Reference titles

1. The Relationship between Leadership Emotional Intelligence and Employee Job Satisfaction
2. The Effect of Emotional Intelligence on Employee’s Job Performance: the Moderating Role of
Perceived Organizational Support
3. Impact of Emotional Intelligence on Employees’ Performance and Organizational Commitment: A Case
Study of Dangote Flour Mills Workers
4. Linking Emotional Intelligence To Knowledge Sharing Behaviour: Mediating Role Of Job Satisfaction
And Organisational Commitment
5. The Relationship Between Emotional Intelligence And Job Performance: A Study Of Hospitals
Employees
6. The Impact Of Leadership Styles On Job Satisfaction And Mediating Role Of Perceived Organizational
Politics
7. Employee Treatment and Work Engagement: The Philippines Context
8. Quantitative Analysis Of Job Satisfaction And Job Performance Of Teaching Personnel Of Isabela
State University
9. Effect of Leadership on the Job Satisfaction with Organizational Commitment and Trust in Leader as
Mediators
10. Job Satisfaction and Organizational Commitment: The Case of Employees of a Government Agency in
Region III, Philippines

Copyright

1. Vol 5 No 6 April 2014,

2. Akhtar et al., J Account Mark 2017, 6:3.
3. 21 March 2014.
4. Copyright © 2019 Inderscience Enterprises Ltd...
5. JANUARY 2020, IJSTR©2020
6. Global Conference on Business & Social Science-2014, GCBSS-2014, Kuala Lumpur
7. http://creativecommons.org/licenses/by-nc/4.0/, Submitted on 26 Nov 2020
8. © 2020 by Advance Scientific Research. Received: 13.03.2020 Revised: 19.04.2020 Accepted:
13.05.2020.
9. Copyright  2017 GMP Press and Printing
10. Vol. 1, Issue 1, February 2018

Name of Publisher

1. Mediterranean Journal of Social Sciences /MCSER Publishing, Rome-Italy.

2. Faculty of Management Sciences, International Islamic University Islamabad, Pakistan.
3. UNIVERSITY OF MAURITIUS RESEARCH JOURNAL – Volume 20– 2014.
4. Middle East J. Management, Vol. 6, No. 3, 2019
 5. INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 01,
JANUARY 2020IJSTR, www.ijstr.org
6. Procedia - Social and Behavioral Sciences 172 ( 2015 ) 563 – 569. Available online at
www.sciencedirect.com
7. HAL Id: hal-02994669 https://hal.archives-ouvertes.fr/hal-02994669
8. This is an open-access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/)
DOI: http://dx.doi.org/10.31838/jcr.07.11.38
9. GMP Press and Printing (http://buscompress.com/journal-home.html)
10. PREO Journal of Business and Management.

Name of Author

1. Hlanganipai Ngirande and Harry Tinashe Timothy

2. Akhtar W*, Ghufran H, Husnain M and Shahid A
3. U Gunu* Department of Business Administration University of Ilorin Nigeria and R O Oladepo
Department of Business Administration University of Ilorin Nigeria.
4. Shumaila Naz* and Cai Li School of Management, Jiangsu University, Qasim Ali Nisar School of
management, Universiti Utara Malaysia, and Muhammad Rafiq School of Economics and
Management, North China Electric Power University, Beijing.
5. Kaya Puri, and Megha Mehta
6. Hina Saleem* Lecturer IBIT, University of the Punjab, Lahore, 54560 Pakistan
7. Damianus Abun, Frelyn Badua Ranay, Theogenia Magallanes, Mary Joy Encarnacion, and Fransisco
Alkalde
8. Merridy V. Macutay Isabela State University, Echague, Isabela, Philippines
9. Dyah Ayu Puri Palupi* Universitas Kristen
Surakarta Mardanung Patmo Cahjono* Universitas Kristen Surakarta
Endang Satyawati Universitas Kristen Surakarta
10. Lena E. Nacpil (Corresponding author) Graduate School (Student) Our Lady of Fatima University –
Pampanga, Campus, Philippines; Jean Paolo G. Lacap City College of Angeles, Angeles City,
Philippines

Methodology

1. A quantitative research approach was used. The population of the study comprised of Eskom
employees at a selected Eastern Cape Province Eskom branch in South Africa. The total size of the
population was 120 (N=120). Using the RaoSoft sample size calculator, a minimum recommended
sample size of 92 respondents was obtained. In this study, the researchers utilized a probability
sampling method, and more specifically stratified random sampling, as respondents were selected
according to whether they are leaders or lower level employees. A self-administered questionnaire was
 used to collect data from all the permanent employees obtained from the Human Resource Department
as the sampling frame.
Administering of the questionnaire: Permission was requested from the HR Director of the organization
to give out the questionnaires. The questionnaires were left with the HR officials for distribution. The
anonymity and confidentiality of the information to be obtained from questionnaires was stressed to the
HR department and to the respondents through a cover letter. To facilitate a good response rate, an
agreement was made that the collection of data should take a period of three weeks.

2. Research design: Mainly it is a quantitative study. Basic purpose of this research is testing the
hypothesis, researcher is explaining the variance in dependent variable (job performance) relative to
independent variable (emotional intelligence), and moderating variable (perceived organizational
support). The study intends to mark out the causes of emotional intelligence on job performance; hence
it is a causal study, prepared in a natural environment. It is a field study, whereby individuals are the
unit of analysis. Data gathered just once, over a period of weeks in order to answer a research
question.

3. The descriptive research design was adopted by this study. The variables used were qualitative and
were collected based on perceptions of respondents through a field survey. Ordinal levels of
measurement were used by constructing a five point Likert scale. The hypotheses for the study were:
H1: There is no significant relationship between employees’ EI and organizational commitment. H2:
There is no significant relationship between employees’ emotional intelligence and performance. H3:
There is no significant relationship between manager’s emotional intelligence and employees’
organizational commitment. H4: There is no significant relationship between manager’s emotional
intelligence and employees’ performance. The study used a simple random sampling technique to
select samples. The selected sample size was one hundred and twenty (120) participants. A
questionnaire was used to collect the data which had closed ended questions. A total of two hundred
and six (206) questionnaires were distributed and one hundred and twenty (120) were retrieved,
representing a response rate of fifty eight (58%) percent. Simple percentages, graphs, regression and
correlation analysis were used to analyse the data collected.

4. The purpose of this study is to examine the role of emotional intelligence towards knowledge sharing
behaviour while concentrating on the mediating role of job satisfaction and organisational commitment
at call centres of Pakistan. 4.1 Sample and data collection procedure Study is descriptive and
quantitative in nature. Survey questionnaire method has been used and data have been collected from
340 employees of call centres by applying stratified sampling technique because the population is
heterogeneous and contains several different groups, therefore study focused only specific groups to
 collect data. Moreover, the core reason to select the stratified random sampling is that it also reduces
selection bias. As stratifying the entire population before applying random sampling methods helps
ensure a sample that accurately reflects the population being studied in terms of the criteria used for
stratification. Meanwhile it can be used accurately because it ensures each subgroup within the
population receives proper representation within the sample. It also ensures a high degree of
representativeness of all the strata or layers in the population. Target population included the
employees who has direct interaction with clients and the core reason to select these groups is that
they need to manage their emotions appropriately while interacting on phone calls. Population has
been divided into four strata. List of employees has been obtained by head offices of selected call
centres. Respondents have been selected randomly from each stratum. Questionnaires were
distributed among participants and collected back after one week.

5. The present study aimed at studying the effect of Employees Emotional Intelligence and its four
dimensions on Job Performance (dimensions of job performance: Contextual Performance,
counterproductive work behaviours, Task Performance and organization citizenship behaviour) among
employees (Healthcare Professionals) of Hospitals in Punjab.

6. To describe the characteristics of underlying research phenomenon descriptive research design was
used and a quantitative research technique was used in which survey was conducted through
distribution of questionnaire in non-contrived study settings. The sample of this study was selected
through non-probability convenience sampling. All responses were collected from the teachers teaching
in public sector universities of Lahore, Pakistan. 250 questionnaires were distributed among teachers,
out of which 217 were returned, indicating a response rate of 86.8%. Firstly permission was taken from
the head of the departments. Secondly the teachers were requested to respond as honest as possible
and were assured that their responses will be used only for research purpose and be treated as
confidential. Data was gathered through a 40 items questionnaire. Leadership styles was measured
through Bass & Avolio (1997) “Multi-factor leadership Questionnaire (MLQ)” consisting of 10 questions
regarding transformational leadership style and 10 questions regarding transactional leadership style.
Perceived organizational politics was measured through Kacmar & Carlson (1997) “perceptions of
organizational politics scale (POPS)” consisting of 10 questions. Job satisfaction was measured
through “job satisfaction measuring scale (JSS)” developed by Spector (1997) consisting of 10
questions.
7. Research Design of the study The study adopted the descriptive assessmentand correlational research
design to assess the level of organizational climate and its effect on the work engagement of
employees. Shuttlewoth (2020) defined descriptive research design as “a scientific method which
involves observing and describing the behavior of a subject without influencing it in any way”. It
 describes the population, a situation, or a phenomenon. It is also used to describe the profile, frequency
distribution, the characteristic of people. In short, it answers the question of what when how, and not
the why question (McCombes, 2020). While the descriptive correlational study is intended to describe
the relationship among variables without seeking to establish a causal connection (Ariola, 2006).
The locale of the Study: The locale of the study was Divine Word Colleges in Ilocos Region particularly
Ilocos Sur and Ilocos Norte.
Population: The respondents of the study were the faculty and employees of the Divine Word Colleges
in the Ilocos region. The total enumeration sampling was used and thus 250 faculty and employees
were taken as respondents of the study.
Data Gathering instruments: The study used questionnaires and questionnaires on employee treatment
is self-made questionnaires but it was done through content validation by a panel of experts. The
questionnaires were revised by the experts. The caring relationship in the workplace was adapted from
Kivimaki and Elovainio (1999). While questionnaires on respect in the workplace are adapted from
Legacy Business Cultures (n.d). But questionnaires on work engagement is adapted Kuok and
Taormina (2017).
Data Gathering Procedures: A good and quality research needs to gather the data through a process
and therefore it needs to gather the data officially. To gather the data, the researcher sent a letter of
request to different Presidents of the Colleges and asking their approval to allow the researcher to
distribute the questionnaires and conducts an interview. Only after the approval, the researcher floated
his questionnaires. The retrieval of questionnaires was assigned to one of the school representatives
before it was handed back to the researcher.
Statistical Treatment of Data: To analyze the data, a descriptive and inferential statistic was used. The
weighted mean was used to determine the level of organizational climate of the schools and the
Pearson r was used to measure the correlation between organizational climate and work engagement
of employees. The following ranges of values with their descriptive interpretation will be used:
Statistical Range Descriptive Interpretation Overall Descriptive Rating
4.21-5.00 Strongly agree Very High
3.41-4.20 Agree High
2.61-3.40 Somewhat agree Moderate
1.81-2.60 Disagree Low/High
1.00-1.80 Strongly disagree Very Low/Very High

8. A two-part questionnaire (Part I. Profile and Part II. Job Satisfaction factors) was used to collect the
data needed to evaluate the profile of the teachers and job satisfaction. The profile variables collected
are service length, education achievement and academic level. The questionnaire on job satisfaction
was constructed using the Herzberg's Two-Factor Theory that included the motivational factors (work
itself, achievement, recognition, responsibility, advancement) and hygiene factors (policies, supervision,
wages, interpersonal relations and working conditions). The mean values of faculty responses were
 represented using the five-point Likert Scale: 5- Very high satisfaction level, 4-High satisfaction level, 3-
Moderately high satisfaction level, 2-Low satisfaction level and 1- No satisfaction level. Job
performance evaluates whether an individual does his/her work well. [9]. In this study, the job
performance data are the teachers’ Personnel Evaluation System (PES) ratings which were obtained
from the Human Resources and Management Office of the university where the levels were described
as 9.59-10.00 (Outstanding), 7.50-9.49 (Very satisfactory), 5.50-7.49 (Satisfactory), 3.50-5.49
(Unsatisfactory), and 3.49 & below (Poor). The data gathered were analyzed by computer using the
Statistical Packages for the Social Sciences (SPSS version 20 for Windows). Weighted measures,
rates, and percentages were used to characterize the teaching personnel 's profile. The weighted mean
was used to determine the teaching staff 's responses to work satisfaction levels. Kendal's tau-c was
used to determine the difference in job satisfaction and job performance when grouped according to the
teaching staff profile, and to find the relationship between job satisfaction levels and job performance.
The Pearson product-moment correlation coefficient r was used to determine the relationship between
job performance and profile, specifically with service length, academic achievement and educational
achievement. Furthermore, the null hypothesis was rejected for the p-value less than the meaning level
α=0.05, and null hypothesis was accepted for the p-value greater than the meaning level α=0.05.
9. The objects in this study were all the employees of the limited liability company of PT. Ambassador
Garmindo as many as 190. Census sampling technique based on the rules of thumb was employed to
determine its samples. The data of research and the proposed hypotheses were analyzed and tested
by using Structural Equation Modeling (SEM). SEM is s a technique that combines aspects of
multivariate regression and factor analysis, to estimate a series of correlations simultaneously. It used a
goodness fit of index and critical path analysis.
10. Research Design: A descriptive research design was employed in the study in order to measure the
significant difference in the respondents’ job satisfaction and organizational commitment when grouped
according to sex, educational qualification, years of service, age, and employment status. A descriptive
research design is used to provide explanation on current issues or problems by means of data
collection in order to describe the occurrence completely (Fox & Bayat, 2008). A causal research
design was also employed to identify the relationships of the respondents’ level of job satisfaction and
organizational commitment. A causal research, also called as explanatory research, is utilized to show
cause-and effect relationships of the variables under study (Zikmund et al, 2013).
Participants of the Study: A purposive sampling was employed in the study. A purposive sampling
technique, also called judgment sampling, is used when the researcher relies on his or her own
judgment in identifying the member of the population to participate in the undertaking (Collis & Hussey,
2013). The participants were employees of a government agency in Region III, Philippines, and a total
of 211 of them voluntarily signified to participate in the study as respondents.
Research Instrument: A survey questionnaire was used in the study. It was composed of two (2) parts –
demographic profile and job satisfaction and organizational commitment constructs. The demographic
factors include sex, educational qualification, years of service, age, and employment status. With
 regard to assessment of organizational commitment, an Organizational Commitment Questionnaire
(OCQ) (Allen & Meyer,1993, Meyer & Allen, 1997; Meyer & Herscovitch, 2001) which includes three
factors namely: affective, continuance, and normative (Meyer, Stanley, Herscovitch, & Topolnytsky,
2002) was utilized. On the other hand, to measure the job satisfaction of the respondents, the
Minnesota Satisfaction Questionnaire (MSQ) by Weiss, Dawis, England, and Lofquist (1967) was used
in the study.
Statistical Treatment: In order to measure the significant difference between the demographic factors
and the levels of job satisfaction and organizational commitment of the respondents, t-tests and
analysis of variance were used. Moreover, a correlation test was also utilized to measure the significant
relationship between job satisfaction and organizational commitment.

Findings

1. The present study extends an emerging body of research on the links between emotional intelligence
and employee job satisfaction. The research results showed that the majority of the participants were
males occupying lower level positions. The results also indicated that most of the respondents had a
diploma during the time of the study. The reason of having the majority of the participants holding
diplomas might be because of the nature of the job which is technical in nature. Therefore most of the
skills are acquired on the job rather than in a class/lecture. Importantly, the results also showed a
positive significant relationship between leader emotional intelligence and employee job satisfaction.
The findings of the correlation analysis imply that leader's level of greater emotional, intelligence may
lead to higher employee job satisfaction. Leaders who are emotionally intelligent are likely to make
good decisions in the workplace which in turn will boost their subordinate’s job satisfaction. The
research findings concur with Lopes, Grewall, Kadish, Gall and Salovey (2006)s` results which
demonstrated convincingly that emotional intelligence is an important personality-level predictor of job
satisfaction. Furthermore, previous studies have found a strong relationship between emotional
intelligence and job satisfaction (Palmer et al., 2006).Therefore leaders should be very emotionally
intelligent so as to keep their subordinate’s level of satisfaction high and in turn, this will benefit the
organization in meeting its short term and long term goals.

2. In general the findings of present study are consistent with the hypothesis set and based on the finding
researcher give the suggestion that organization provide training related to emotional intelligence to
their manager so that they can identify, regulate and use their own emotions and the emotions of other
employees. The practical implications of present study is not just limited to improving emotional
intelligence of employees but also focused on organizational support for employees so that employees
performance will reached at maximum level. As stated earlier there is positive relationship between
emotional intelligence and job performance. Many studies have found a positive link between emotional
 intelligence and job performance [2,4,5]. The results of the present study reveals that managers should
improve their employee’s perceptions regarding their organizational support by giving them reward and
appreciations after doing good job or successful achievement of tasks. And also mangers appreciate
their employees by giving them intangible rewards. These findings study can contribute in the existing
literature of emotional intelligence, job performance and perceived organizational support. Mostly
emotional intelligence was studied in western culture because mostly studied have been done in
western culture. The HR department of the organization must/should give training to their manger
regarding emotional intelligence and organizational support on regular basis which can help in
educating them easily identify the employee’s emotions and use these emotions to achieve
organizational goals. This training session can also help manager to give adequate support to their
employees at job so that they perceive organization giving them support by giving them rewards after
achieving tasks and goals [44-49]. On the basis of present study results emotional intelligence was
significantly related to job performance, and perceived organizational support moderate in the
relationship between emotional intelligence and job performance. The emotional intelligence of
managers and employees can be improved by giving them training and coaching. While at the time of
employees recruitment organization used, emotional intelligence test so that they hire right man for
right job at right time. The results of present study shows there was a significant impact of emotional
intelligence on employees job performance and thus organization pay attentions on giving training to
their managers as well as employees on how they can improve their emotional intelligence. So that
they are able to identify their own emotions, identify the emotions of other, regulate his/her emotions
and also regulate emotions of others, use of his/her emotions and use others emotions for the
achievement of organizational goals.

3. The research was able to establish that there is a significant relationship between employees’
emotional intelligence and organizational commitment. The sources of employees’ emotional
intelligence, according to the variables in our questionnaire, were: good understanding of their emotion,
they find it easy to express themselves, they can tell their colleagues how they are feeling at work, and
they do not allow their emotions to control them when making decision at work, among other
operational variables of emotional intelligence. The research was also able to establish that there is a
relationship between employees’ emotional intelligence and employees’ performance. Employees’
performance can be achieved through their intelligence, and also through empowerment of the
employees. Employees who are empowered and are involved in innovation become more satisfied with
their jobs and therefore more productive. Managing people in an innovative organization is about giving
the opportunity to people to develop and to make a contribution to strategic objectives. The research
established that there is a small significant relationship between managers’ emotional intelligence and
employees’ performance. This relationship may bring about employees’ self-development. Self-
development of the executive is central to the development of the organization through increased
 workers’ performance. The application of managers’ emotional intelligence will increase employees’
performance through an organized self-managed development scheme. Managers need to develop
themselves to improve their emotional intelligence. From this study, it is established that there is a
relationship between emotional intelligence, organizational commitment and employees’ performance.
Therefore, the researchers recommend the following: that organizations should increase EI, OC and EP
by increasing skill training to help in developing mental abilities of individual employees; employees
should be encouraged to develop their social skills which would lead to their greater acceptance among
their colleagues and subordinates thereby enhancing the work process leading to success in the
organization; and organizations should make the newly recruited employee undergo an organizational
socialization programme which should include an emotional intelligence test to inform the employees of
their current status and help them plan out a training program to support their lack of experience. The
research was also able to establish that there is a relationship between employees’ emotional
intelligence and employees’ performance. Employees’ performance can be achieved through their
intelligence, and also through empowerment of the employees. Employees who are empowered and
are involved in innovation become more satisfied with their jobs and therefore more productive.
Managing people in an innovative organization is about giving the opportunity to people to develop and
to make a contribution to strategic objectives.
From this study, it is established that there is a relationship between emotional intelligence,
organizational commitment and employees’ performance. Therefore, the researchers recommend the
following: that organizations should increase EI, OC and EP by increasing skill training to help in
developing mental abilities of individual employees; employees should be encouraged to develop their
social skills which would lead to their greater acceptance among their colleagues and subordinates
thereby enhancing the work process leading to success in the organization; and organizations should
make the newly recruited employee undergo an organizational socialization programme which should
include an emotional intelligence test to inform the employees of their current status and help them plan
out a training program to support their lack of experience.

4. Convergent validity is used to ensure that the measurement items assumed to actually measure each
latent variable and not another latent variable. In line with Hair et al.’s (2010) suggestion, the factor
loadings, composite reliability and average variance extracted are used to assess convergent validity.
Convergent validity is confirmed if all the measures that declare to reflect a particular variable are
indeed related. As a convention, respective loadings and cross-loadings are first to be assessed for
detection of problems with any particular items as criteria for establishing convergent validity. Table 1
presents the loadings of indicators in the respective constructs of this study. The validity of a particular
measurement scale is said to be convergent when indicators/items load highly (i.e., >0.50) on their
associated constructs (Hair et al., 2010) and that no item loads more highly on another construct than
the one it intends to measure.
5. The present study is an attempt to study the effect of emotional intelligence on Job Performance
.Emotional Intelligence is a Personal psychological resource in predicting Humans performance.
Healthcare Professionals have to address to Emotional and spiritual needs of the patients(Fernandez et
al.2012) and for that healthcare professionals need to empathise with the patients sufferings and show
their empathetic concern toward them so managing their own emotion while interpreting others
becomes an important skill for healthcare professionals working in the hospitals. The analysis shows
that there is statistical significant relation between emotional intelligence and Job performance. It also
tells that with increase in ability to identify their own weaknesses and strengths and emotions, by
harassing their own emotions and showing loyalty to colleagues, ability to understanding emotional
information and ability to be open to feelings leads to increase in job performance among employees
working in hospitals It also included that with increase in emotional intelligence there will be increase in
effectiveness and the hospitals productivity of the hospitals with further improving the job performance.
With the improvement of job performance it will further enhance the brand name and patient quality of
the hospitals and For that there is an urgent need of understanding the importance of emotional
Intelligence and for better understanding of Emotional Intelligence healthcare professional are needed
to work on identifying their own weaknesses and strengths and emotions and the ability to understand
other’s needs. By working on these two areas can help healthcare professionals improve their job
performance and ultimately helps hospitals productivity, improving brand name and patient quality care.
It is also emphasized during the analysis.

6. Previous studies have shown that leadership styles fundamentally affect employee’s perceptions of
organizational politics, which in turn affects their job outcomes. This research study also attempts to
enhance the knowledge about the link between these variables. The result shows transformational
leadership has positive association with job satisfaction which means that transformational leader
through their inspiring and motivating behavior can induce changes in psychological states of members
of organization. On the other hand negative association between transactional leadership and job
satisfaction is found which means that transactional leaders are more concerned with achieving
organizational goals through giving rewards or punishments and have less concern with motivation of
the members of organization. Moreover, negative association between transformational leadership and
perceived organizational politics is found in this study which means that transformational leader provide
sense of honesty and fairness which creates positive working environment hence reducing perceptions
about politics in organization. The association between transactional leadership and perceived
organizational politics is positive which means transactional leaders because of their negotiating skills,
rewarding in exchange and non-availability when needed left the members of organization in
ambiguous and uncertain conditions hence increase perceptions about politics in organization. The
association between perceived organizational politics and job satisfaction is negative which means that
if members or organization perceive more self serving behavior of others, lack of fairness and justice by
 leaders they fell less satisfied with their job. As far as the mediating role of perceived organizational
politics between both leadership styles (i.e. transformational leadership, transactional leadership) and
job satisfaction is concern the results shows that all assumptions of mediation for predicting job
satisfaction are fulfilled and perceived organizational politics identified as a partial mediator between
both leadership styles and job satisfaction. These findings are much in line with the studies conducted
by Pillai et al, (1999); Gadot, (2007); Kimura, (2012); Talat et al, (2013). Pillai et al, (1999)
recommended that the relationship between leadership and job satisfaction are not direct but
intervened. They proposed that destructive and procedural justice and trust are the mediators between
leadership and job satisfaction, in this study perceived organizational politics is playing a quite similar
role. Gadot, (2007); Kimura, (2012); Talat et al, (2013) also find perceived organizational politics as a
mediator between leadership styles and employee performance, job satisfaction and commitment. So in
accordance with the results transformational leadership has the ability to structure a less political
working environment, which ultimately have a positive effect on job satisfaction of teachers. On the
other hand transactional leadership has such qualities that can strengthen the organizational politics
perceptions among teachers this ultimately have negative effect on their job satisfaction. On the basis
of results of this research study it is recommended that in universities administrators should know the
important benefits and faults of different styles of leadership, as these may affect the perceptions of
organizational politics, which in turn can affect the job satisfaction. They need to consider the
capabilities of employees and should unravel the potential of their subordinates through practicing more
transformational leadership behavior and creating a motivating and less political environment that will
lead to their job satisfaction.

7. The study wanted to find out the correlation between employees’ treatment and work engagement of
employees in Divine Word Colleges in the Ilocos Region. The results indicate that as whole employees
agree that they have been treated to a moderate extent only and have not been treated highly or very
high extent by the management. This indicates that the management has not been performing
excellently in terms of treatment to employees. There can be still a lot of room for improvement in terms
of employees' treatment. However, despite the moderate extent of treatment, the result also
demonstrated that employees agree that they have been engaging their work to a high extent. It can
mean that the better the management treats its employees, the more engaged they become. The result
of the study also indicates that improving employees' treatment along with workers' rights, respect in
the workplace, and caring relationship in the workplace can boost their work engagement. Failing to
give attention to the employees' rights, promote respect in the workplace and caring relationship can
mean work disengagement. Work disengagement can mean economic losses to the management
because of low productivity. In terms of quality education, employees' disengagement can affect the
quality of education. Thus, it is a great concern for the management to give attention to employees'
rights, and respect employees, and establish a caring relationship in the workplace.
8. The teaching workers at the university have a high degree of work satisfaction and appear to conduct
their work very satisfactorily, taking into account the study results. We show a high degree of
satisfaction that can be attributed to intrinsic work-rewarding motivating factors and extrinsic hygiene
factors. Some of the items under job satisfaction factors were significantly related to length of service,
educational attainment, and academic rank. It should be noted that interpersonal relations are not at all
related to any of the three profile variables. The higher the educational attainment and academic rank,
the higher is the job performance level. In addition, if the university gives timely and meaningful
recognition to the teaching personnel and if supervisors earn the trust of their subordinates, then the
latter tends to attain higher level of job performance. Based on the findings and conclusions of this
study, the following are recommended: The teachers have high levels of satisfaction based on
motivational-hygiene factors. However, it is also imperative for the university to investigate other factors
that may cause dissatisfaction to enhance motivation. • To increase the level of job performance, the
university should encourage teachers to pursue higher education which will eventually lead them to
higher academic ranks. • The university must likewise focus on the faculty job satisfaction based on
recognition of faculty’s achievements and supervision that is based mainly on mutual trust because this
will lead to better job performance.
9. Based on the results of analysis and discussion, we can conclude that leadership affects employees’
organizational commitment; organizational commitment affects employees’ job satisfaction; leadership
affects trust in leader; the trust in leader affects employees’ job satisfaction; the trust in leader mediates
the effect of leadership on employees’ job satisfaction; organizational commitment mediates the effect
of leadership on employees’ job satisfaction; and leadership has an effect on the employees’ job
satisfaction of the limited liability company of PT Ambassador Garmindo.
10. The findings revealed that there are significant differences in the level of job satisfaction of the
respondents when grouped based on sex, years of service, and age. This suggests that when
participants are grouped according to sex, length of stay, and age, they are statistically comparable. On
the other hand, no significant differences in the level of job satisfaction of the respondents when
grouped according to educational qualification and employment status. This result indicates that the
level of job satisfaction of employees is not statistically comparable regardless of their educational
qualification and employment status – plantilla or non plantilla. In the study of Tabatabaei et al (2013) it
was also found out that there is a significant difference in job satisfaction among men and women,
single and married, formal and recruitment, and in terms of salaries. Moreover, Kavanaugh et al (2006)
also identified that professional experience (years of service) is associated with job satisfaction. The
results of the present study also identified that there are significant differences in the level of
organizational commitment of the respondents when grouped according to years of service and age of
the respondents. This indicates that when participants are grouped in terms of years of service and
age, their level of organizational commitment is significantly statistically comparable. In contrary, no
significant differences exist in the level of organizational commitment of the respondents when grouped
according to sex, educational qualification, and employment status. This result suggests that the level
of organizational commitment of the employees is not statistically comparable. In the study of Dogar
(2014) organizational commitment is positively related with the length of stay in the organization.
Furthermore, Affum-Osei (2015) also identified that sex, age, educational attainment, work experience,
and marital status showed significant relationship with organizational commitment. Iqbal (2010) also
found out that length of service is significantly related with organizational commitment and education
attainment has negative relationship with organizational commitment. Additionally, in the organizational
commitment and age relationship, no significant correlation was found. And lastly, the study revealed
that job satisfaction and organizational commitment are significantly related. This is supported by the
study of Srivastava (2013) that identified that job satisfaction is positively related with organizational
commitment. Azeem (2010) also revealed that a moderate significant positive relationship was found in
job satisfaction and organizational commitment relationship.