JOB SATISFACTION AND JOB PERFORMANCE OF FILIPINO EMPLOYEES IN FOREIGN-AND-LOCALLY – OWNED HEAVY- EQUIPMENT COMPANIES IN THE PHILIPPINES

Author: SANJAY KUMAR

Issue: 2022-2023

Abstract:

For some time now, there have been existing employer-employee relations between Filipinos and other countries, with Filipinos playing the role of employee most of the time. Thus, this study was conducted to compare the job satisfaction and job performance of Filipino employees in foreign-and-locally-owned heavy equipment companies in the Philippines, along with selected personal-related variables for the year 2022 The descriptive–correlational methods of research were used.

Findings showed that the respondents were predominantly males, elementary and technical–vocational course graduates, into blue-collar jobs, with an average of ₱26, 512 monthly salaries, with a handful receiving benefits other than those mandated by the law. They were highly satisfied with their job itself, their relationship with co-workers, their relationship with superiors, salaries, and benefits, and chances for professional and work advancement. There is a significantly moderately high correlation between the indicators of job satisfaction and the indicators of job performance. Further, job satisfaction on relationships with co-workers was proven to vary significantly with age and monthly salary; relationship with superiors with nature of the job; salaries and benefits with company affiliation, age, sex, nature of the job, salaries and benefits and other benefits, and chances for professional development and work advancement with company affiliation and other benefits, while there was no significant difference was seen in the assessment of the job performance by the employees and their immediate superiors.

It was recommended that companies review and revisit their employee development program to improve the provisions on the compensation package, particularly those receiving salaries that are within and below the poverty threshold as determined by the NEDA; integration of a recognition and rewards program to serve as a motivation for the employees to maintain their job performance levels and job satisfaction, the inclusion of educational and vocational development programs to keep them updated with the latest trend regarding their craft, adopt a learning partner strategy in the workplace so that the new employees may learn better from the most knowledgeable in the workplace, the inclusion of social related activities like team building, family days, etc. to ensure a work-life balance among the employees. Lastly, future researchers to expand the population to include other provinces and other business types in the study to overcome the generalization limitation of this study and further leaders’ understanding of the effective strategies used to increase job satisfaction and improve performance.

Keywords: Job satisfaction, job performance, heavy industries companies