THE RELATIONSHIP BETWEEN JOB SATISFACTION AND THE

PERFORMANCE OF THE EMPLOYEES

PSYCHOLOGY AND EDUCATION: A MULTIDISCIPLINARY JOURNAL

Volume: 32
Issue 8
Pages: 931-945
Document ID: 2025PEMJ3110
DOI: 10.5281/zenodo.14941910
Manuscript Accepted: 01-30-2025
 Psych Educ, 2025, 32(8): 931-945, Document ID:2025PEMJ3110, doi:10.5281/zenodo.14941910, ISSN 2822-4353
Research Article

The Relationship Between Job Satisfaction and the Performance of the Employees
Mariza R. Babao,* Elpedio Y. Lomarda
For affiliations and correspondence, see the last page.
Abstract
This study was conducted to determine the relationship between job satisfaction and the performance of the ninety-
eight municipal employees in Kitaotao who were randomly chosen for the two semesters of the calendar year 2023.
Specifically, the following problems were presented in the study: What is the demographic profile of the respondents
in terms of age, sex, marital status, monthly salary, educational attainment, and job description? What is the employees'
job satisfaction level in terms of capability building or trainings attended, promotion opportunities, security of tenure,
hiring process and procedure, healthy working environment, and relationship with co-workers? What is the employees'
performance level in the Municipality of Kitaotao? Is there a significant relationship between the employees' job
satisfaction level and their performance as municipal employees when grouped according to capability building or
trainings attended, promotion opportunities, security of tenure, hiring process and procedure, healthy working
environment, and relationship with co-workers? Is there a significant difference in municipal employees' performance
when grouped according to age, sex, marital status, monthly salary, educational attainment, and job description? The
data gathered were summarized using frequency counts, percentage distribution, mean, standard deviation, Pearson
Product Moment Correlation Coefficient, and Analysis of Variance. This study revealed that majority of the employees
were in their fifties, female, married, with average monthly salary, college graduates, and administrative aides. They
elicited a satisfactory level of job satisfaction and were very satisfactory in their job performances. Furthermore, there
is no significant relationship between their level of job satisfaction and their performance as municipal employees.
Also, no significant differences were found in the job performance of the employees when they were grouped
according to age, sex, marital status, monthly salary, educational attainment, and job description. This study confirmed
that job satisfaction did not affect the performance of the municipal employees. Moreover, the municipal employees
were generally satisfied and performed well with their jobs as what is expected of them regardless of age, sex, marital
status, monthly salary, educational attainment, and job description.
Keywords: job satisfaction, performance, municipal employee

Introduction
Municipal employees are the heart of local government units (LGUs). There is a general understanding that an organization's overall
productivity and success depend on its employees' effective and efficient performance, and that better performance depends on the
employees' job satisfaction. Municipal heads and human resource managers should continue cultivating satisfied and good workforce
values among municipal employees. Thus, government policies and programs should continue to motivate and encourage more
employees to be committed to their profession.
Job satisfaction refers to how individuals feel about their jobs, encompassing their contentment or discontentment with their work. It
can also reflect good treatment and be an indicator of emotional well-being. It concerns several attitudes, including job characteristics,
compensation and benefits, status, social security, advancement opportunities, technological challenges, and respect. Work, pay,
promotion, supervision, and co-workers are the most widely used job satisfaction factors.
Productive job performance is often confused with "effort," which refers to energy expended. It is the accomplishment of an employee's
or manager's assigned duties and the outcomes produced by performing a particular task or activity within a set time frame. Managing
performance is done with the employees because it gives an advantage to the employees, the manager, and the organization. It is done
collaboratively. A yearly performance evaluation based on job satisfaction is one of the things to do. Most effective production methods.
Influence morale. It could justify reward decisions such as promotions, merits, and other rewards. This also allows both the supervisors
and subordinates to develop a plan for correcting any deficiencies that the appraisal might have reinforced, and the feedback clarifies
the employee's job expectations held by their specific supervisors. Performance appraisal helps evaluate the individual's share relative
to the team's contribution to achieving the organization's goal (Angeles et al., 2015).
Municipal government employees are generally committed to and accountable for their jobs. Employee involvement is a crucial
indicator of productivity and engagement, and performance will grow as employees become more efficient as long as they feel
appreciated and pleased at work. Thus, awareness of how government staff become pleased and devoted to their jobs and how different
elements can be a factor in the level of dedication is critical to improving their performance (De Leon et al., 2022).
Municipal government employees are generally committed to and accountable for their jobs. Employee involvement is a crucial
indicator of productivity and engagement, and performance will grow as employees become more efficient as long as they feel
appreciated and pleased at work. Thus, awareness of how government staff become pleased and devoted to their jobs and how different
elements can be a factor in the level of dedication is critical to improving their performance (De Leon et al., 2022).

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Research Article

The researcher intended to know the relationship between job satisfaction and the performance of municipal employees. Determining
the factors contributing to employee satisfaction that significantly affect their performance was the primary concern of this study. A
local study has not determined whether municipal employees are satisfied with their jobs. The goal of this study was to see if these
factors affected their job performance.
Research Questions
This research aimed to determine the relationship between job satisfaction and the performance of employees for the year 2022. This
study's main objective was to answer the following questions:
1. What is the demographic profile of the respondents in terms of age, sex, marital status, monthly salary, educational attainment,
and job description?
2. What is the employees' job satisfaction level in terms of capability building/training attended, promotion opportunities,
security of tenure, hiring process and procedure, healthy working environment, and relationship with co-workers?
3. What is the employees' performance level in the Municipality of Kitaotao?
4. Is there a significant relationship between the employees' job satisfaction level and their performance as municipal employees
when grouped according to capability building/training attended, promotion opportunities, security of tenure, hiring process
and procedure, healthy working environment, and relationship with co-workers?
5. Is there a significant difference in municipal employees' performance when grouped according to age, sex, marital status,
monthly salary, educational attainment, and job description?
Methodology
Research Design
The study applied the descriptive-correlational design. This technique aimed at determining whether or not two or more variables were
connected. Descriptive design was concerned with the conditions of the prevailing practices or processes that develop. This technique
was adopted to describe the current behavior or features of the population. Data collection and tabulation were only one part of the
descriptive research process. It entails several criteria in determining the meaning and relevance of the information provided. On the
other hand, correlational design was used to determine whether one or more variables have a relationship. Using this design, the
relationship between course specialization and job satisfaction would be determined.
Respondents
The respondents of the study were the ninety-eight (98) permanent and casual employees from the different offices of the Local
Government Unit of Kitaotao, Bukidnon, for the calendar year 2022.
This study utilized a stratified random sampling method. The offices of the municipal employees would serve as strata, and the sample
was composed of randomly selected individuals from each stratum.
The researcher used Slovin's formula by Robert Slovin 1960 to compute the sample size, with confidence level and margin of error of
95% and 5%, respectively. With fifteen (15) offices, one hundred twenty-nine (129) permanent and casual employees will serve as the
population for this study, and using Slovin's formula, the sample size to be obtained was ninety-eight (98). The complete list of the
strata is shown in Table 1, with the number of participants selected from each office. The number of populations was obtained from
the Human Resource Management Office (HRMO) of LGU-Kitaotao, Bukidnon.
Table 1. Distribution of respondents by office
Strata (Office) Permanent Casual Calculated
Male Female Male Female Sample Size
Municipal Agriculture Office 4 5 9
Municipal Accounting Office 1 2 1 4
Municipal Treasurer’s Office 4 1 2 7
Municipal Assessor’s Office 1 2 3
Municipal Social Welfare & Development Office 1 1 2
Municipal Mayor’s Office 5 6 2 13
Human Resource Management Office 2 1 2 5
Municipal Disaster & Risk Reduction Management Office 1 1 2
Municipal Budget Office 1 1 1 3
Municipal Planning & Development Office 4 2 6
Municipal Engineering Office 2 1 1 4 8
Municipal Heath Office 1 11 1 8 21
Local Civil Registrar’s Office 1 1
Sangguniang Bayan Office 2 7 2 11
General Services Office 2 1 3
Total 20 34 18 26 98

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Research Article

Instrument
The study used a self-made questionnaire composed of three (3) parts.
The first part of the questionnaire was about the demographic profile of the respondents in terms of age, sex, marital status, monthly
salary, educational attainment, and job description.
The second part was the variables and indicators that would measure the relationship between job satisfaction and the performance of
the employees. The items were developed to be rated on a five-point Likert rating scale (5-Strongly Agree, 4 – Agree, 3- Neutral, 2 –
Disagree, 1 – Strongly Disagree) with higher scores indicating satisfaction and lesser scores indicating that employees were not satisfied
in their job.
The last part was the variable that measured the performance of the respondents. This refers to the respondents' rating in their IPCR for
the two semesters of the calendar year 2022.
Administration of Research Instrument
Through a letter, the researcher formally asked permission to conduct the study first from the office of the municipal mayor of LGU-
Kitaotao, Bukidnon.
The researcher submitted a letter request to the head of the LGU-Kitaotao HR office to ask permission to obtain the list of permanent
and casual employees for the calendar year 2022.
The researcher solved the sample size using Slovin's formula after obtaining the list and names of permanent and casual employees.
The researcher conducted a pilot test to select respondents via stratified random sampling.
The questionnaire attained above 70 of Cronbach's Alpha, so the researcher then administered the questionnaire herself to the
respondents through office-to-office visitation.
Consent from the respondents was asked. The researcher explained the purpose of the survey and ensured the utmost privacy and
confidentiality of the information gathered by answering the questionnaire.
Validity of the Instrument
The pilot testing phase of the instrument was administered to a small population group. The researcher launched a sample of 30
questionnaires to 30 who were not part of this study to determine the validity of the instruments. The pilot-testing phase is also a way
to measure and establish the accuracy and reliability of the study's questionnaire by determining its consistency via Cronbach's Alpha.
The Cronbach's Alpha Coefficient was .899, which means it passed the test and ensured the statements' comprehensibility,
appropriateness, and validity.
Scoring Procedure
Descriptive statistics were used in this study to analyze the data gathered through the self-made questionnaire and to summarize the
collected data quantitatively. From the Likert-type scale responses, the respondents' mean scores were computed for interpretation
using an adapted table of ranges from the advanced concepts by Rensis Likert (1968), as shown in Table 2, and exact limits as
introduced by L.R. (1983 Rev. Ed).
Table 2. A. On the Level of Job Satisfaction
Scale Range Qualitative Description Qualifying Statement
5 4.20-5.00 Strongly Agree 5 out of 5 instances
4 3.40-4.19 Agree 4 out of 5 instances
3 2.60-3.39 Neutral 3 out of 5 instances
2 1.80-2.59 Disagree 2 out of 5 instances
1 1.00-1.79 Strongly Disagree 1 out of 5 instances
B. For the performance rating of the respondents based on the average rating of their IPCR for the two (2) consecutive semesters,
January to June 2022 and July to December 2022, a five-point scale was used.
Table 3. B. On the Level of Performance
Rating Range of Performance Qualitative Description
5 4.5 – 5.0 Outstanding
4 3.5 – 4.499 Very Satisfactory
3 2.5 – 3.499 Satisfactory
2 1.55 –2.499 Unsatisfactory
1 1.0 – 1.499 Poor

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Research Article

Procedure
The researcher distributed the self-made research questionnaire to the respondents and explained the purpose of the study. Respondents
were given enough time to answer the questionnaire. The researcher exclusively answered any queries by the respondents. The data
were encoded and collated, and only the respondents designated were projected in the data.
Data Analysis
For the analysis of data, the following statistical tools were used:
Frequency counts and percentage distribution were applied to determine the demographic profile of the respondents.
Mean, and standard deviation were utilized to determine the employees' job satisfaction level.
Frequency counts and percentage distribution were used to determine the employees' performance levels in Kitaotao, Bukidnon.
Pearson's r was used to determine the relationship between job satisfaction and their performance as municipal employees.
ANOVA, or analysis of variance, was employed to determine the difference between municipal employees' performance when grouped
according to their age, sex, marital status, educational attainment, and job description.
Results and Discussion
This section contains the presentation of findings, the analysis of every answer to the problem statement, and the interpretation of data
with support from the Review of Related Literature.
The demographic profile of the respondents in terms of age, sex, marital status, monthly salary, educational attainment, job description;
the level of job satisfaction of the municipal employees in terms of capability building/training attended, promotion opportunities,
security of tenure, hiring process and procedure, healthy working environment, relationship with co-workers and others were presented
in this section.
Table 4 provides the answer to the problem, “What is the demographic profile of the respondents in terms of age?”
Table 4. Demographic profile of the respondents in
terms of age
Age f %
26 – 30 Years Old 9 9.2
31 – 35 Years Old 8 8.2
36 – 40 Years Old 13 13.3
41 – 45 Years Old 14 14.3
46 – 50 Years Old 12 12.2
51 Years Old and Above 41 41.8
Total 98 100

As can be gleaned in Table 4, most employees were 51 years old and above, with the highest percentage of 41.8%. Others were 41 -
45 years old, comprised 14.3%, 36 - 40 years old with 13.3%, and 46 – 50 with 12.2%, respectively. This implied that the age bracket
of the majority of the municipal employees belong to Generation X, meaning they are seasoned employees who are mature enough to
handle the task/job assigned to them.
Generation X is best described as having a better education than previous generations. They value work-life balance and professional
development, work well collaboratively, flexible, independently, autonomously, and tech-savvy (Buffet, 2022), which connotes that
employees are happier and with greater confidence when they come to work that, in turn, translates into higher overall job satisfaction,
employee performance, productivity, and overall morale.
The findings of Nufable's (2017) in her study supported the result that 51 years old and above have higher performance compared to
employees who are 30 years and below, 31 to 40 years old, and 41 to 50 years. This was evidenced by the consistent, very satisfactory
performance of the municipal employees in Kitaotao, Bukidnon, for two consecutive semesters in 2022.
Table 5 indicates the outcome of the problem: “What is the demographic profile of the respondents in terms of sex?”
Table 5. Demographic profile of the respondents in
terms of sex
Sex f %
Male 38 38.8
Female 60 61.2
Total 98 100

It was revealed in Table 5 that most municipal employees were female, with 61.2% of females dominating the number of male

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Research Article

respondents in the study, which was only 38.8%.

The result of this study can be associated with the high rating of employee performance, which was described as very satisfactory since
most of the employees were female.
The result parallels the study that women have made great strides in education and the utilization of that education in the workforce
over the past sixty years. More women than ever are receiving higher education, in numbers that are even surpassing that of men.
Women in higher roles lead to greater profitability and success (Ziman, 2013). This is the reason why the female outnumbered the male
respondents. As per the study, a higher percentage of women in the workplace provides better job satisfaction, enhances organizational
dedication, more meaningful work, and less burn-out.
Findings of the study on the factors associated with the job performance of municipal employees in Miagao: Basis for human resource
policy recommendation also supported the result of the study, which revealed that female employees performed better than males
(Nufable, 2017).
Presented in Table 6 was the answer to the problem, “What is the demographic profile of the respondents in terms of marital status?”
Table 6. Demographic profile of the respondents in
terms of marital status
Marital Status f %
Single 6 6.1
Married 88 89.8
Separated 3 3.1
Widow 1 1
Widower 0 0
Others 0 0
Total 98 100

Table 6 revealed that most municipal employees were married, comprising 89.8%. Few were single, 6.1%, and 3.1% were separated.
It can be noted that the result of this study asserted that married employees dominated in LGU-Kitaotao, and this could be associated
with the reason why their performance level was rated very satisfactory, as stressed by the findings of the studies below. It was
established that marital status influenced job satisfaction where the married were much happier than the single (Kemunto et al., 2018).
The result of the study can be correlated with the study evaluating the impact of marital status on employees' job performance, which
showed a significant positive relationship between marital status and job performance. Information about this investigation is
advantageous for Human Resource Managers to prefer employees toward job activity and job satisfaction after marriage (Aslam et al.,
2020).
Findings of the study on the factors associated with the job performance of municipal employees in Miagao: Basis for human resource
policy recommendation showed that married employees have a higher level of performance compared to single, widowed, and separated
ones (Nufable, 2017).
Reflected in Table 7 was the answer to the problem, “What is the demographic profile of the respondents in terms of monthly salary?”
Table 7. Demographic profile of the respondents in
terms of monthly salary
Monthly Salary f %
10,000.– 15,000 55 56.1
16,000 - 20,000 7 7.1
21,000 - 25,000 12 12.3
26,000 - 30,000 5 5.1
31,000 - 35,000 7 7.1
36,000 - 40,000 1 1
41,000 - 45,000 3 3.1
Others 8 8.2
Total 98 100

There were 55 municipal employees, or 56.1%, receiving a monthly salary of 10,000 – 15,000, and most of them were casual employees,
for they are paid a daily wage rate, and some were permanent employees with a job description of administrative aides. Others had a
monthly salary of 21,000 – 25,000, which comprised 12.3%. In contrast, the highest monthly salary is 45,000 and above, with 8.2%
for the heads of offices and their next in ranks.
The result implied that most respondent employees receive an average monthly salary. However, still, they performed very well with
the tasks/jobs assigned to them, as backed up by their IPCR ratings with descriptive equivalent of very satisfactory. This is so because
they are also entitled to some benefits and bonuses the LGU provides that motivate them to work harder.

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A study on performance evaluation on salary showed that the employee's salary could be significantly and negatively influenced by
performance evaluation, gender, education, and performance evaluation moderated by gender. In contrast, the position, experience, and
performance evaluation moderated by position, education, and experience do not affect the salary (Shamki, 2019).
Table 8 portrays the result of the problem: “What is the demographic profile of the respondents in terms of educational attainment?”
Table 8. Demographic profile of the respondents in terms of
educational attainment
Educational Attainment f %
AB Graduate 10 10.2
BS Agriculture Graduate 10 10.2
BS Engineering Graduate 5 5.1
BSBA Graduate 4 4.1
BS Accounting Graduate 4 4.1
BS Nursing Graduate 1 1
BS Information Technology Graduate 3 3.1
Others 61 62.2
Total 98 100

Table 8 revealed that most of the municipal employees were college graduates and bachelor's degree holders, which implies that they
are most qualified for the jobs in their respective offices. Moreover, the longer they stay in the LGU, the more they will be skillful with
their job, as this becomes a daily routine for them, thus contributing to very satisfactory performance.
A college degree is highly beneficial for higher pay, job security, and other societal benefits that can lead to a comfortable and fulfilling
life. Investing in a post-secondary credential almost always pays off, as it provides professional versatility and opens up many job
opportunities across different fields. Additionally, a degree allows for continued growth and skill development throughout one's career.
In summary, obtaining a college degree provides financial stability and longevity in one's profession (Bouchrika, 2022).
Presented in Table 9 was the answer to the problem, “What is the demographic profile of the respondents in terms of job description?”
Table 9. Demographic profile of the respondents in terms
of job description
Job Description f %
Accounting Work 3 3
Administrative Aide 52 52.5
Assessor/Tax Mapper 1 1
Agricultural Extension Worker 9 9.1
Clerical Work 2 3
Engineering Work 2 2
Health Worker 8 8.1
Others 21 21.3
Total 98 100

The results revealed that most of the employees in LGU-Kitaotao have a job description of administrative aide with the highest
percentage of 52.5%. This is so because all the casual employees' job descriptions were uniform as administrative aides and comprised
almost one-half of the total respondents. In addition, there are some permanent employees also with the same job description.
It can be deduced from the result of this study that a clear job description can help employees improve employee performance because
employees have a direction toward their primary task and function at work. A less clear job description will result in an employee not
knowing his duties and responsibilities. This can result in the work going wrong. A clear and specified job description helps in
improving organizational justice and employee performance while establishing a culture of justice will positively lead to better
employee performance and enhance the explanation of the relationship between job description and employee performance. Decision-
makers are recommended to create clear job descriptions and to improve organizational justice to increase employee performance in
the public sector (Rawas & Jantan, 2022).
The survey results in Table 10 answer the question, "What is the employees’ job satisfaction level in terms of capability building or
training attended?” The table provides each indicator's average and standard deviation, along with a qualitative description and scale
for interpreting the numbers.
Results revealed that the indicator "The LGU implements and supports the employees in their capability training financially and
morally" obtained the highest mean score of 4.88 with the qualitative description of "very satisfied." The LGU's provision of financial
and moral support has satisfied the employees' capabilities. Building and training. For example, the Agricultural Extension Workers
will attend an Integrated Pest Management (IPM) Training at DA-Regional Field Office 10 in Cagayan de Oro City; the LGU provided
the traveling expenses and per diems of the participants for that particular training.

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Table 10. Level of job satisfaction of the municipal employees in terms of capability building/trainings attended
Indicator Mean SD Interpretation

The LGU implements and supports the employees in their capability trainings financially 4.88 0.359 Very Satisfied
and morally.
The LGU provides us with effective and efficient trainings relevant to our present job. 4.45 0.558 Very Satisfied
The LGU provides us with updated trainings. 4.41 0.589 Very Satisfied
The LGU implements equal participation of employees in capability trainings regardless of 4.02 0.592 Satisfied
status and position.
The LGU provides us with regular trainings. 3.93 0.677 Satisfied
Overall 4.34 0.407 Very Satisfied
Scale: 4.20–5.00 – Strongly Agree | 3.40–4.19 – Agree | 2.60–3.39 – Neutral | 1.80–2.59 – Disagree | 1.00–1.79 – Strongly Disagree

The indicator with the lowest mean score was The LGU provides us with regular training with a mean of 3.93, indicating that employees
are less satisfied with the frequency of the training offered by the LGU. In general, the employees were delighted in capability
building/training attended, with its overall mean of 4.34 indicating that they are delighted with the capability building/training attended.
Researchers concluded that employee training positively impacts job satisfaction, such as increasing productivity, where employers
and employees can contribute to their performance through employee training and share the benefits from training (Jehanzeb & Bashir,
2013).
Table 11 shows the result of the problem “What is the employees' job satisfaction level in terms of promotion opportunities?” The
mean and standard deviation are also presented, along with the score and scale interpretation, corresponding qualitative descriptions,
and qualifying statements.
Table 11. Level of job satisfaction of the municipal employees in terms of promotion opportunities
Indicator Mean SD Interpretation

The LGU helps the employees increase their promotion opportunities according to their 4.68 0.602 Very Satisfied
length of service.
Promotion is based on merit, seniority and fitness. 4.29 0.658 Very Satisfied
Promotion opportunities are equally given to the employees for those who are qualified in 4.05 0.598 Satisfied
the applied position.
There are many promotion opportunities in the LGU when you are willing to be promoted 3.74 0.58 Satisfied
in accordance with your educational attainment and other skills.
The LGU helps and supports the employees in promotion opportunities by sending them 3.32 0.529 Neutral
for masteral studies.
Overall 4.02 0.419 Satisfied
Scale: 4.20–5.00 – Strongly Agree | 3.40–4.19 – Agree | 2.60–3.39 – Neutral | 1.80–2.59 – Disagree | 1.00–1.79 – Strongly Disagree

The highest mean score was obtained for indicator 4: "The LGU helps the employees increase their promotion opportunities according
to their length of service." The employees rated this indicator as "Very Satisfied," with the highest mean score of 4.68. The second-
highest mean score was obtained for Indicator 1, which states, "Promotion is based on merit, seniority, and fitness." The employees
also rated this indicator as" Very Satisfied," with a mean of 4.29. Indicator 2, which states that "Promotion opportunities are equally
given to the employees who are qualified in the applied position," was rated as "Satisfied" with a mean of 4.05. Indicator 5, which
states that "There are many promotion opportunities in the LGU when you are willing to be promoted by your educational attainment
and other skills," was rated as "Satisfied" with a mean of 3.74. Indicator 3 states that "The LGU helps and supports the employees in
promotion opportunities by sending them for master studies," rated as "Neutral" with the lowest mean of 3.32.
Overall, the employees were rated as "Satisfied" with a mean of 4.02 with their level of job satisfaction in terms of promotion
opportunities meaning the employees were satisfied in terms of promotion opportunities. The LGU needs to support employees who
wish to pursue graduate or master studies, as this area received the lowest ratings. Employees considered the support provided by the
LGU as neutral, indicating dissatisfaction with the level of assistance offered in pursuing higher education. This support is essential
for their career growth and promotion to higher positions. Healthy competition for promotion motivates employees to improve their
performance and creates job stability. The HR department should give this enough attention because although the employees were
satisfied, the overall mean is lower than other variable indicators of job satisfaction. Yaseen (2013) found that pay, recognition,
promotion opportunities and meaningful work are essential factors of compensation management that directly affect job satisfaction
among doctors who were the study's respondents.
Table 12 indicates the answer to the problem “What is the employees’ job satisfaction level in terms of security of tenure?”
As shown in Table 12, employees were most satisfied with the indicator "We are enjoying the security of tenure if we are CSC eligible,"
with the highest mean of 4.90, followed by We do not experience unjust termination of employment with the mean of 4.76. LGU

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protects us against unjust termination from employment with its mean of 4.53. Both gained a descriptive equivalent of "very satisfied."
Table 12. Level of job satisfaction of the municipal employees in terms of security of tenure
Indicator Mean SD Interpretation

We are enjoying security of tenure if we are CSC eligible. 4.9 0.336 Very Satisfied
We don’t experience unjust termination of employment. 4.76 0.499 Very Satisfied
LGU protects us against unjustly termination from employment. 4.53 0.522 Very Satisfied
LGU makes sure that we are protected from oppressive termination from employment. 4.44 0.576 Very Satisfied
LGU makes sure that we are secure with our jobs regardless of our political status and 3.68 0.585 Satisfied
political color.
Overall 4.46 0.365 Very Satisfied
Scale: 4.20–5.00 – Strongly Agree | 3.40–4.19 – Agree | 2.60–3.39 – Neutral | 1.80–2.59 – Disagree | 1.00–1.79 – Strongly Disagree

The indicator "LGU makes sure that we are secure with our jobs regardless of our political status and political color," with a mean of
3.68, received the lowest mean, indicating that employees are satisfied but not as much as other indicators. This suggests that some
concerns regarding political status and color may affect job security. Overall, the employees were delighted in terms of security of
tenure, with an overall mean of 4.46.
The Weberian Model of Bureaucracy emphasizes the need for employees to have a security of tenure to ensure their maximum security
in the organization. Also, Maslow's Hierarchy of Needs placed security or safety next to physical needs. Security needs refer to the
things that help employees to secure themselves from danger of losing health, wealth, or job (Abdurahman, 2020).
Table 13 illustrates the outcome of the problem: “What is the employees’ job satisfaction level in terms of hiring process and
procedure?”
Table 13. Level of job satisfaction of the municipal employees in terms of hiring process and procedure
Indicator Mean SD Interpretation

Hiring process and procedure is fast and published in the bulletin board and facebook for 4.86 0.38 Very Satisfied
transparency purposes.
Hiring process and procedure is based on merits and HR guidelines. 4.28 0.533 Very Satisfied
Hiring process and procedure implement fairness and equality. 3.66 0.591 Satisfied
There are procedures in the hiring process that are irrelevant and outdated. 2.62 0.547 Neutral
There are procedures in the hiring process that are inconvenient inconsistent with the 2.6 0.57 Neutral
hiring guidelines.
Overall 3.6 0.3 Satisfied
Scale: 4.20–5.00 – Strongly Agree | 3.40–4.19 – Agree | 2.60–3.39 – Neutral | 1.80–2.59 – Disagree | 1.00–1.79 – Strongly Disagree

As revealed in Table 13, the indicators "Hiring process and procedure is fast and published in the bulletin board and Facebook for
transparency purposes" with a mean of 4.86 and "Hiring process and procedure is based on merits and HR guidelines" with a mean of
4.28 obtained the first two highest scores which indicate that the municipal employees were delighted in the hiring process and
procedure. The overall mean of the indicators is 3.60, which falls under the satisfied category. The employees were delighted with the
speed and transparency of the hiring process and procedure, as indicated by the mean score of 4.86 for indicator 3.
Overall, the employees were satisfied with the hiring process and procedure, with a mean of 3.60, although indicators were rated
neutral. However, the mean score is lower compared to other variables. This implies that some employees were unsatisfied with the
hiring process and procedure, especially in the "hiring process implement fairness and equality." The HR Department should give this
attention for this significantly affect the employees' job satisfaction, as revealed in this study's result.
The result of this study conformed with the result of Park (2021), which showed that there is little doubt that this study was significant
and relevant to the relationship between fair hiring policy and worker job satisfaction, indicating that an organization that practices a
fair hiring policy positively affects employee job satisfaction.
Table 14 shows the result of the problem “What is the employees’ job satisfaction level in terms of healthy working environment?”
Table 14. Level of job satisfaction of the municipal employees in terms of healthy working environment.
Indicator Mean SD Interpretation

I grow professionally with my working environment. 4.89 0.317 Very Satisfied

My boss is very understanding and helpful. 4.21 0.707 Very Satisfied
I worked things which are not part of my job description in order to meet deadlines. 3.57 0.574 Satisfied
I work beyond what I am paid for. 3.13 0.568 Neutral

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Workload is very heavy. 3.11 0.348 Neutral

Overall 3.78 0.24 Satisfied
Scale: 4.20–5.00 – Strongly Agree | 3.40–4.19 – Agree | 2.60–3.39 – Neutral | 1.80–2.59 – Disagree | 1.00–1.79 – Strongly Disagree

The indicators used in this table include growth opportunities, the boss's supportiveness, workload, working beyond pay, and doing
things beyond the job description. The results showed that employees are delighted with the opportunities for growth in their working
environment, with a mean of 4.89. They also reported high satisfaction levels with their boss's supportiveness, with a mean of 4.21.
However, the overall rating was only satisfied with the mean of 3.78 with their working environment, indicating areas that could be
improved. The employees reported being satisfied with a mean of 3.57 with their ability to work on tasks beyond their job description
to meet deadlines, but neutral with a mean of 3.13 about working beyond what they are paid for and a heavy workload mean of 3.11.
Overall, the employees were satisfied with their working environment. However, there is room for improvement in workload and
compensation for work beyond their job description. A study by Loquias and Sana (2013) concludes that the factors significantly
associated with job satisfaction are the work-environment variables, perceived institutional support, and stress. These suggest that
educational leaders can improve job satisfaction by altering the organizational environment and hopefully indirectly alter or influence
the inner state of the individuals that make up the organization.
Table 15 presents the answer to the problem “What is the employees’ job satisfaction level in terms of relationship with co-workers?”
Table 15 revealed that the indicators "We work as a team in order to achieve our common goal" with a mean of 4.50 and "We help
each other and work as a team in order to achieve our goals in the office" with a mean of 4.36 gained the first two highest scores which
indicate that they were delighted in their relationship with their co-workers. The indicator "My co-workers are very loving, caring and
understanding," with a mean score of 3.77, gained the lowest mean, which indicates satisfied employees. The employees were generally
satisfied with their work relationships with co-workers, with an overall mean of 4.12.
Table 15. Level of job satisfaction of the municipal employees in terms of relationship with co-workers
Indicator Mean SD Interpretation

We work as a team in order to achieve our common goal. 4.5 0.579 Very Satisfied
We help each other and work as a team in order to achieve our goals in the office. 4.36 0.579 Very Satisfied
Our boss is very supportive for our educational growth. 4.1 0.78 Satisfied
My co-workers are very helpful in all our endeavors. 3.87 0.652 Satisfied
My co-workers are very loving, caring and understanding. 3.77 0.623 Satisfied
Overall 4.12 0.454 Satisfied
Scale: 4.20–5.00 – Strongly Agree | 3.40–4.19 – Agree | 2.60–3.39 – Neutral | 1.80–2.59 – Disagree | 1.00–1.79 – Strongly Disagree

The result of the study obeyed the findings of Chadi and Hetschko (2018), who highlighted the essential role of job satisfaction in
improving performance. A company can push sellers to sell more, but sellers need to be more happy at work to be motivated to sell to
the best of their ability. The second major category of high-quality workplace relationships involves peer relationships, equivalent
relationships between similar-status peers in the organization.
Table 16 shows the answer to the problem “What is the employees’ performance level in the Municipality of Kitaotao?”
Table 16. Level of performance of the municipal employees in the
Municipality of Kitaotao
Rating Range f %
5 4.5 – 5.0 0 0
4 3.5 – 4.499 97 99
3 2.5 – 3.499 1 1
2 1.5 – 2.499 0 0
1 1.0 – 1.499 0 0
Total 98 100

It also provides a rating system with a scale of 1 to 5, where 5 is the highest rating, and 1 is the lowest. The table also provides a range
for each rating, with the corresponding percentage of employees who received that rating.
As shown in Table 16, almost all employees received performance ratings between 3.5 – 4.499, with a very high percentage of 99%
which means that these employees were very satisfactory in their work performances.
The results implied that the municipal employees performed well regardless of their status as permanent or casual employees, as
evidenced by the very satisfactory rating of their IPCR for the two consecutive semesters of the calendar year 2022.
The very satisfactory level of the job performance of the municipal employees could be attributed to the following reasons: they felt
that their present salaries were commensurate to the tasks assigned to them, they were pleased with their bonuses and other incentives
offered periodically, as well as allowances, assistance and benefits extended from the LGU.

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The result of the study also conformed with the recent study conducted in the school district in Cotabato City, Philippines concludes
that the teachers of the Division of Cotabato City display a high level of performance-related skills, abilities, initiatives, and
productivity, exceeding requirements in many of the area of work performance (Usop et al., 2013).
Table 17 presents the answer to the problem "Is there a significant relationship between the employees’ job satisfaction level and their
performance as municipal employees when they are grouped according to capability building or training attended, promotion
opportunities, security of tenure, hiring process and procedures, healthy working environment, and relationship with co-workers?” The
table also shows the correlation coefficient (r) and the p-value for each variable.
Table 17. Test of significant relationship between the level of job
satisfaction of the respondents and their performance as municipal
employees
Variable r P - value

Capability Building/Training Attended 0.066 0.518

Promotion Opportunities -0.004 0.969
Security of Tenure 0.095 0.353
Hiring Process and Procedure -0.001 0.989
Healthy Working Environment 0.092 0.367
Relationship with Co-Workers 0.153 0.132

When analyzing the relationship between variables and employee performance, a positive correlation coefficient implies a positive
relationship, while a negative correlation coefficient implies a negative relationship. A p-value below 0.05 is considered statistically
significant, indicating a significant relationship between the variable and employee performance.
Table 17 showed a statistically significant positive relationship between employee performance and the "Security of Tenure" variable,
as seen by a correlation coefficient of 0.095 and a p-value of 0.353.
However, the other variables, including Capability Building/Training Attended, Promotion Opportunities, Hiring Process and
Procedure, Healthy Working Environment, and Relationship with Co-Workers, did not show statistically significant relationships with
employee performance as their p-values are all greater than 0.05. Therefore, the null hypothesis which states that there is no significant
relationship between the job satisfaction of the employees and their performance as municipal employees when they are grouped
according to capability building/training attended, promotion opportunities, security of tenure, hiring process and procedure, healthy
working environment and relationship with co-workers is accepted.
In general, the result showed that although the satisfaction level of the municipal employees about their performance as municipal
employees was only found to be statistically significantly positive on the "security of tenure" variable, the municipal employees still
performed very well in their jobs with descriptive equivalent of very satisfactory in their IPCR for the two consecutive semesters in
2022.This can be associated with the bonuses and other incentives the LGU gives to all employees regardless of status. It motivated
the employees to work harder and become more productive, contributing to satisfactory performance ratings. A recent study on the
sports industry found a positive but weak correlation between job satisfaction and performance. Using a scale, the study's authors,
Ertekin and Avunduk (2021), measured several sub-dimensions of job satisfaction and performance.
Table 18 shows the answer to the problem, “Is there a significant difference in municipal employee’s performance when grouped
according to age?”
Table 18. Test of significant difference on the performance of municipal employees
when they are grouped according to age
Sum of Squares df Mean Square F p-value
Between Groups 0.24 35 0.007 0.566 0.964
Within Groups 0.75 62 0.012
Total 0.99 97

Table 18 revealed no significant difference in the employees' IPCR ratings when the respondents are grouped according to age with F
equal to .566 and p–value of .964. The results mean the employees' IPCR ratings were statistically the same across all age groups.
This implied that regardless of age, whether they belong to millennials, generation Z, or Generation X, the municipal employees
performed very well in their respective jobs. As workers grow older, they initially tend to be slightly more satisfied with their jobs, and
they lower their expectations to more realistic levels and adjust themselves better to their work situations.
Results of the study on the relationships between age, work experience, cognition, and workability in older employees in the heavy
industry supported the result of this study that there was no correlation between a worker's age and cognitive function or workability.
In addition, there was no significant correlation between workability and age or number of years in service. Although it cannot be said

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that older workers with more experience always have a higher workability (Chung et al., 2015
Table 19 illustrates the output of the problem: “Is there a significant difference in municipal employees’ performance when grouped
according to sex?”
As shown in Table 19, the IPCR of employees who are male with a mean of 2.03 and female with a mean of 2.00 have no significant
difference with t equal to 1.233 and p–value of .220. The results indicate that male and female employees have statistically the same
ratings in their IPCR.
Table 19. Test of significant difference on the performance of municipal
employees when they are grouped according to sex
Sex Mean t p-value
Male 2.03 1.233 0.22
Female 2.00

It is very clear that regardless of sex, the municipal employees really did their job diligently, as proven by the very satisfactory ratings
in their IPCR.
A recent study in Pakistan examined the correlation between demographic characteristics and job performance. The study found that
gender did not significantly impact job performance, indicating that innovation did not improve job performance while being moderated
by gender. Additionally, the study revealed a negative beta value, suggesting that gender could have an indirect and direct inverse
moderating effect on the relationship between innovation and performance. These findings support the results of the study.
Table 20 presents the result of the problem: “Is there a significant difference in municipal employees’ performance when grouped
according to marital status?”
Table 20. Test of significant difference on the performance of municipal
employees when they are grouped according to marital status
Sum of Squares df Mean Square F p-value
Between Groups 0.001 3 0 0.041 0.989
Within Groups 0.989 94 0.011
Total 0.99 97

As shown in Table 20, the IPCR ratings of the employees have no significant difference when they are grouped according to their
marital status, with F equal to .0.041.
The results implied that regardless of the employee's marital status, whether they are single, married, separated, or widowed, they have
the same IPCR ratings of very satisfactory, meaning they performed very well in the job assigned to them.
A study on the relationship between job satisfaction and job performance in the sports industry revealed that there was no significant
difference according to the participant's marital status and the duration of their work (Ertekin & Avunduk, 2021), which conformed
with the result of this study.
Table 21 presents the answer to the problem: “Is there a significant difference in the municipal employees’ performance when grouped
according to salary?”
Table 21. Test of significant difference on the performance of municipal
employees when they are grouped according to salary
Sum of Squares df Mean Square F P - value
Between Groups 0.073 7 0.01 1.026 0.419
Within Groups 0.917 90 0.01
Total 0.99 97

As revealed in Table 21, the municipal employees' IPCR ratings for the two consecutive semesters in 2022 have no significant
difference when grouped according to salary, with an F equal to 1.026 and p – a value of .419. This implied that the municipal employees
had an average salary of 10,000 to 15,000. The municipal employees having higher salaries, like the head of offices, have the same
very satisfactory ratings in their IPCR, meaning even though some of the employees have lower salaries, they still perform very well
in their respective jobs, like those receiving higher salaries.
A study on performance evaluation on salary showed that the employee's salary could be significantly and negatively influenced by
performance evaluation, gender, education, and performance evaluation moderated by gender, while the position, experience,
performance evaluation moderated by position, education, and experience do not affect the salary (Shamki, 2019).
Table 22 demonstrates the result of the problem: “Is there a significant difference in municipal employees' performance when grouped
according to their educational attainment?”
Table 22. Test of significant difference on the performance of municipal
employees when they are grouped according to their educational attainment

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Sum of Squares df Mean Square F p-value

Between Groups 0.09 7 0.013 1.283 0.268
Within Groups 0.9 90 0.01
Total 0.99 97

Table 22 shows that the IPCR ratings of the municipal employees have no significant difference when grouped according to their
educational attainment, with F equal to 1.283 and p – the value of .268.
The results indicated that their IPCR ratings were statistically the same regardless of their educational attainment, which implies that
professionals or not, the municipal did exemplary performance with the job assigned to them.
The result of this study was supported by the study on the relationship between educational attainment and job performance of workers
among the six sectors of the business process outsourcing industry in Metro Manila, which showed that educational attainment and job
performance had an indirect but weak relationship and statistically significant relationship. Therefore educational attainment does not
have a significant relationship with job performance among the six business process outsourcing industry (Gan et al., 2012).
Table 23 presents the answer to the problem: “Is there a significant difference in municipal employees' performance when grouped
according to their job description?”
Table 23. Test of significant difference on the performance of municipal
employees when they are grouped according to their job description
Sum of Squares df Mean Square F p-value
Between Groups 0.09 7 0.013 1.283 0.268
Within Groups 0.9 90 0.01
Total 0.99 97

Table 23 revealed that the municipal employees' IPCR ratings have no significant difference when grouped according to their job
description, with F equal to 1.283 and a p-value of .268.
The results revealed further that their IPCR ratings are the same regardless of their job description, which means that the municipal
employees work hard as to what is the description of their job upon appointment.
This was supported by the study on factors associated with the job performance of municipal employees in Miagao: basis for human
resource policy recommendation, wherein the findings were that no significant differences were found in the job performance of the
employees when they were grouped according to the personal related factors as their age, sex, years in service and job status/position
(Nufable, 2017).
The results of tables 18, 19, 20, 21, 22, and 23 provided evidence to accept the null hypothesis, which states that there is no significant
difference in municipal employees' performance when grouped according to their profile. This implies that regardless of their age, sex,
marital status, monthly salary, educational attainment, and job description, the municipal employees of Kitaotao, Bukidnon performed
very well in their assigned tasks/jobs, as proven by the very satisfactory ratings in their IPCR for the 2 consecutive semesters in 2022.
The municipal employees of Kitaotao were composed of diverse or complex personalities. They differ in their demographic profile as
to age, sex, marital status, monthly salary, educational attainment, and job description.
Likewise, they differ in their level of satisfaction as to capability building/training attended, promotion opportunities, security of tenure,
hiring process and procedure, working environment, and relationship with their co-workers.
However, in totality, the municipal employees in Kitaotao, Bukidnon showed the same level of performance, which was rated very
satisfactory as shown in their IPCR for two consecutive semesters for the calendar year 2022, regardless of their demographic profile
as well as their level of satisfaction across all the variable indicators which implied that in general, the employees in the Municipality
of Kitaotao work hand in hand for the attainment of the LGUs goal of priority which was productivity.
This conformed with the introductory statements of this study, which states that the municipal employees are considered the heart of
the LGUs, for the organization's overall productivity and success depend on the employees' effective and efficient performance.
Conclusions
Given these findings, the following conclusions were drawn:
Most municipal employees were in their fifties, female, and married, with average monthly salaries, primarily professionals and
administrative aides.
The municipal employees of Kitaotao, Bukidnon elicited a satisfactory level of job satisfaction across all the variable indicators such
as capability building/training attended, promotion opportunities, security of tenure, hiring process and procedure, healthy working
environment, and relationship with co-workers, which means that they satisfied and happy with their job.

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The municipal employees had a very satisfactory job performance for the year 2022. This connotes that the municipal employees in
Kitaotao, Bukidnon performed very well in their respective jobs, thus contributing to the attainment of LGU's priority goal of
productivity.
Only "Security of Tenure" had a statistically significant positive relationship with employee performance, elaborately emphasizing the
employment status; it can be deemed that most permanent might not seem bothered with problems like job security since they are
already tenured compared to casual employees. Other variables, including Capability/Building/Trainings Attended, Promotion
Opportunities, Hiring Process and Procedure, Healthy Working Environment, and Relationship with Co-Workers, do not show a
statistically significant relationship with employee performance. Therefore, there is no significant relationship between the employees'
job satisfaction and their performance as municipal employees when grouped according to capability building/training attended,
promotion opportunities, security of tenure, hiring process and procedure, healthy working environment, and relationship with co-
workers.
There were no significant differences in their job performances when they were grouped according to age, sex, marital status, monthly
salary, educational attainment, and job description.
Based on the significant findings and conclusion of this study, the researcher proposes the following recommendations:
The LGU may increase its availability of funds to create plantilla positions to provide higher opportunities for career growth to
employees in the non-career service, like casual employees.
There is a need to encourage further the municipal employees to continue their master's or professional studies to attain higher positions
or academic rank to be qualified for higher positions and serve longer in the LGU.
The human resource office may formulate plans and implement training and seminars for newly-hired employees to increase their
potential and skills to be more equipped for their job.
Realign the employee development program of the LGU to the trends and current needs of the municipal employees to yield a higher
level of job satisfaction.
The LGU, through the human resource office, may identify the municipal employees who were performers in their respective offices
and give awards for their exemplary performance during the annual Civil Service Month culmination.
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Affiliations and Corresponding Information
Mariza R. Babao
Local Government Unit
Kitaotao, Bukidnon – Philippines
Elpedio Y. Lomarda, PhD
Lipa City Colleges – Philippines

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