd nurses in terms of
distance of residence from place of assignment.
Table 8. Profile of DepEd Nurses in Terms of Distance of Residence from Place of Assignment
Distance of Residence from Frequency Percent (%)Place of Assignment (in Kilometers)
3 kilometers and below 2 6.74 to 30 kilometers 16 53.3 31 to 50 kilometers 3 10.051 to 150 kilometers 8 26.7 151 kilometers and above 1 3.3
42
TOTAL 30 100
The table shows that 53.3% of the respondents are living 4 to 30
kilometers away from the place of assignment. Within these distances,
a worker has to commute daily in going to work and could no longer go
home at noon break. He either packs his lunch in the morning before
going to the office, or has to buy it at the affordable nearest canteen or
cafeteria. Stoner and Wankel (1987) reveal that distance of residence
from the place of assignment is one of the essential factors affecting
physical stress among workers: the hassles of waking up early and
catching the early public vehicle, and the anxiety of being late for
work.
Stress is defined by Newstrom and Davis (1993) as the general
term applied to the pressures people feel in life. Flippo (1984) claims it
as a physiological or psychological imbalance within the individual.
Stress can have serious consequences for both the workers’ health and
their work performance because it can cause depression, irritation,
anxiety, fatigue, lowered self-eteem, and reduced job satisfaction
(Stoner and Wankel, 1987).
B. The Level of Sufficiency as Perceived by DepEd Nurses,
Division of Southern Leyte in Terms of Remuneration and
43
Other Monetary Benefits, Non-monetary Benefits, Budget
Allocation and Career Advancement
Table 9 presents the level of sufficiency as perceived by DepEd
nurses in terms of remuneration and other monetary benefits.
Table 9. Level of Sufficiency as Perceived by DepEd Nursesin Terms of Remuneration and Other Monetray Benefits
Indicators Mean Description Weighted Mean Description Response Response Monthly Salary 2.23 InsufficientPERA and ADCOM 2.20 InsufficientTransportation and Fieldwork Allowances 1.47 Very InsufficientHazard Pay 2.70 SufficientYear-end Bonus and Cash Gift 2.53 SufficientProductivity Incentive 2.53 SufficientStep Increment 2.47 InsufficientClothing Allowance 2.60 SufficientMedical and Hospitalization 1.63 Very Insufficient
2.26 Insufficient
Legend: Mean Response Adjectival Rating 3.25 – 4.00 - Very Sufficient 2.50 – 3.24 - Sufficient 1.75 – 2.49 - Insufficient 1.00 – 1.74 - Very Insufficient
Table 9 shows that in terms of remuneration and other monetary
benefits, majority of the DepEd nurses find their transportation and field
work allowances, and medical and hospitalization to be Very
Insufficient; and their monthly salary, Personnel Economic Relief
44
Allowance (PERA) and Additional Compensation (ADCOM), and step
increment to be insufficient. They however find their hazard pay, year-
end bonus and cash gift, productivity incentive, and clothing allowance
to be Sufficient.
The over all findings reveal that the DepEd nurses’ remuneration
and other monetary benefits are Insufficient, with the weighted mean
response of 2.26.
Newstrom and Davis (1993) stress that money is very important
to employees because of its both economic and social value. It serves
as a medium of exchange for allocation of economic resources, as well
as a social status symbol for those who have it and can save or spend
it. It is the most tangible form of a worker’s survival because it
immediately answers his physiological needs for food, shelter, and
clothing. Thus, the most grieve disservice that an organization can
extend to its employees is to grant them with insufficient monetary
benefits.
Miranda and Miranda (2002) aver that money is the greatest
motivator of them all, and that man of the present century is a highly
materialistic creature craving more and more for material goods that
will contribute to higher standards of living. They add that a usual job
hunter is not interested in the job itself which will enable him to use his
talent and skills, but rather on the remuneration that such a job offers,
that is money rewards, whether expressed as salaries or wages.
45
Table 10 presents the level of sufficiency as perceived by DepEd
nurses in terms of non-monetary benefits.
Table 10. Level of Sufficiency as Perceived by DepEd Nurses in Terms of Non-monetray Benefits
Indicators Mean Description Weighted Mean Description Response Response Recognition for Completion Masteral/Doctoral Degree 1.70 Very InsufficientStudy Leave 1.83 InsufficientScholarships 1.50 Very Insufficient
1.68 Very Insufficient
Legend: Mean Response Adjectival Rating 3.25 – 4.00 - Very Sufficient 2.50 – 3.24 - Sufficient 1.75 – 2.49 - Insufficient 1.00 – 1.74 - Very Insufficient
Table 10 shows that the DepEd nurses find their non-monetary
benefits to be Very Insufficient with 1.68 as the weighted mean
response.
46
Stoner and Wankel (1987) reveal that remuneration and other
monetary benefits are not enough to make a person satisfied and
committed. His esteem and self-actualization needs must also be
responded to by the organization through non-monetary benefits.
Maslow, as cited by Stoner and Wankel (1987) describes two
types of esteem needs: 1) the desire for achievement and competence;
and 2) the desire for status and recognition. In organizational terms, it
has always been basically the drive of every person to be good at his
job, and at the same time to feel that he is achieving something
important when he performs his job.
Self-actualization need is the highest rung in Maslow’s hierarchy
of needs wherein a person looks for meaning and personal growth in his
work, and actively seeks out new responsibilities. This need would vary
from individual to individual. For some individuals, producing work of
high quality maybe a means for self-actualization, while for others,
developing creative, useful ideas serves the same need (Stoner and
Wankel, 1987).
Flippo (1984) explains that sufficient monetary and non-monetary
benefits could bring out three (3) things for the organization: 1) attract
capable employees; 2) motivate them toward superior performance;
and 3) retain their services over an extended period of time.
However, if a worker does not receive the remuneration and other
monetary and non-monetary benefits he feels entitled, and what he
47
thinks is sufficient for his needs, he often shows dissatisfaction and
eventually less commitment to his job as can be shown by becoming
angry and working less hard. He may even increase absenteeism, or
even leave his job (Cropanzano and Folger, 1991).
An individual could only feel that the compensation (monetary or
non monetary) he is getting is sufficient if it is attached to the concept
of fairness and equity. Cropanzano and Folger (1991) contend that
when employees react to the way they are treated at work, their
motivation to respond in one fashion or another cannot be understood
adequately without taking into account two separate notions of
fairness: the distributive justice, and the procedural justice.
Traditionally the organizational science literature has considered
only one way of describing what it means to be fairly treated. It is
through distributive justice as illustrated by the equity theory of Adams.
According to equity theory, a person determines whether or not he is
treated fairly at work by examining his own payoff ratio of outcomes to
inputs and comparing that ratio with the corresponding outcome-input
ratio obtained by others such as their coworkers (Cropanzano and
Folger, 1991).
A second way of thinking about what it means to be treated fairly
is through procedural justice wherein the focus lies on the manner in
which the decision-making process is conducted (Cropanzano and
48
Folger, 1991). The focus shifts from what was decided to how the
decision was made.
In 2001, Valadez and Anthony examined the level of job
satisfaction and commitment among two-year college part-time faculty
members towards their professional roles, responsibilities and rewards.
They found out that part-time faculty members with higher level of
perception on fair and just compensation for their works had higher
level of work commitment than those who were frustrated by modest
pay and meager benefits.
Table 11 presents the level of sufficiency as perceived by DepEd
nurses in terms of budget allocation.
Table 11. Level of Sufficiency as Perceived by DepEd Nurses in Terms of Budget Allocation
Indicators Mean Description Weighted Mean Description Response Response Salaries and Wages 2.37 InsufficientOther Compensation and Benefits 2.40 InsufficientTransportation and Fieldwork Allowances 1.50 Very InsufficientOffice Supplies, Fixtures and Furnitures 1.50 Very InsufficientLaboratory Equipment and Facilities 1.33 Very Insufficient
1.82 Insufficient
Legend: Mean Response Adjectival Rating 3.25 – 4.00 - Very Sufficient 2.50 – 3.24 - Sufficient 1.75 – 2.49 - Insufficient 1.00 – 1.74 - Very Insufficient
49
Table 11 shows that the DepEd nurses perceive their salaries and
wages, and other compensation benefits as Insufficient; while their
transportation and fieldwork allowances, office supplies, fixtures and
furnitures, and laboratory equipment and facilities as Very Insufficient.
The over-all findings reveal that the budget allocated for their
department is Very Insufficient with 1.88 as the weighted mean
response.
Budget allocation is very important to every employee as it is the
process wherein organization allots money for its future programs and
activities. They may include raising salaries and wages, hiring and
training personnel, and purchasing new equipment.
Irvine (1970) states that budgets can have a positive impact on
motivation and morale of workers if they are included in the process.
Most individuals need to achieve things they are committed to and
desire to be accepted by groups to which they belong. Budgets can
activate these motivational factors by creating common goals and the
feeling that everyone is working toward them.
However, budgets could also be a foreteller of an undesirable
future for employees, and therefore a bringer of demoralization. In
series of oral interviews conducted by the researcher, the DepEd nurses
admitted that they are not included in the organization’s budget
preparation process, and that the amount allocated for them in the end
is below from what they feel as sufficient to answer their financial and
50
work resource needs. More particularly, in the aspect of allocating
budgets for office supplies and fixtures and furnitures, and laboratory
equipment and facilities, the respondents reported that they should
have been consulted by management on what items to prioritize for
allocation as they are the frontliners and the main users of the
equipment and dispensers of the medicine supplies.
A study conducted by Magner et al (1996) revealed that
performance among workers can be negatively affected by the
following resource allocation conditions: a) unfavorable distribution of a
helpful work resource; and b) unfair procedure of work resource
allocation. The negative effects would range from low morale,
tardiness, absenteeism, and low productivity, to eventual turnover.
Table 12 presents the level of sufficiency as perceived by DepEd
nurses in terms of career advancement.
Table 12. Level of Sufficiency as Perceived by DepEd Nurses in Terms of Career Advancement
Indicators Mean Description Weighted Mean Description Response Response Trainings, Seminars and Other Activities to Improve Present Job 2.07 InsufficientTrainings and Seminars and Other Activities to Prepare Higher Position and Responsibilities 1.77 InsufficientVacant Positions for Promotion 1.80 Insufficient
1.88 Insufficient
51
Legend: Mean Response Adjectival Rating 3.25 – 4.00 - Very Sufficient 2.50 – 3.24 - Sufficient 1.75 – 2.49 - Insufficient 1.00 – 1.74 - Very Insufficient
Table 12 shows that the DepEd nurses find their career
advancement opportunities to be Very Insufficient with 1.88 as the
weighted mean response.
Insufficiency of opportunities for career advancement provides
negative impact both to employees and the organization. To the
employees, it could send the message that they are on a career
plateau and are not going anywhere in the corporate ladder. To the
organization, on the other hand, it reflects grieve indifference to its
people’s career progressions that eventually would contribute to its
downfall, considering that the quality of every organization will depend
primarily on the quality of skills, competence and motivation of the
people operating it.
Career plateau is defined by Stoner and Wankel (1987) as the
point in a career where the likehood of additional hierarchical
promotion is very low. Its cause is not always due to personal
shortcomings, but more often due to a normal organizational
occurrence such as lack of personnel development programs, and the
workers’ lack of skill in organizational politics.
52
C. The Level of Job Satisfaction Among Nurses at DepEd,
Division of Southern Leyte
Table 13 presents the level of job satisfaction among DepEd nurses.
Table 13. Level of Job Satisfaction Among DepEd Nurses
Indicators Mean Description Weighted Mean Description Response Response Being able to keep busy all the time 2.90 SatisfiedThe chance to work alone on the job 2.80 SatisfiedThe chance to do different things from time to time 2.80 SatisfiedThe chance to be somebody in the community 2.83 SatisfiedThe way immediate supervisor handles his/her subordinates 2.23 DissatisfiedThe competence of supervisor in making decisions 2.40 DissatisfiedBeing able to do things that don’t go against conscience 2.70 SatisfiedThe way job provides for steady
53
Employment 2.87 SatisfiedThe chance to do things for other people 2.83 SatisfiedThe chance to tell people what to do 2.83 SatisfiedThe chance to do something that makes use of abilities 2.77 SatisfiedThe way the policies of DepEd are put into practice 2.33 DissatisfiedSalary and amount of work 2.47 DissatisfiedThe chances of advancement on job 2.23 DissatisfiedThe freedom to use own judgement 2.83 SatisfiedThe chance to try own method to do the job 2.80 SatisfiedThe physical aspect of work 2.77 SatisfiedThe way coworkers get along with each other 2.70 SatisfiedThe praise for doing a good job 2.63 SatisfiedThe feeling of accomplishment from the job 2.63 Satisfied
2.67 Satisfied
Legend: Mean Response Adjectival Rating 3.25 – 4.00 - Very Satisfied 2.50 – 3.24 - Satisfied 1.75 – 2.49 - Dissatisfied 1.00 – 1.74 - Very Dissatisfied
Table 13 shows that the DepEd nurses are Satisfied with their
jobs, indicating a 2.67 weighted mean response. They however admit
to be Dissatisfied in the aspects of human relations supervision,
technical supervision, company policies and practices, compensation,
and job advancement.
Supervision forms a significant role relating to job satisfaction in
terms of the ability of the supervisor to provide his subordinates with
emotional and technical support and guidance with work-related tasks
(Robbins et al, 2003).
54
According to Ramsey (1997), supervisors contribute to their
subordinates’ high or low morale depending on how their technical and
human relations abilities are applied in the workplace. He adds that
supervisors with high relationship behavior strongly gives impact on job
satisfaction.
Daley (1997), in his regression analysis of the cross-sectional
survey among US Federal employees, stated that an employee’s overall
sense of job satisfaction is related to the evaluation of their supervisor.
One of his conclusions is that the organization and supevisors need to
pay particular attention to those factors that employees expect them to
provide. He sees job satisfaction as the responsibility of supervisor.
The frontline supervisor is the frontline employee’s link to the
organization and determines to a great degree how the organization is
perceived. The supervisor is also the individual who must establish
expectancy links to the services offered by the organization.
As to organizational policies as factors on job satisfaction,
research by Andrews (2003) reveals that employees who perceive the
practice of organizational policies as fair and equitable are more
cooperative and supportive than those who perceive them as
inconsistent and discriminatory. Policies are rules of action for the rank
and file to show them how they are expected to obtain the desired
results (Miranda and Miranda, 2002), thus if these policies are
55
inconsistent, a worker may feel lost and may not be able to find his way
in a maze of organizational activities.
Coleman and Kleiner (1999) state that employees who can relate
to the policies and products or services of their organization can easily
relate more to organizational culture, and can make the necessary
adjustment to become an active member of that culture.
As to compensation, Flippo (1984) explains that it can only affect
job satisfaction if employees perceive it to be inequitable in relation to
their inputs and contributions. He adds that the introduction of pay
system is an event of major importance to employees, and that its
effects upon them cannot be ignored as it affects satisfaction. Under-
reward, over-reward, and inconsistency of reward not only tend to lead
to lower satisfaction but encourage behavior that often proves
dysfunctional to organizational objectives. According to him, a sound,
systematic, consistent system of compensation determination will do
much to promote equity and satisfaction, provided that such a system
is understood and reasonably accepted by most employees.
And lastly, as to career advancement, researchers conducted by
Ellickson and Logsdon (2002), Kreitner and Kinicki (2001), and the Info-
Tech Research Group (2001) yield that job satisfaction are strongly
related to career advancement, either in the form of promotion or
career enhancement.
56
Ellickson and Logsdon (2002) conducted a study among municipal
government workers and found out that promotional opportunities were
positively and significantly related to job satisfaction. Kreitner and
Kinicki (2001) states that the positive relationship between promotion
and job satisfaction is dependent on perceived equity by employees.
On the other hand, the Info-Tech Research Group (2001) revealed
that in their survey among information technology staffers, two thirds of
the respondents were attracted with the opportunities for training to
learn and enhance skill or for continuing the individual’s education,
twice as many as those who reported that salary is significantly related
to work commitment.
CHAPTER 5
SUMMARY OF FINDINGS, CONCLUSIONS AND
RECOMMENDATIONS
57
This chapter summarizes the findings of the study. It also drafts
conclusions and recommendations based on the findings.
Findings
The findings are summed up as follows:
A. The Profile of the Nurses at DepEd, Division of Southern Leyte
in Terms of Position, Length of Service, Educational
Qualifications, Employment Status, Age, Sex, Civil Status, and
Distance of Residence from Place of Assignment
Majority of the DepEd nurses have only been working with the
agency from 2 to 10 years. 23.3% of them has attended masteral
programs, but no one has finished Master of Arts nor has reached the
doctoral level. Already holding permanent positions, the respondents
are dominantly married and young, with age bracket ranging from 31
to 40 years of age. Most of them are assigned to workstations 4 to 30
kilometers away from their residences.
B. The Level of Sufficiency as Perceived by DepEd Nurses,
Division of Southern Leyte in Terms of Remuneration and
other Benefits, Non-monetary Benefits, Budget Allocation and
Career Advancement
In terms of remuneration and other monetary benefits, majority
of the DepEd nurses find their transportation and field work
allowances, and medical and hospitalization to be very insufficient; and
58
their monthly salary, PERA and ADCOM, and step increment to be
insufficient. They however find their hazard pay, year-end bonus and
cash gift, productivity incentive, and clothing allowance to be
sufficient.
In terms of non-monetary benefits, the DepEd nurses reported
them to be very insufficient, so are the budget allocated for their
department, and the opportunities provided by management for career
advancement.
C. The Level of Job Satisfaction Among Nurses at DepEd, Division
of Southern Leyte;
The over-all findings reveal that the DepEd nurses are satisfied
with their job. However, they are dissatisfied in the aspect of human
relations supervision, technical supervision, company policies and
practices, compensation, and advancement.
Conclusions
Based on the findings of the study, the researcher has attained
the following conclusions and generalizations:
1. Only a small percentage of the total population of nurses have
stayed with DepEd beyond ten years. Within the 10 year
period, 91.7% of the DepEd nurses have resigned from the
organization. They either transferred to other organization,
or changed other career paths. The dominance of young
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nurses indicates that majority of them do not stay with DepEd
until retirement, but only until they gain enough experience
or find better opportunities.
2. As perceived by the DepEd nurses, there is a level of
insuffiency given to them by the organization in terms of
remuneration and other benefits, non-monetary benefits,
budget allocation, and career advancement.
3. The DepEd nurses are satisfied with their job, except in the
aspect of supervision, company policies and practices,
compensation, and advancement.
Recommendations
Based on the findings and conclusions presented, the researcher
has recommended theDepEd management to revisit and effect
changes in their human resource policies and programs, particularly on
the following:
1. The compensation packages that according to Flippo (1984) can: a)
attract capable employees to the organization; b) motivate them
toward superior performance; and c) retain their services over an
extended period of time;
2. Budget allocations for nurses that are directed towards the increase
of salary and other monetary benefit increases, purchase of office
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supplies, fixtures and furnitures, and improvement of laboratory
equipment and facilities;
3. Career advancement programs such as career relevant trainings,
scholarships and job promotions, as well as constant reorientation
of the company’s policies and best practices to inculcate positive
culture among the employees; and,
4. Regular supervisory trainings for supervisors to prevent complaints
and dissatisfaction from subordinates that may be brought about by
their lack of human relations and technical skills.
BIBLIOGRAPHY
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APPENDIX A
Letter Request for Research to Conduct
The College of Maasin“Nisi Dominus Frustra”
Maasin City
September 6, 2007
DR. VIOLETA M. ALOCILJA, CESO VSchools Division SuperintendentDivision of Southern LeyteMantahan, Maasin City
Dr. Alocilja:
I will be working on my thesis entitled, “The Prospects of a Nursing Career at the Department of Education in the Context of Job Satisfaction”, as a requirement for the completion of my Masteral Degree in Public Administration at the College of Maasin, Maasin City.
In view of this, I am respectfully asking your good office for approval to conduct a research among the public school nurses in your division.
Rest assured that the data that will be gathered will be treated with utmost respect and confidentiality, and that the results will be used for research and educational purposes only.
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Very truly yours,
PORFERIO A. SALIDAGA, JR.Researcher
APPENDIX B
Letter to Respondents
The College of Maasin“Nisi Dominus Frustra”
Maasin City
September 10, 2007
Dear Respondent:
I am presently working on my thesis entitled, “The Prospects of a Nursing Career at the Department of Education in the Context of Job Satisfaction”, as a requirement for the completion of my Masteral Degree in Public Administration at the College of Maasin, Maasin City.
As you are currently working as a DepEd nurse at the Division of Southern Leyte, your participation and information will be helpful in providing a better understanding of the important issues facing nursing work today. Thus, with the permission from the Division Superintendent, Dr. Violeta M. Alocilja, I am respectfully asking your benevolence to complete the attached questionnaire.
Rest assured that your participation is completely anonymous as no identifying information will be collected. The data that you will provide will be treated with utmost respect and confidentiality, and that the results will be used for research and educational purposes only.
Very truly yours,
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PORFERIO A. SALIDAGA, JR.Researcher
APPENDIX C
Research Instruments
Respondent’s Profile Questionnaire
1. Job position: ____________________________
2. Number of years working as a nurse at DepEd: ________
3. Educational qualifications ( please affix check ( ) marks on applicable items):
Nursing graduate ____ Masteral level ____Masteral graduate ____ Doctoral level _____Doctoral graduate ____ Other (pls specify)
_______________________
4. Employment status ( please affix check ( ) mark on applicable item):
Permanent _____ Probationary _____Casual _____ Contractual ____
Other (pls. specify) _______________________
5. Age: _________
6. Sex ( please affix check ( ) mark on applicable item):Male _____ Female _____
7. Civil status ( please affix check ( ) mark on applicable item):Single ______ Married ______ Separated ______Widowed _____
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8. Distance of residence from place of assignment (please specify in kilometers):____________
Level of Sufficiency on Benefits, Budget Allocation and Career Advancement Questionnaire
Scale: 1=Very insufficient; 2=Insufficient; 3=Sufficient; 4=Very sufficient
A. Remuneration and Other Monetary Benefits1. Monthly salary 1 2 3 4 2. PERA and ADCOM 1 2 3 4 3. Transportation and fieldwork allowances 1 2 3 4 4. Hazard pay 1 2 3 45. Year-End bonus and cash gift 1 2 3 4 6. Productivity incentive 1 2 3 47. Step increment 1 2 3 48. Clothing allowance 1 2 3 49. Medical and hospitalization 1 2 3 4
B. Non-monetary Benefits1. Recognition for completion of masteral/doctoral
degree, and other outstanding achievements 1 2 3 4 2. Study leave 1 2 3 4 3. Scholarships 1 2 3 4C. Budget Allocation
1. Salaries and wages 1 2 3 42. Other compensation and benefits 1 2 3 43. Transportation and fieldwork allowances 1 2 3 44. Office supplies, fixtures and furnitures 1 2 3 45. Laboratory equipment and facilities 1 2 3 4
D. Career Advancement1. Trainings, seminars and other activities
to improve your present job 1 2 3 4 2. Trainings, seminars and other activities
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to prepare you for higher positionand responsibilities 1 2 3 4
3. Vacant positions for promotion 1 2 3 4
Job Satisfaction Questionnaire(Modified Minnesota Satisfaction Questionnaire (MSQ), 1977)
Scale: 1=Very dissatisfied; 2=Dissatisfied; 3=Satisfied; 4=Very satisfied
On my present job, this is how I feel about…
1. Being able to keep busy all the time. 1 2 3 4
2. The chance to work alone on the job. 1 2 3 4
3. The chance to do different things from time to time. 1 2 3 4
4. The chance to be somebody in the community. 1 2 3 4
5. The way my immediate supervisor handles his/her subordinates. 1 2 3 4
7. The competence of my supervisor in making decisions. 1 2 3 4
8. Being able to do things that don’t go against my conscience. 1 2 3 4
8. The way my job provides for steady employment. 1 2 3 4
9. The chance to do things for other people. 1 2 3 4
10. The chance to tell people what to do. 1 2 3 4
11. The chance to do something that makes use of my abilities. 1 2 3 4
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12. The way the policies of DepEd are put into practice. 1 2 3 4
13. My salary and the amount of work I do. 1 2 3 4
14. The chances of advancement on this job. 1 2 3 4
15. The freedom to use my own judgment. 1 2 3 4
16. The chance to try my own method to do the job. 1 2 3 4
17. The physical aspect of my work. 1 2 3 4
18. The way my coworkers get along with each other. 1 2 3 4
19. The praise I get for doing a good job. 1 2 3 4
20. The feeling of accomplishment I get from the job. 1 2 3 4
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CURRICULUM VITAE
Personal Information
Name : Porferio Arcuino Salidaga, Jr.
Birthdate : March 27, 1972
Birthplace : Brgy. Bunacan, Calubian, Leyte
Civil Status : Married
Spouse : Melfa Kangleon Delos Santos
Children : Phoebie GabriellePriam Gabriel
Educational Qualifications
College : Bachelor of Arts in CommunicationUniversity of the PhilippinesTacloban City1994
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Secondary : National Heroes InstituteKananga, Leyte1989
Elementary : Kananga Central SchoolKananga, Leyte1985
Work Experience
Team Head : Social Security SystemSSS Maasin Branch, Maasin CityNovember 2004 – present
Senior Analyst : Social Security SystemSSS Maasin Branch, Maasin CityJanuary 1998 – October 2004
Clerk : DBP Service CorporationSSS Ormoc Branch, Ormoc CityFebruary 1996 – December 1997
Staff Writer : Office of the City MayorOrmoc CityApril 1995 – January 1996
Civil Service Eligibility
C S Professional : October 17, 1993
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