CENTRAL COLLEGES OF THE PHILIPPINES

GRADUATE SCHOOL

QUEZON CITY

EXAMINING FACTORS INFLUENCING WORK PERFORMANCE AND SATISFACTION OF

EMPLOYEES OF GOVERNMENT AGENCIES IN NCR

BALUYOT, ELGIE V.

CORNEL, RANIEL F.

DELA CRUZ, FERGILLAN E.

JOSE, LADYLYN R.

NOTA, MICHAEL ALEXIS, T.

MPA 202 – Research Statistics

Professor

Prof. Mc Reynald II Banderlipe

 TABLE OF CONTENTS
TITLE PAGE NO.

Title Page

Table of Contents

Abstract

INTRODUCTION

Background of the Study

Problem Statement and Objective

Significance of the Study

Scope and Limitations of the Study

REVIEW OF RELATED LITERATURE

RESEARCH GAP

HYPOTHESIS OF THE STUDY

CONCEPTUAL FRAMEWORK

RESEARCH METHODOLOGY

Selection of Respondents and Study Area

Sample and Method of Data Collection

Methods of Analysis

RESULTS AND DISCUSSION

Socio-Demographic Profile

External/Environmental Factors affecting Work Performance

Internal Factors affecting Work Performance

Recognition and Appreciation received from the Organization

Perceived level of empowerment in the organization

Perceived level of Impact of Interpersonal Relationships with

Colleagues with the Overall Job Satisfaction

Perceived level of the meaningfulness and fulfillment of job design at

the current position/organization

Perception of Effective Leadership in the Agency

Level of satisfaction with the opportunities for professional growth

Factors that motivate the employees to work harder in current role

CONCLUSION

RECOMMENDATIONS

APPENDICES

ABSTRACT
This research explores the various factors that significantly affect the work performance

and job satisfaction of government employees in different Departments within the National

Capital Region (NCR). The study aims to add to the existing body of knowledge by

systematically investigating the complex relationship of organizational, individual, and

environmental elements that shape the professional experiences of public servants in this

dynamic urban setting. Utilizing a structured survey tool to gather data from a

representative sample of government employees across different departments in the NCR.

By employing quantitative and descriptive analysis, the study seeks to not only quantify the

observed trends but also to provide an understanding of the fundamental mechanisms that

influence work performance and job satisfaction.

I. INTRODUCTION

1.1. Background of the Study

NCR is a dynamic urban setting with unique challenges and opportunities.

Government employees in this Region face a distinct set of organizational, individual, and

environmental factors that influence their professional experiences. Understanding these

factors is essential for enhancing the efficiency and effectiveness of public service in this

key area. This study recognizes that work performance and job satisfaction are not

determined by a single variable but are the result of a complex interrelationship. This

research seeks to shed light on how government employees in the NCR can be better

supported and motivated. To achieve this, structured surveys were used to gather data

from a representative sample of government employees across different departments in

the NCR. Ultimately, the findings of this research have the potential to inform policy
decisions and management strategies aimed at improving the working conditions and job

satisfaction of government employees in the NCR.

1.2. Problem Statement and Objectives

The efficient operation of government institutions is closely tied to the performance

and job satisfaction of its employees. In the setting of the NCR, where various government

agencies are in operation, it becomes crucial to comprehend the factors influencing work

performance and job satisfaction. Despite the significance of this issue, there is a lack of a

systematic examination of the complex elements affecting the professional lives of

government employees in the NCR. Hence, this study aims to:

1. Identify key determinants of work performance;

2. Assess job satisfaction levels among NCR government employees;

3. Examine the relationship between work performance and job satisfaction;

4. Provide policy recommendations for improved work environment;

5. Contribute to academic and policy discourse.

1.3. Significance of the Study

The work performance and job satisfaction of government employees play a vital

role in shaping the overall effectiveness of public administration. Understanding the factors

that influence these aspects is crucial for policymakers, administrators, and scholars alike.

The findings of this study will offer policymakers an evidence-based foundation for crafting

targeted policies aimed at improving work performance and job satisfaction among

government employees in the NCR. By identifying and addressing the specific factors
influencing these outcomes, policymakers can implement strategic interventions to

enhance organizational effectiveness, public service delivery, and overall governance.

Moreover, government agencies operate within complex bureaucratic structures,

and understanding the factors that influence work performance and job satisfaction is

crucial for effective organizational management. This study will provide administrators

with actionable insights into the organizational dynamics affecting employees, enabling the

implementation of tailored management strategies to foster a more conducive work

environment.

Lastly, by examining various government agencies within the NCR, this study

enables a comparative analysis of factors affecting work performance and job satisfaction

across diverse sectors. These comparative insights are valuable for identifying patterns,

differences, and best practices that can be implemented not just within the NCR but also in

other regions. This contributes to a more comprehensive understanding of public

administration dynamics.

1.4. Scope and Limitations

The scope of the study includes demographic variables age, gender, employment

status and tenure, to discern potential patterns or variations in the relationship between

job satisfaction and work performance. This also includes factors influencing job

satisfaction, including but not limited to work environment, job design, interpersonal

relationships, recognition, and opportunities for professional growth. The respondents

comprise both regular and contractual employees from various government agencies in

Manila.
 While this study aims to provide valuable insights into the factors influencing

employee performance and job satisfaction, certain limitations should be acknowledged.

The study is conducted within a specific timeframe, and changes in organizational

dynamics or policies after the study period may not be reflected.

1.5 Review of Related Literature

Employee’s Performance and Workload

The workload is the amount of work that must be carried out by a

position/organizational unit and is the product of the work volume and the time norm. The

workload is the amount of work that must be carried out by a position/organizational unit

and is the product of the work volume and the time norm (Hutabarat et al., 2023).

According to Ghazali, Iskamto, Afthanorhan (2023), there are three types of employee

workload: workload that meets standards, workload that is too high (over capacity), and

workload that is too low (under capacity). Employees will become agitated if the workload

is excessively heavy, light, or minimal. If there are more employees with the same

productivity, the workload will be too low. In the meanwhile, a labour scarcity coupled

with a strong task will result in physical or mental exhaustion.

Employee Empowerment

When an employee is involved, he/she realizes his/her responsibility in business

goals and motivates colleagues to achieve organizational success. (Mustaqim at al., 2023).

Podungge et al., (2022) described employee empowerment as increasing the authority of

employees to make decisions and the process of improving the work of employees in the
organization through the distribution of training and teamwork and the response to the

existence of employees who can help determine their own role in achieving maximum

work and can influence their decisions at work. This statement shows how significant the

role of leaders is in empowering their employees. According to Pham, Hien (2023)

empowerment leadership involves delegating more authority to employees, giving them

more responsibility, and encouraging them to take risks and make decisions. This approach

requires leaders to trust their employees, provide them with the necessary resources and

support, and create a culture of open communication and collaboration.

Employee’s Reward or Recognition

The new managerial paradigm, which insists that employees should be treated

primarily as someone who has their own needs and personal desires, is a very good

indicator of the importance of job satisfaction in modern enterprises (Dziuba et al., 2020).

Many theories have identified that job satisfaction is directly proportional to performance.

The greater the job satisfaction, the higher will be the employee performance (Rodrigo et

al., 2022). Employees with low self-efficacy may be more challenging to achieve than high

self-efficacy employees. Those who feel confident will work hard. Recognition plays a

significant role in improving employee job satisfaction, directly impacting productivity.

(Waghe et.al, 2023)

Work-Life Balance

The concept of work-life balance is built on the idea that work-life and personal life

complement each other in bringing perfection to one's life. (Limatujuh & Perdhana, 2023).
Individuals who can balance their work and personal lives are likely to be more fulfilled,

energized, and fulfilled in their roles. This in turn leads to higher productivity and lower

employee turnover. (Nair et al., 2023). According to Agha, Azmi & Irfan (2017), work-life

balance is essentially the balance between three components, namely, paid work, unpaid

work, and personal time.

Compensation and Benefits

Employee compensation is all forms of payments and bonuses paid to employees

resulting from their employment. Compensation is a vital tool for organizations to attract

and retain talented employees. It is an essential factor that motivates employees to perform

at their best and contributes to the achievement of organizational goals. (Thapa, Roshan,

2023)

Training/Growth and Development Opportunities

According to Arulsamy et al., 2023, training and development programs are utilized

as effective means to transmit essential knowledge and facilitate learning processes and

the engagement of employees in training and development initiatives has been found to

enhance their capabilities and subsequently improve their task performance, leading to

increased employee effectiveness.

Employee’s Job Satisfaction

Job satisfaction refers to the level of contentment, fulfillment, and happiness

an individual experiences in their job or occupation (Mohamed, M.R.,Musa, M., Abdullahi,

F. (2023). While a study conducted in selected municipalities in one of the provinces in the

Philippines indicated high job satisfaction among government personnel, particularly in

terms of decent working conditions, compensation, advancement, and the use of talents

and abilities (Corpuz J.T., Desepida, M.C.L, 2022), there remains a need to extend this

examination to the unique urban context of the National Capital Region (NCR).

1.6 Research Gap

There is a research gap in understanding the complex interactions between

employee, empowerment, recognition, work-life balance, compensation, and job

satisfaction among government employees in the unique urban context of the National

Capital Region (NCR) in the Philippines, despite the fact that the body of existing literature

offers insightful information on a variety of aspects of employee performance and well-

being. The existing research literature primarily concentrates on broad concepts and ideas

that are relevant to a range of businesses. However, a focused study conducted within the

NCR government sector is required to examine the ways in which the distinct metropolitan

landscape and governmental frameworks impact these variables.

Government workers in the National Capital Region (NCR) may encounter unique

obstacles with bureaucratic procedures, public service obligations, and governmental

regulations that could influence their work experiences in a different way than their peers

in the private sector or government. A comprehensive understanding of the variables

affecting government employee performance and well-being in this particular metropolitan

setting is hindered by this gap in the literature, which calls for further empirical research

and analysis.
1.7 Hypothesis of the Study

The following hypothesis were formulated and tested for the study; it was designed

to explore the relationships between various factors and work performance or job

satisfaction among government employees in the NCR:

H1: Compensation and Benefits Impact on Work Performance. If employees

perceive fair compensation and benefits, then there will be a positive impact on their work

performance within government agencies in the NCR.

H2: Effect of Demographic Variables on Job Satisfaction. If demographic variables

(age, gender, and tenure) are considered, then there will be discernible patterns or

variations in the relationship between job satisfaction and work performance among

government employees in the NCR.

H3: Employee Recognition and Job Satisfaction. If employees receive adequate

recognition for their contributions, then there will be a positive correlation with job

satisfaction among government employees in the NCR.

H4: Employee Empowerment and Work Performance. If government employees in

the NCR feel empowered in their roles, then there will be a positive impact on their work

performance.

H5: Interpersonal Relationships and Job Satisfaction. If employees have positive

interpersonal relationships at the workplace, then there will be a positive correlation with

job satisfaction in government agencies in the NCR.

 H6: Job Design and Job Satisfaction. If employees perceive their job design as

meaningful and fulfilling, then there will be a positive association with job satisfaction

among government employees in the NCR.

H7: Leadership Impact on Work Performance. If there is effective leadership within

government agencies in the NCR, then there will be a positive impact on the work

performance of employees.

H8: Opportunities for Professional Growth and Work Performance. If employees

have opportunities for professional growth, such as career advancement and skill

development, then there will be a positive impact on their work performance in

government agencies in the NCR.

H9: Training and Development Influence on Work Performance. If employees have

ample opportunities for training and professional development, then there will be a

positive influence on their work performance in government agencies in the NCR.

H10: Work Environment and Job Satisfaction. If the work environment is favorable,

including factors such as job design, interpersonal relationships, and recognition, then

there will be a positive correlation with job satisfaction among government employees in

the NCR.

H11: Work-Life Balance and Work Performance. If employees experience a

satisfactory work-life balance, then there will be a positive correlation with work

performance in government agencies in the NCR.

1.8 Conceptual Framework

Figure 1 shows the conceptual framework of this research, aiming to uncover the

complex dynamics that shape the work performance and job satisfaction of employees in

government agencies in the NCR. The framework identifies three dimensions:

organizational factors, individual factors, and external factors. In the organizational aspect,

primary influencers include employee empowerment, compensation and benefits, and

training/growth and development opportunities. At the individual level, factors such as

employee performance and workload, employee reward or recognition, and employee job

satisfaction are considered. External influences are reflected in work-life balance. The

connection of these dimensions forms a dynamic system where each factor has its unique

impact on work performance and job satisfaction. By explaining this, the conceptual

framework provides theoretical support for experiential investigation, offering a guide to

systematically explore and comprehend the dynamics governing the public sector

workforce in NCR.

Fig.1 Conceptual Framework for the examining factors influencing work performance and satisfaction of
employees of government agencies in NCR.
II. METHODOLOGY

Selection of Respondents and Study Area

The population for this study consists of employees of government agencies within

the National Capital Region, including the Department of Agriculture- Agricultural Training

Institute (DA-ATI), Department of Agriculture-Bureau of Soils and Water Management (DA-

BSWM), Department of Social Welfare and Development (DSWD), Quezon City Public

Employment Service Office, and the Office of the Presidential Adviser on Peace,

Reconciliation, and Unity. Inclusion criteria for respondents include full-time regular

employee and contractual employee within the specified agencies who voluntarily

consented to participate in the study. In total, 67 participants actively took part in this

research.

Table 1. Distribution of participants by agencies.

Percentage
Agency Population Sample
(%)

DA-Agricultural Training Institute 120 18 27%

DA-Bureau of Soils and Water

231 12 18%
Management
Quezon City Public Employment
195 14 21%
Service Office
Office of the Presidential Adviser on
320 9 13%
Peace, Reconciliation, and Unity
Department of Social Welfare and
220 14 21%
Development

Total 1086 67 100%

To ensure equal chances of selection from the population, a simple random sample was

employed, where every participant had an equal probability of being chosen.

Sample and Method of Data Collection

To gain a thorough understanding of the variables, a mix of quantitative data and

qualitative interpretation were gathered. The questionnaire comprised five sections which

included a Socio-Demographic profile, External/Environmental Factors Affecting Work

Performance, Internal Factors Affecting Work Performance, Perception of Factors Affecting

Job Satisfaction, and Motivation and Driving Factors to work harder. Mean and standard

deviation (SD) were utilized in analyzing the level of employee engagement and the level of

employee satisfaction. Surveys were distributed electronically through Google Forms. The

survey tool incorporated a consent statement and a confidentiality clause, providing

participants with clear information about the nature of the questions they would be

answering. The sampling frame will exclude employees on temporary assignments, part-

time staff, and those on leave during the data collection period.

Methods of Analysis

Descriptive Analysis

Descriptive analysis were employed to present the socio-demographic

characteristics of the respondents. Descriptive statistics, including averages, summations,

percentages, and frequency counts, were presented through tables, charts, and other

graphical representations, as deemed appropriate for better understanding.

Work Performance and Job Satisfaction Scoring and Perception

To assess the job satisfaction of the respondents, a scoring system was employed, involving

the assignment of numerical values to various parameters associated with job satisfaction

for a quantitative evaluation. The scoring was based on predefined criteria, offering a

structured and systematic approach to analyze and interpret the levels of job satisfaction

among the respondents.

III. RESULTS AND DISCUSSION

1. Socio-Demographic Profile

Age. The majority of respondents fall within the 25-34 age bracket, comprising 55.2% of

the sample. Those under 25 constitute 14.9%, while the 35-44 age range accounts for

22.4%. Participants aged 45-54 and 55 and above represent smaller proportions at 4.5%

and 3%, respectively. These data imply that most respondents are in the early to mid-

career stage of their careers. Since many professionals in this age range are just starting in

their careers, their viewpoints and experiences could differ from those of other age

groups.

Gender. Most of the respondents are female, constituting 64% of the total sample, while

males make up the remaining 36%. This might be due to the fact that cities often provide a

more diverse range of job opportunities which attracts a larger female workforce.

Civil Status. The majority of the respondents were single (81%) and the remaining

participants were married (19%). The higher prevalence of single respondents is believed

to be influenced by economic factors, career aspirations, and a dedication to professional

advancement.
Employment Status. Majority of them are having permanent employment (51%),

indicating a stable and enduring work arrangement. Twenty-four percent identify with job

order employment, suggesting involvement in specific tasks or projects. A quarter of

respondents (25%) are under a contract of service, signifying a formal employment

agreement.

Length of Service. Most of the participants rendered 1 to 5 years of service (37%).

Twenty-five percent belonged less than one year, followed by 6 to 10 years (21%). Eleven

percent of the group belonged to 11 to 15 years. The least percentage belonged to those

who rendered service for 16 and above (6%).

2. External or Environmental Factors Affecting Work Performance

External or environmental factors affecting work performance refer to elements

outside an individual's direct control that can influence or impact their ability to perform

effectively in a work or professional setting. According to Mazikana (2023), the work

environment plays an essential role since it influences employee motivation. Employees

are concerned with a comfortable physical work environment that will ultimately provide

extra optimistic level of motivation. Lack of favorable working conditions, amongst other

things, can affect badly on the employee's mental and physical well-being.

Table 2. Perceived impact on the External or Environmental Work Factors * (1 = Strongly Negative Impact, 2 =
Negative Impact, 3 = Neutral, 4: Positive Impact, 5 = Strongly Positive Impact)

INDICATORS Mean Standard Deviation Remarks

Office Temperature and Comfort

3.69 1.00 Positive Impact
Noise Levels in the Workplace
3.00 1.15 Neutral
Workspace Arrangement and
Ergonomics 3.72 1.03 Positive Impact
Lighting Conditions
3.82 0.87 Positive Impact
Ventilation and Air Quality
3.79 1.01 Positive Impact
Commute and Transportation
3.31 1.28 Neutral
Access to Necessary Tools and
Equipment 3.64 1.12 Positive Impact
Flexibility in Work Arrangements
3.88 0.98 Positive Impact
Workplace Cleanliness and Hygiene
4.01 0.95 Positive Impact
Safety and Security Measures
4.10 0.89 Positive Impact

OVERALL 3.697014925 1.028050452 Positive Impact

Table 2 shows that the respondents recognized several factors with positive

impacts, including office temperature and comfort, workspace arrangement and

ergonomics, lighting conditions, ventilation, and air quality, access to necessary tools and

equipment, flexibility in work arrangements, workplace cleanliness and hygiene, and safety

and security measures. These factors received mean ratings ranging from 3.69 to 4.10,

indicating a generally favorable perception. On the other hand, noise levels in the

workplace and commute and transportation are considered neutral in impact, with mean

ratings of 3.00 and 3.31, respectively.

The overall mean rating for all indicators is 3.697, suggesting an overarching

positive impact. The standard deviations accompanying each mean provide insights into

the level of agreement or variability among respondents for each factor. Collectively,

these findings provide a complex picture of the factors affecting job performance in the

studied setting and offer insightful advice for raising employee satisfaction and making

improvements to the workplace.

Table 3. Level of Satisfaction with the Overall Work Environment. (1 = Very Dissatisfied, 5 = Very Satisfied)

Standard
INDICATORS Mean Remarks
Deviation
Overall Satisfaction with
3.52 0.89 Satisfied
work environment

Table 3 shows that the respondents expressed a moderately positive average

perception of the work environment with a mean satisfaction score of 3.52. There is also a

moderate amount of difference in individual satisfaction ratings as reflected in the

standard deviation (0.89). This means that most of the respondents have similar

satisfaction ratings. In summary, the overall assessment based on these metrics suggests

that, on average, respondents are “satisfied” with the work environment. The

corresponding distribution percentages are illustrated in the chart below.

Chart 1

3. Internal Factors Affecting Work Performance

This refers to the elements that arise within an individual or an organization and

directly impact the productivity, efficiency, and overall effectiveness of employees. These

factors are often within the control or influence of the individuals or the organization itself.
Table 4. Perceived Impact on the Internal Work Factors. (1 = Strongly Negative Impact, 5 = Strongly Positive
Impact)

Standard
INDICATORS Mean Remarks
Deviation
Training and Development
Opportunities 3.90 0.92 Positive Impact
Performance Feedback and
Recognition 3.72 0.95 Positive Impact
Clear Job Roles and Expectations 3.60 1.07 Positive Impact
Opportunities for Career
Advancement 3.82 1.07 Positive Impact
Leadership and Supervision 3.93 0.91 Positive Impact
Team Collaboration and Dynamics 3.94 0.92 Positive Impact
Employee Wellness Programs 3.84 0.93 Positive Impact
Flexibility in Work Arrangements 3.90 1.05 Positive Impact
OVERALL 3.83 0.98 Positive Impact

Table 4 shows that employees perceive a high level of satisfaction and positive

impact, particularly on training and development opportunities and flexibility in work

arrangement, which both received a mean score of 3.90. This indicates that employees

value and appreciate the chance to enhance their skills. Similarly, performance feedback

and recognition, clear job roles and expectations, opportunities for career advancement,

leadership and supervision, team collaboration and dynamics, employee wellness

programs, and flexibility in work arrangements all received mean scores above 3.60,

showcasing positive sentiments across these dimensions.

The relatively low standard deviations across indicators suggest a consistent and

stable positive perception among respondents, highlighting a well-rounded and supportive

internal environment contributing to employee satisfaction and effectiveness.

Table 5. Level of Satisfaction with the Overall Internal Factors (1 = Very Dissatisfied, 5 = Very Satisfied)

Standard
INDICATORS Mean Remarks
Deviation
 Satisfaction with the
internal factors/overall Moderate
3.46 0.80
environment of the Satisfaction
organization

Table 5 indicates that respondents express a satisfactory yet not notably high level

of satisfaction with the internal factors and overall environment of the organization, as

evidenced by a mean satisfaction score of 3.46. The chart below illustrates the distribution

of overall percentages of the level of satisfaction among respondents.

Chart 2

Table 6. Satisfaction with the level of recognition and appreciation received from the organization.
(1= Very Dissatisfied, 2= Satisfied, 3 = Neutral, 4 = Satisfied, 5= Very Satisfied)

Standard
INDICATORS Mean Remarks
Deviation

Recognition and appreciation receive Moderate

3.45 0.80
at the respective organizations Satisfaction
 Table 6 reveals that, on average, employees expressed a moderately positive

average perception of the recognition and appreciation they received from their respective

organizations, as reflected in the mean satisfaction score of 3.45. This positive sentiment

implies a conducive work environment that increases employee morale, motivation, and a

sense of value within the organizational culture. Despite about half of the employees

expressing satisfaction or high satisfaction with the recognition they receive, there is a

notable portion (38.8%) with a neutral stance, 9% expressing dissatisfaction, and a

minimal 1.5% reporting very dissatisfied, as depicted in the chart below. This indicates a

moderate level of variability in satisfaction ratings, as reflected by the standard deviation of

0.80.

Chart 3.

Table 7. Perceived level of empowerment with the current role in the organization.
(1 = Not at all empowered, 2 = Slightly empowered, 3 = Moderately empowered, 4 = Very empowered,
5 = Extremely empowered)
Standard
INDICATORS Mean Remarks
Deviation

Level of empowerment in your Moderate

2.75 0.91
current role at your organization empowerment
 Table 7 shows that the average level of empowerment among government

employees in NCR is approximately 2.76, suggesting a moderate degree of empowerment.

This moderate level may be indicative of a balanced and measured approach to

empowering employees within the government sector aligning with a middle-ground

perspective, particularly as most respondents fall within the middle staff category. Based

on the chart below, 44.8% which constitutes to majority of respondents, express a

moderate level of empowerment. Merely 1.5% of participants state that they feel

extremely empowered, while 10.4% believe they are not empowered at all.

Chart 4.

Table 8. Impact of Interpersonal Relationships with Colleagues with the Overall Job
Satisfaction (1 = Not at all, 2 = Slightly, 3 = Moderately, 4 = Very, 5 = Extremely)
Standard
INDICATORS Mean Remarks
Deviation
Impact of Interpersonal Relationships Moderately
with colleagues on overall job 3.7 0.94 Positive
satisfaction Impact
 Table 8 suggests that respondents, on average, perceive a moderately positive

impact of positive interpersonal relationships with colleagues on their overall job

satisfaction, as reflected in a mean score of 3.7. However, the standard deviation of 0.94

signifies a variability in individual perceptions, implying that while many respondents

experience positive effects, there is a degree of diversity in how strongly colleagues'

relationships influence job satisfaction. Half of the respondents feel that a positive

relationship with colleagues has a significant and even extreme impact on their job

satisfaction, more than 40% of respondents hold a slightly different perspective as shown

on the chart below.

Chart 5.

Table 9. Perceived level of meaningfulness and fulfillment of job design at the current position/organization (1 =
Not at all meaningful or fulfilling, 2 = Slightly meaningful or fulfilling, 3 = Moderately meaningful or fulfilling, 4
= Very meaningful or fulfilling, 5 = Extremely meaningful or fulfilling)

INDICATORS Mean Standard Remarks

 Deviation
Meaningfulness and fulfillment of job
Moderately
design at current 3.43 0.94
Meaningful
position/organization

Table 9 shows that, on average, employees assess the significance and satisfaction of

their job designs at a moderate level, as evidenced by the mean score of 3.43. This

association could be attributed to their level of responsibility, especially considering that a

majority of respondents fall within the middle staff category. Furthermore, a substantial

portion of the respondents falls within the middle age bracket, suggesting individuals who

are in the early stages of their careers in public service.

Table 10. Perception of Effective Leadership in the Agency ( 1 = Not at all effective, 2 = Slightly
effective, 3 = Moderately effective, 4 = Very effective, 5 = Extremely effective)

Standard
INDICATORS Mean Remarks
Deviation
Moderately
Level of Perception on the Leadership
3.31 1.06 Effective
in the Agency
Leadership

Table 10 reveals a moderate belief in the effectiveness of leadership within the

respective agency of the respondents, with an average score of approximately 3.31. The

notable mix of both experienced and newer employees among respondents, and their

varying tenure may contribute to diverse views on leadership. Additionally, considering the

gender composition within the agency and potential differences in leadership styles

between genders could shed light on the observed beliefs.

Table 11. Level of satisfaction with the opportunities for professional growth, including career
advancement and skill development, provided by the agency (1 = Very dissatisfied, 2 = Dissatisfied, 3
= Neutral, 4 = Satisfied, 5 = Very satisfied)

Standard
INDICATORS Mean Remarks
Deviation

Opportunities for professional growth Moderately

3.22 0.92
provided by the agency Satisfied

Table 11 suggests that, on average, respondents express a moderately satisfied level

regarding the opportunities for professional growth, including career advancement and

skill development, provided by their agency, with a mean score of 3.22. Based on the chart

below, 43.3% of respondents are neutral, while 39.7% express satisfaction (32.8% satisfied

and 6% very satisfied). Dissatisfaction is noted in 17.9% of respondents, with 13.4% being

dissatisfied and 4.5% very dissatisfied. This distribution of percentages contributes to the

moderate standard deviation score of 0.92, indicating a range of sentiments among

participants.

Chart 6.
Table 12. Level of belief if there is ample opportunities for training and professional
development at the organization (1 = Not at all, 2 = Slightly, 3 = Moderately, 4 = Very, 5 =
Extremely)

Standard
INDICATORS Mean Remarks
Deviation
Level of belief if there are ample Moderately
opportunities for training and professional 3.10 0.89 Positive
development at the organization Perception

Table 12 shows that most respondents feel positively about the organization

providing enough chances for growth. This means that, in general, participants think the

organization supports training and development well. On the other hand, some

respondents have beliefs that differ more significantly from the average, contributing to a

moderate level of variability. as reflected on the standard deviation of 0.89. This could be

attributed to different experiences, expectations, or interpretations of the opportunities for

growth and development within the organization. The chart below illustrates the

distribution of overall percentages of the level of belief among respondents.

Chart 7.
Table 13. Assessment of Overall Work Environment Favorability considering factors such as
job design, interpersonal relationships, and recognition. (1 = Not at all favorable, 2 = Slightly
favorable, 3 = Moderately favorable, 4 = Very favorable, 5 = Extremely favorable)

Standard
INDICATORS Mean Remarks
Deviation
Favorability of the work environment
Moderately
at your organization considering
Favorable
factors such as job design, 3.01 0.83
Work
interpersonal relationships, and
Environment
recognition

Table 13 reveals that respondents perceive the work environment as moderately

favorable as reflected in the mean score of 3.01. This suggests a generally positive outlook

among respondents regarding the workplace atmosphere, considering various aspects such

as job design, interpersonal relationships, and recognition. Based on the chart below, there

is also a moderate amount of differences in individual responses among participants which

contributes to the Standard Deviation of 0.83.

Chart 7.
Table 13. Level of Belief with the impact of Work-Life Balance on Job Satisfaction. (1 = Very
dissatisfied, 2 = Dissatisfied, 3 = Neutral, 4 = Satisfied, 5 = Very satisfied)

Standard
INDICATORS Mean Remarks
Deviation
Moderately
Overall work-life balance on Job Contributing
3.4 0.88
Satisfaction Work-Life
Balance

Table 13 indicates that respondents believe that their current work-life balance

moderately contributes to their overall job satisfaction within the organization. This

perception may be attributed to the majority of respondents being in the middle age group,

where individuals often find themselves handling various responsibilities, including work

and family commitments. Their view on work-life balance could be influenced by their

career stage, particularly for mid-staff individuals who are likely managing diverse tasks

and roles.

Table 14. Overall Satisfaction with the current job

Standard
INDICATORS Mean Remarks
Deviation

Moderate Job
Overall Job Satisfaction 3.4 0.88
Satisfaction

Table 14 indicates that respondents express a moderate level of satisfaction with

their current job, as reflected in a mean score of 3.4. Participants at different stages of their

careers may have distinct views on the importance of work-life balance, contributing to the

observed standard deviation of 0.88. The qualitative interpretation in the "Remarks"

column, labeling it as "Moderate Job Satisfaction," realistically captures the sentiment that,

overall, respondents find their current job to be satisfactory, but not exceptionally so.

Bar 1.

5. Factors that motivate the employees to work harder in his/her current role

Bar 2. Motivation / Driving Force of Government Employees in NCR

 Respondents were allowed to select three factors from a predefined set of driving

forces. Bar 2 reveals that the most signigicant motivating factor for respondents to work

harder is positive relationships with colleagues, garnering a total percentage of 56.70%.

Closely following is the opportunities for career advancement within the government

sector, with 55.20%. The equal emphasis on "Competitive salary and benefits" and "Work-

Life Balance" at 50.70% each reflects a well-balanced consideration of financial rewards

and maintaining equilibrium between work and personal life. Recognition of "Challenging

and meaningful government projects" is noted by 38.80% of respondents, underscoring the

importance of engaging and purposeful work. A "Positive and collaborative work

environment" received a 44.80% rating from the respondents. Recognition from

government authorities for contributions is considered significant by 26.90% of

respondents. Lastly, a smaller percentage (1.50%) emphasizes the intrinsic reward of

"Serving the people."

IV. CONCLUSION

1. The majority of the respondents expressed a preference for a conducive and comfortable

working environment, as evidenced by their acknowledgment of the positive impact of

external factors highlighted in this study.

2. NCR employees highly value training and development opportunities as channels of

enhancing their skills. Given that most of the respondents are in the middle staff

category and mid-age bracket, the study indicates moderate empowerment among the

respondents. On the other hand, employees highly value positive relationships with
 colleagues, serving as a significant driving force that motivates them to work harder.

They also expressed a significant importance on performance feedback and recognition.

3. Respondents expressed a moderate level of satisfaction with the professional growth

opportunities offered by their agency.

V. RECOMMENDATION

Based on the findings and conclusions, the following recommendations were made:

1. It is strongly recommended that government offices should proactively enhance their

physical working environment, including office infrastructure and ergonomics, to boost

employee satisfaction and productivity. Additionally, awareness should be raised

among the respective offices of the respondents regarding the study's indication of

only moderate overall satisfaction with their employees' external environment.

Addressing these aspects is crucial for elevating job satisfaction and performance

levels.

2. Government agencies should implement regular training programs tailored to the

specialized fields of each employee to continuously improve their knowledge and skills.

They may consider including this in their Work and Financial Plan (WFP) to ensure

sustained implementation. Furthermore, guidelines need to be formulated both prior

to and following training implementation, with a monitoring and evaluation scheme to

assess the impact of these training initiatives.

3. In light of the moderate empowerment among respondents, government offices should

offer targeted skill-building sessions focusing on leadership, decision-making, and

problem-solving skills and implement regular feedback mechanisms to create a culture

 of open communication, allowing employees to voice concerns and contribute to

decision-making processes. Likewise, this will enhance the effectiveness of leadership

within the upper management as there is seen moderate level of satisfaction towards

effective leadership with the respective agencies of the respondents.

4. To improve the moderate satisfaction among respondents concerning professional

growth opportunities, the organization may consider formulating leadership training

modules focusing on leadership skills, decision-making, and effective communication

to prepare employees for leadership roles. Skills Recognition and Certification

Programs is also recommended to formally recognize and reward employees for

acquiring new skills or certifications relevant to their roles.

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APPENDIX A
Survey Questionnaire
(Google Form)