Employment Satisfaction Survey (ESS) in Measuring and Evaluating Employee Management Expectations

Employment Satisfaction Survey (ESS) in measuring
and evaluating employee management expectations

CHRISTOPHER M. LEE
Technological University of the Philippines - Manila
[email protected]
May, 2024
ABSTRACT:
Professional and Essential Workers that includes blue-colored jobs all over the
world truly understands and have their own personal expectations with it comes to the
so-called “Employment Satisfactions” towards their employer career advancement.
A desirable career advantages and an employment criterion matrix evaluates different
local employees, and other specified workers in order to realize and understands several
employment satisfaction component guidelines into their personal career goals and
aspirations. From this aspect, the research article is focused on the feedback of the
employees whether they are still connected from their companies, and those who are
considered outgoing or their separation from their employment.
Keywords: Professional and Essential Workers, Employment Satisfactions, Career
Advancement, Feedback of the Employees.
INTRODUCTION:
An employee satisfaction survey (ESS) is a tool that companies can use to measure
how satisfied their employees are with their jobs, colleagues, and the company as a whole. It
is an important tool to help companies retaining their employees and make identification
areas for improvement, by keeping them engaged and productive. Employee satisfaction
surveys are designed to help employers identify areas of employee dissatisfaction.
Employee satisfaction surveys are a great tool for measuring employee satisfaction and
identifying areas for improvement. They provide feedbacks on various aspects of the
workplace engagements by means of leadership, communication, benefits, compensation
and other areas. This article explains the types of satisfaction surveys. Conducting an
employee satisfaction survey has several benefits. First, companies can get feedback from
their employees about how they feel about their work. This feedback helps companies
identify areas for improvement to keep their employees happy and engaged. It also helps
companies identify areas where they are performing well, which can be a source of
motivation for both employees and management. Another benefit of conducting an employee
satisfaction survey is that it helps companies identify potential problems before they become
serious problems. For example, if a large number of employees are unhappy with their pay
or benefits, companies can take action before these problems lead to high turnover.
Similarly, if an employee is unhappy with their manager or the overall company culture, the
company can take steps to address these issues before they lead to a toxic work
environment.
Employment Satisfaction Survey (ESS) in measuring and evaluating employee management expectations 1
CHRISTOPHER M. LEE
There are many things to consider when creating an employee satisfaction survey.
First, surveys should be anonymous so that employees feel comfortable expressing their
honest opinions. Second, the questions should be clear and easy to understand and cover a
wide range of topics such as job satisfaction, work environment, communication,
compensation and benefits. Finally, the findings of the investigation must be communicated
to employees in a transparent and timely manner, and the company must take steps to
address the issues identified. When conducting employee satisfaction surveys, the challenge
for companies is to ensure that the results are accurate and representative of the entire
workforce. One way to approach this problem is to use a representative sample of
employees instead of surveying the entire workforce. Surveys should also be conducted
regularly, such as once a year, to monitor changes in employee satisfaction over time.
Another challenge for companies is deciding how to use the survey results. While it is
important to address identified issues, it is also important to prioritize these issues based on
their impact on employee satisfaction and overall business goals. For example, if an
employee is satisfied with their job but feels they are not being paid fairly, the company may
prioritize compensation and benefits over other issues.
To get the most out of employee satisfaction surveys, companies should take steps
to create a positive work environment that supports employee engagement and productivity.
This includes providing professional development opportunities, recognizing and rewarding
employees for their contributions, and facilitating open communication and collaboration
among employees and between employees and management. In short, employee
satisfaction surveys are an important tool for companies that want to keep their employees
engaged and productive. By gathering employee feedback and taking action to address
identified issues, companies can create a positive work environment that supports employee
satisfaction and contributes to overall company success. Conducting employee satisfaction
surveys can be challenging, but the benefits are worth it. Rather, employee satisfaction is
one of the most important factors that contribute to the success of any organization in this
field. When employees are satisfied with their jobs and the overall work environment, they
are more engaged, more productive, and more involved in achieving the organization's
goals. In this article, we discuss what employee satisfaction is, why it's important, and how
organizations can improve it.
Employee satisfaction also reflects how satisfied an employee is with their job,
including responsibilities, work environment, compensation, benefits, and relationships with
colleagues and managers. This is a subjective measurement that can be influenced by many
factors, including personal preferences and employee expectations and needs. There is an
important reason to motivate employees through employee satisfaction: First, it is a key
driver of employee engagement. When employees are satisfied with their work and feel that
their work is meaningful and valuable, they are more engaged and committed to the
organization's goals. This can lead to increased productivity, improved customer service and
reduced absenteeism and turnover. Second, employee satisfaction is critical to employee
retention. When employees are satisfied with their jobs, they are less likely to leave the
organization for other opportunities. This can save organizations time and money when
recruiting, training and onboarding new employees. Third, employee satisfaction is important
to an organization's reputation and brand. When employees are satisfied with their work,
they are more likely to speak positively about the company to others, including prospects,
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clients and candidates. This enables organizations to attract and retain top talent and build a
strong reputation in the industry.
There are several factors that affect employee satisfaction. These include:
1.) Compensation and benefits: Employees want to be paid fairly for their work and
enjoy benefits such as health insurance, retirement plans, and paid vacations.
2.) Work environment: Employees want a safe, clean and comfortable work
environment. They also want access to the resources and equipment they need to do
their jobs effectively.
3.) Work-life balance: Employees want work-life balance. They want flexibility in
scheduling and the ability to take time off when needed.
4.) Career development: Employees want opportunities for career development and
advancement. They want to learn new skills and take on new challenges that will
help them advance their careers.
5.) Relationships with coworkers and managers: Employees want to work in an
environment where coworkers and supervisors respect, value, and support them.
On the other hand, Organizations can really improve the so-called Employee
Satisfaction Survey (ESS) by taking a number of management actions. These may include:
1.) Conduct satisfaction surveys: Organizations can use surveys to collect employee
feedback on job satisfaction and identify areas for improvement.
2.) Offer competitive compensation and benefits: Organizations must ensure that
their compensation and benefits packages are competitive with other employers in
the industry.
3.) Promoting any positive work environment: Organizations will promote a positive
work environment by providing employees with the resources and equipment they
need to do their jobs effectively, by providing a safe and comfortable work
environment and by promoting a culture of respect and support.
4.) Offer work-life balance programs: Organizations can offer programs to help
employees balance work and personal life, such as flexible work hours,
telecommuting, and paid time off.
5.) Provide opportunities for professional development: Organizations can provide
opportunities for employees to learn new skills, take on new responsibilities, and
advance their careers.
6.) Improving their Communication: Organizations can improve communication with
their employees through regular feedback.
Classification of Employees:
In any organization or company, employees play a vital role in achieving goals and
objectives. Generally, employees are classified based on job duties, contract terms, and
other factors. Understanding the different employee classifications is important for both
employers and employees as it helps both parties understand their rights and
responsibilities. This article examines the various employee classifications and the key
differences between them:
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1.) Full-time Employee: The Full-time employees are those who generally work at least 40
hours per week for their employer. You are entitled to all benefits and all rights and
protections available to you as an employee under federal and state laws. Full-time
employees are generally entitled to health insurance, retirement benefits, paid vacation and
sick leave, and other benefits and benefits. Full-time employees must work a fixed schedule
and work as often as needed. Depending on the job and the employer's needs, you may be
required to work weekends or holidays.
2.) Part-time Employee: The Part-time workers are people who work less than the normal
hours required by the employer. Part-time employees are generally not entitled to all the
benefits, such as health insurance or retirement benefits, that full-time employees receive.
However, part-time workers may still receive certain benefits, such as paid vacation or
flexible work hours. Part-time positions are often used by employers to cover staff shortages
or accommodate flexible hours. Part-timers may work a fixed or flexible schedule based on
availability.
3.) Contractual Employee: The Contract workers are people who work on a contract or
temporary basis for an employer. Contract workers may be hired to complete specific
projects or to meet short-term labor needs. They are generally not entitled to the same
benefits and protections as full-time or part-time employees, but may be compensated in the
form of higher wages or project bonuses. Contract workers are usually employed for a set
period of time and can be fired at the end of the contract. Depending on the nature of the
project and the employer's requirements, on-site or remote work may be required.
4.) Freelancer: A freelancer is a self-employed person who provides services to clients on a
project basis. Freelancers can work for multiple clients at once and generally have more
control over their schedules and workloads than other types of employees. Generally,
freelancers are not considered employees of the clients they work for and do not receive the
same benefits and protections as employees. However, they can charge higher
commissions and have more flexibility in choosing clients and projects.
5.) Independent Contractor: Independent contractors are similar to freelancers in that they
are freelancers who provide services to clients on a project-by-project basis. However,
independent contractors generally work for the same client or organization for long periods
of time and may be considered non-independent workers. Independent contractors may
receive certain benefits and protections, such as employee insurance or the ability to
participate in a retirement plan. However, they are generally not entitled to the same benefits
and protections as full-time or part-time employees.
6.) Intern: An intern is usually a student or recent graduate who works temporarily for an
employer to gain real-world experience. Depending on the nature of the internship and the
employer's policies, the internship may be paid or unpaid. Interns are generally not
considered employees and do not receive the same benefits.
The Recruitment and Selection of Employees:

Is an important process for organizations as it plays a key role in hiring the right
people for the right job. Successful recruitment and selection increases productivity, job
satisfaction and employee retention. This article describes the recruitment and selection
process of many companies.
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Recruitment Process:
1.) Job Analysis: Job analysis is the first step in the recruitment process. The objective is to
determine the requirements of the position, including its duties, responsibilities and required
skills. Employers use tools such as job descriptions and personal descriptions to outline job
requirements.
2.) Searching for candidates: Once the job analysis is complete, the next step is to find
candidates. Employers use a variety of methods, including employee referrals, social media
channels, job boards, and recruitment agencies.
3.) Filter candidate resumes’: After receiving the resumes’, the employer will review them
to determine if the candidate meets the requirements. The objective of this process is to
reduce the initial pool of candidates.
4.) Interviews: Only selected candidates are then called for interviews. The interview can be
conducted in a variety of formats, including telephone interviews, face-to-face interviews,
video interviews, and group interviews.
5.) Assessments: Employers can use a variety of assessments, including skills tests,
aptitude tests, and personality tests. These assessments provide additional information to
help employers understand candidates' skills and their potential fit for the company.
6.) Background check: Employers conduct background checks to verify an applicant's

personal information, including work history, education, criminal history, and references.
7.) Job offer: After the completing the recruitment process, the employer identifies the most
suitable candidate and offers them the position. This process may involve negotiating
salaries and benefits.
Selection Process:
1.) Job requirements: Before starting the selection process, employers must fully define the
job requirements. This process includes identifying the right skills, experience, education and
knowledge needed to do the job effectively.
2.) Develop selection criteria: The next step in the selection process is the development of
selection criteria, including knowledge, skills, abilities, and other job-related factors. The
selection criteria allow employers to determine whether the candidate has the necessary
qualifications for the position.
3.) Continue screening: The employer screen is filled with CVs to select candidates who
match the job requirements. This process helps to reduce the number of applicants and
shortlist only the most qualified candidates for the next stage of the selection process.
4.) Evaluation: Employers may use various assessments in the selection process, including
skills tests, aptitude tests, and personality tests. Assessments help identify candidate skills
and match them to job requirements.
5.) Interviews: The employer conducts various types of interviews, including telephone
interviews, in-person interviews and group interviews. These interviews are intended to
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confirm that the candidate has the skills, experience and qualifications required for the
position. Interviews are also designed to explore the candidate's professional background,
job stability, and other related factors.
6.) Decision making process: After conducting interviews and assessments, the employer
then makes a hiring decision. This process includes reviewing the information gathered
about each candidate and deciding who to offer the job to.
7.) Job offer: The employer contacts the successful candidate and offers him the position.
At this stage, the employer negotiates salary, benefits and other factors.
RECRUITMENT PROCESS SELECTION PROCESS
Job Analysis Job Requirements
Searching for Develop

Candidates (Work) Selection Criteria
No No
End
Qualified? Qualified?
End
Yes
Yes
Filter Candidate
Continue Screening
Resumes’
No
No
Shortlisted?
Shortlisted?
Yes
Yes
Interviews and Evaluations and

Assessments Interviews
No
No
Passed?
Passed?
Yes
Yes
Decision Making
Background Check
No
No
Passed?
Passed?
Figure 1. Flowchart
Yes
Yes between Recruitment
and Selection Process Job Offer
Job Offer
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Types of Job Satisfaction Surveys:
1.) General Employee Satisfaction Survey: The General Employee Satisfaction Survey is
a broad survey covering all areas of job satisfaction. It aims to provide employers with a
comprehensive overview of their employee satisfaction. The questions in this survey focus
on all aspects of employees' working lives, including job content, management, opportunities
for advancement, working conditions and compensation. The survey usually contains both
open and closed questions. Open questions give employees plenty of room to share their
thoughts, while closed questions provide a more structured response format. The questions
are designed to gather data on topics such as work-life balance, communication, leadership,
employee engagement, and job satisfaction. The survey results provide employers with
valuable insights into how satisfied employees are with their jobs and what actions need to
be taken to improve job satisfaction.
2.) Employee engagement survey: The employee engagement survey aims to measure
the emotional connection an employee has with their job. The survey is designed to measure
an employee's emotional state at work, as well as their level of engagement and dedication
to their job. Employee engagement is key as an engaged employee is more likely to be
happy, productive and engaged in their work. The questions in an employee engagement
survey often cover topics such as culture, management, communication, leadership, growth
opportunities, and general job satisfaction. The research aims to identify the drivers of
engagement, areas of interest and opportunities for improvement. Employee engagement
surveys also help employers track trends in engagement levels over time and identify areas
for improvement.
3.) Benefits satisfaction survey: The benefits satisfaction survey focuses on measuring
employee satisfaction with their fringe benefits. The survey evaluates employees'
perceptions of the benefits provided, their level of understanding of the benefits, and their
satisfaction with the benefits package overall. The benefits satisfaction survey allows
employers to understand how well their benefits package meets the needs of employees.
The questions in a benefits satisfaction survey can address topics such as health care,
retirement plans, time off, flextime, and other employer-provided benefits. The survey aims
to identify gaps in the benefits packages offered, areas where benefits need to be improved,
and opportunities to improve employee satisfaction with the benefits package.
4.) Leadership Effectiveness survey: The Leadership Effectiveness Survey aims to

measure employee satisfaction with management and leadership within the organization.
The research seeks to understand how employees perceive their managers' ability to lead
their team effectively. The survey evaluates communication styles, problem-solving
techniques and other leadership qualities of managers. Questions in a leadership
effectiveness survey can address topics such as communication skills, decision-making
skills, leadership style, organizational culture, and team-building skills. The survey is
designed to provide employers with insight into how managers are perceived by their
employees, as well as areas where managers can improve their leadership skills.
5.) Diversity and Inclusion Survey: The Diversity and Inclusion Survey aims to measure
inclusivity and diversity in the workplace. The objective of the survey is to understand how
employees perceive diversity and inclusion initiatives in the organization. The survey
assesses employees' perception of opportunities for personal and professional development,
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equal treatment and the ability to express themselves freely. Questions in a diversity and
inclusion survey can cover topics such as management's commitment to diversity and
inclusion, the prevalence of discrimination and harassment, the effectiveness of initiatives to
promote diversity and development opportunities within the organization. The purpose of the
survey is to provide insight into the level of inclusion in the workplace and areas where
improvements can be made.
STATEMENT OF THE PROBLEM:
The research article that talks about the Employment Satisfaction Survey (ESS)
mainly focused on the Employees' feedback which can be a determining factor to investigate
and to really understand its company treatment from their employees. Each of the
respondents of the study are being asked the same questionnaire relative to its cause and
effect employment satisfactions. These underlying queries and supportive replies from the
participants are being guided in the following statement problem:
Part I. Demographic Profile:
1.) Gender:
- Male
- Female
2.) Age:
- 20 - 25
- 26 - 30
- 31 - 35
- 36 - 40
- 41 - 45
- 46 - 50
3.) Job Rank:

- Rank on File
- Officer Level
- Supervisory Level
- Managerial Level
4.) Company Department:
- Human Resources
- Accounting/Finance
- Marketing/Sales
- Production/Operation
- Customer/Client Services
- IT/MIS
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Part II. Employment Satisfaction Survey:
5 = Above Satisfied
4 = Satisfied
3 = Fairly Satisfied
2 = Low Satisfied
1 = Unsatisfied
0 = No comment
A.) Internal Functions:

1.) Daily office activities
2.) Monthly Compensation and Benefits
3.) Employer to Employee Engagements
4.) Monthly Commissions and Appraisal
5.) Company regulations
B.) External Functions:

1.) Family and Work Balance
2.) Employment/Career Goals
3.) Personal relationships to other people
4.) Lifestyle satisfactions
5.) Self-Engage activities
These underlying questionnaire focused on the main attributes of a research

topic about Employee Satisfaction Survey (ESS). Respondents will have to answer from
their utmost honesty about their experiential aspects on both Internal and External
Employment functions about their employment in the company. After this, the researcher
will have to consolidate its research findings and analysis in order to incorporate the
overall research goal of the study itself.
LITERATURE REVIEW:
There is a definite link between employee attitudes and job satisfaction. The
(Business Research Lab. 2000) said that if employees are unhappy or dissatisfied, despite
their best efforts, it is difficult for them to conceal this factor when interacting with patients
and other staff members. One of the primary reasons for evaluating employee satisfaction is
to identify problems and try to resolve them before they impact on patient care and
treatment. For example in an hospital setting, Improving the quality of patient care in
American hospitals is a vital and necessary activity. Patients report they receive less
individual attention than ever before. They complain that doctors and nurses are too busy
tending to the technical aspects of care to provide the much needed attention to patients’
personal needs. According to (Byham, W.C., Cox, J., Nelson, G. 1996) Not only is it
important in terms of quality of patient care, assessing employee satisfaction is a critical
component in retaining qualified health professionals. Many health care providers feel
frustrated and disillusioned in jobs they expected to find fulfilling. According to (Carpenter, D.
CHRISTOPHER M. LEE
2000) They have less time to do a quality job of caring for patients; they are continually
expected to cut corners, but see waste and feel unable to change the situation; they feel
unappreciated and they feel their skills are underused. This leads to low morale, staff
turnover, and overall disenchantment with job opportunities in health care. Also said by
(Powell, L. 2001) The causes of this are the lower pay combined with a frustrating work
environment. With increased job pressures, an increase in the acuity of patients, declining
nurse to patient ratios, less autonomy, and more administrative duties, it’s no wonder health
care professionals are re-evaluating their career decisions.
This are evident by means of the greater empowerment (job identification and
ownership) of health care employees can lead to better patient care, greater job satisfaction,
and lower health care costs. Empowerment energizes the people who are closest to the
patients and the technology to continuously look for ways to provide high quality patient care
and improve processes. The accumulation of ideas-both large and small-from many people
will result in better patient care and operational efficiencies. Also said by (Byham, W.C., Cox,
J., Nelson, G. 1996) Employee satisfaction surveys can provide managers with good
information about the organization’s health. In addition to improved patient satisfaction, other
benefits of measuring and improving employee satisfaction includes: Reduced turnover;
™Associated reductions in training costs; ™ Identifying cost-saving opportunities; ™
Curbing absenteeism; ™ Strengthening supervision; ™ Evaluating patient-service issues; ™
Assessing training needs; ™ Streamlining communication; ™ Benchmarking the facility’s
progress in relation to the industry; ™ Gauging employee’s understanding of the ESS
agreement within.
Flexible scheduling is more favorably related to job satisfaction than flexible location
and hours among different types of flexible work arrangements (FWAs), and both flexible
scheduling and location are more positively connected with organizational commitment than
a flexible number of hours. The study also discovered that employees who use flexible
scheduling have poorer job satisfaction and organizational commitment than those who have
it but don't use it. These results' theoretical contributions and practical implications are
presented (Chen and Fulmer 1) Work flexibility allows employees to find a balance between
their professional and personal lives, resulting in increased job satisfaction and performance,
as well as good effects on the organization's overall health. Workplace flexibility is critical,
with digital changes and technology allowing activities to be carried out in many domains
with only an internet connection. Factors that increase job satisfaction of employees should
be assessed by the government to renew the interest of increasing performance level.
However, the practical evidence shows that the evaluation of job satisfaction in the
governmental sector is not regularly practiced. The study shows that the reward system in
the public sector compared to the private sector is different (in terms of pay, benefits, and
psychic value) in the same time the level of satisfaction between private employees and
public employees is also differed (DeSantis and Durst 327).
RESEARCH METHODS:
In the presence of the research article, the author decided to come up with a
descriptive research presentation for us to really understand the whole content of the
journal. This may include previous survey reports to locate previous journal literature
CHRISTOPHER M. LEE
review into. It means that the significance of the research makes an overview impression
and to be used for future research investigations within.
Limitation of the Study:
1.) The research design is quantitative and convenient, wherein the questionnaire are
limited based on the employees' preferences and identities.
2.) The participant's name and company name remains undisclosed due to researchers'
guidelines from which the entire research article are complied with the Data Privacy Act in
the Philippines - Republic Act No. 10173 of 2012.
3.) The research locale are limited on the number of companies participated. These are only
located in the Philippine territory, in order to identify the specific research settings of the
article.
4.) The collective research data from the respondents are dependent based on their
answers, interest, and participation within the research questionnaire.
5.) The research duration are limited based on the availability and approval of the company
request to conduct research studies. This may only applied in a specific timeframe where the
respective business firm approves and schedule their research time and date availability.
RESEARCH DATA ANALYSIS:

In conceptualizing the research data analysis, the researcher limits his research
investigation because his prospective company engagements relied on their availability of
the study. However, to make the article pleasing, there are some data analysis that
fascinates the whole research content. Throughout the duration of the research
investigation, the author finally consolidated the research data. By the use of the Statistical
Package for the Social Sciences (SPSS), the research findings were created and disclosed:
1.) Descriptive Statistics:
Based on the research article, there were only 3 Companies that participated for the
entire research project. Company A have 15 of its employees (100%), wherein 8 are male
employees (53%), and 7 are female employees (47%). Company B have 10 participating
employees (100%), where 4 are male employees (40%), and 6 are female employees
(60%). Lastly, Company C have 12 participating employees (100%), where 5 are male
employees (42%), and 7 are female employees (58%).
Company Male Female Total % Percentage

Respondents Respondents
Male = 53%
A 8 7 15
Female = 47%
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Male = 40%
B 4 6 10
Female = 60%
Male = 42%
C 5 7 12
Female = 58%
Table 1. Respondent’s statistical participation during the research study
In order to identify its company bracket, here’s the breakdown of the respondent’s
statistical representations:
Company A: Demographic Profile
Statistics
Statistics Gender Age Job Rank Company
Department
Valid 15 15 15 15
N
Missing 0 0 0 0
Table 2. Descriptive Statistics of Company A
Gender
Gender Frequency Percent Valid Percent Cumulative
Percent
Male 8 53.3 53.3 53.3
Valid Female 7 46.7 46.7 100.0
Total 15 100.0 100.0
Table 3. Gender Statistics of Company A
Analysis and Interpretation: Table 3 shows that Company A respondents are 15 (100%),
wherein 8 Male respondents (53.3%) are greatly participated on the research survey about
ESS, followed by 7 Female respondents (46.7%).
Age
Age Frequency Percent Valid Percent Cumulative
Percent
21-25 2 13.3 13.3 13.3
26-30 6 40.0 40.0 53.3
31-35 3 20.0 20.0 73.3
Valid 36-40 1 6.7 6.7 80.0
41-45 2 13.3 13.3 93.3
46-50 1 6.7 6.7 100.0
Total 15 100.0 100.0
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Table 4. Age Statistics of Company A
Analysis and Interpretation: Table 4 shows that Company A respondents with the highest
age group participated is 26-30 years old with 6 respondents (40%), followed by 31-35 years
old with 3 respondents (20%), followed by 21-25 years and 41-45 years old with 2
respondents (13.3%) each, and lastly followed with the age groups of 36-40 years old and
46-50 years old with only 1 respondent (6.7%) each.
Job Rank
Job Rank Frequency Percent Valid Percent Cumulative
Percent
Rank on File 5 33.3 33.3 33.3
Officer Level 5 33.3 33.3 66.7
Valid Supervisory Level 3 20.0 20.0 86.7
Managerial Level 2 13.3 13.3 100.0
Total 15 100.0 100.0
Table 5. Job Rank Statistics of Company A
Analysis and Interpretation: Table 5 shows that Company A respondents with the highest
participation by job position are coming from the Rank on File and Officer Level with 5
respondents (33.3%) each, followed by 3 respondents (20%) from the Supervisory Level,
and lastly followed from the Managerial Level with 2 respondents (13.3%).
Company Department
Company Department Frequency Percent Valid Percent Cumulative
Percent
Human Resources 3 20.0 20.0 20.0
Accounting/Finance 3 20.0 20.0 40.0
Marketing/Sales 2 13.3 13.3 53.3
Valid Production/Operations 2 13.3 13.3 66.7
Customer/Client Services 3 20.0 20.0 86.7
IT/MIS 2 13.3 13.3 100.0
Total 15 100.0 100.0
Table 6. Company Department Statistics of Company A
Analysis and Interpretation: Table 6 shows that Company A respondents that garnered
the highest participation in the research survey are coming from the Human Resources
Department, Accounting/Finance, and Customer/Client Services with 3 respondents each
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(20%), followed by the Marketing/Sales, Production/Operations, and IT/MIS Department with
2 respondents each (13.3%).
Company A: Internal Employment Satisfaction Survey (ESS) Results
Daily Job Activities

Daily Job Activities Frequency Percent Valid Percent Cumulative
Percent
Fairly Satisfied 7 46.7 46.7 46.7
Satisfied 3 20.0 20.0 66.7

Valid
Above Satisfied 5 33.3 33.3 100.0
Total 15 100.0 100.0
Table 7. Daily Job Activities based on ESS Results of Company A
Analysis and Interpretation: Table 7 shows that Company A respondents of 15 (100%)

that garnered the highest ESS results in the research survey are considered Fairly Satisfied
with 7 respondents (46.7%), followed by 5 respondents (33.3%) that are Above Satisfied,
followed by 3 respondents (20%) that are considered to be Satisfied from their Daily Job
Activities by the Internal ESS Results.
Monthly Compensation and Benefits

Monthly Compensation Frequency Percent Valid Percent Cumulative
and Benefits
Percent
Satisfied 9 60.0 60.0 93.3

Valid
Total 15 100.0 100.0
Table 8. Monthly Compensation and Benefits based on ESS Results of Company A

that garnered the highest ESS results in the research survey are considered Satisfied with 9
respondents (60%), followed by 5 respondents (33.3%) that are Fairly Satisfied, and lastly
followed by only 1 respondent (6.7%) that are considered Above Satisfied from their Monthly
Compensation and Benefits by the Internal ESS Results.
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Employer to Employee Engagement
‘
Employer to Employee Frequency Percent Valid Percent Cumulative

Engagement
Percent
Satisfied 9 60.0 60.0 73.3

Valid
Total 15 100.0 100.0
Table 9. Employer to Employee Engagement based on ESS Results of Company A

respondents (60%), followed by 4 respondents (26.7%) that are Above Satisfied, and lastly
followed by 2 respondent (13.3%) that are considered Fairly Satisfied from their Employer to
Employee Engagement by the Internal ESS Results.
Monthly Commissions and Appraisal

Monthly Commissions Frequency Percent Valid Percent Cumulative
and Appraisal
Percent
Satisfied 7 46.7 46.7 53.3

Valid
Total 15 100.0 100.0
Table 10. Monthly Commissions and Appraisal based on ESS Results of Company A

that garnered the highest ESS results in the research survey are both considered Satisfied
and Above Satisfied with 7 respondents (46.7%) each, and lastly followed by only 1
respondent (6.7%) that are Fairly Satisfied from their Monthly Commissions and Appraisal by
the Internal ESS Results.
Company Regulations
Company Regulations Frequency Percent Valid Percent Cumulative
Percent
Satisfied 9 60.0 60.0 60.0
Valid Above Satisfied 6 40.0 40.0 100.0
Total 15 100.0 100.0
Table 11. Company Regulations based on ESS Results of Company A
CHRISTOPHER M. LEE
respondents (60%), and lastly followed by 6 respondents (40%) that are considered Above
Satisfied from their Company Regulations by the Internal ESS Results.
Company A: External Employment Satisfaction Survey (ESS) Results
Family and Work Balance

Family and Work Balance Frequency Percent Valid Percent Cumulative
Percent
Satisfied 6 40.0 40.0 53.3

Valid
Total 15 100.0 100.0
Table 12. Family and Work Balance based on ESS Results of Company A

that garnered the highest ESS results in the research survey are considered Above Satisfied
with 7 respondents (46.7%), followed by 6 respondents (40%) that are considered Satisfied,
and lastly followed by 2 respondents (13.3%) that are Fairly Satisfied from their Family and
Work Balance by the External ESS Results.
Employment Career Goals

Employment Career Goals Frequency Percent Valid Percent Cumulative
Percent
Satisfied 10 66.7 66.7 86.7

Valid
Total 15 100.0 100.0
Table 13. Employment Career Goals based on ESS Results of Company A

that garnered the highest ESS results in the research survey are considered Satisfied with
10 respondents (66.7%), followed by 3 respondents (20%) that are considered Fairly
Satisfied, and lastly followed by 2 respondents (13.3%) that are Above Satisfied from their
Employment Career Goals by the External ESS Results.
CHRISTOPHER M. LEE
Personal Relationships to other People
Personal Relationships Frequency Percent Valid Percent Cumulative
to other People
Percent
Satisfied 7 46.7 46.7 53.3

Valid
Total 15 100.0 100.0
Table 14. Personal Relationships to other People based on ESS Results of Company A

that garnered the highest ESS results in the research survey are both considered Satisfied
and Above Satisfied with 7 respondents (46.7%) each, and lastly followed by only 1
respondent (6.7%) that are considered Fairly Satisfied from their Personal Relationships to
other People by the External ESS Results.
Lifestyle Satisfactions
Lifestyle Satisfactions Frequency Percent Valid Percent Cumulative
Percent
Satisfied 13 86.7 86.7 86.7
Total 15 100.0 100.0
Table 15. Lifestyle Satisfactions based on ESS Results of Company A

13 respondents (86.7%), and lastly followed by 2 respondents (13.3%) that are considered
Above Satisfied from their Lifestyle Satisfactions by the External ESS Results.
Self-Engage Activities
Self-Engage Activities Frequency Percent Valid Percent Cumulative
Percent
Satisfied 10 66.7 66.7 66.7
Total 15 100.0 100.0
Table 16. Self-Engage Activities based on ESS Results of Company A

CHRISTOPHER M. LEE
10 respondents (66.7%), and lastly followed by 5 respondents (33.3%) that are considered
Above Satisfied from their Self-Engage Activities by the External ESS Results.
Company B: Demographic Profile
Statistics
Statistics Gender Age Job_Rank Company_Depa
rtment
Valid 10 10 10 10
N
Missing 0 0 0 0
Table 17. Descriptive Statistics of Company B
Gender
Percent
Male 4 40.0 40.0 40.0
Valid Female 6 60.0 60.0 100.0
Total 10 100.0 100.0
Table 18. Gender Statistics of Company B
Analysis and Interpretation: Table 18 shows that Company B respondents are 10 (100%),
wherein 6 Female respondents (60%) are greatly participated on the research survey about
ESS, followed by 4 Male respondents (40%).
Age
Percent
21-25 2 20.0 20.0 20.0
26-30 2 20.0 20.0 40.0
31-35 3 30.0 30.0 70.0
Valid 36-40 1 10.0 10.0 80.0
41-45 1 10.0 10.0 90.0
46-50 1 10.0 10.0 100.0
Total 10 100.0 100.0
Table 19. Age Statistics of Company B
Analysis and Interpretation: Table 19 shows that Company B respondents with the highest
age group participated is 31-35 years old (30%), followed by the age groups of 21-25 years
CHRISTOPHER M. LEE
old and 26-30 years old with 2 respondents (20%) each, and lastly followed by the age
groups of 36-40 years old, 41-45 years old, and 46-50 years old with only 1 respondent each
(10%).
Job Rank
Percent
Rank on File 4 40.0 40.0 40.0
Total 10 100.0 100.0
Table 20. Job Rank Statistics of Company B
Analysis and Interpretation: Table 20 shows that Company B respondents with the highest
participation by job position are coming from the Rank on File and Supervisory Level with 4
respondents each (40%), followed by only 1 respondent (10%) each from the Officer Level
and the Managerial Level.
Company Department
‘

Percent

IT/MIS 1 10.0 10.0 100.0
Total 10 100.0 100.0
Table 21. Company Department Statistics of Company B
Analysis and Interpretation: Table 21 shows that Company B respondents that garnered
the highest participation in the research survey are coming from the Human Resources
Department, Accounting/Finance, Marketing/Sales and Production/Operations with 2
respondents each (20%), and lastly followed by the Customer/Client Services and IT/MIS
Department with only 1 respondent each (10%).
CHRISTOPHER M. LEE
Company B: Internal Employment Satisfaction Survey (ESS) Results

Percent
Satisfied 1 10.0 10.0 60.0

Valid
Total 10 100.0 100.0
Table 22. Daily Job Activities based on ESS Results of Company B
Analysis and Interpretation: Table 22 shows that Company B respondents of 10 (100%)

with 5 respondents (50%), followed by 4 respondents (40%) that are considered Above
Satisfied, and lastly followed by only 1 respondent (10%) that are Satisfied from their Daily
Job Activities by the Internal ESS Results.

and Benefits
Percent
Satisfied 4 40.0 40.0 90.0

Valid
Total 10 100.0 100.0
Table 23. Monthly Compensation and Benefits based on ESS Results of Company B

with 5 respondents (50%), followed by 4 respondents (40%) that are considered Satisfied,
and lastly followed by only 1 respondent (10%) that are Above Satisfied from their Monthly
Compensation and Benefits by the Internal ESS Results.

Engagement
Percent

Satisfied 5 50.0 50.0 70.0
Valid
Total 10 100.0 100.0
CHRISTOPHER M. LEE
Table 24. Employer to Employee Engagement based on ESS Results of Company B

respondents (50%), followed by 3 respondents (30%) that are considered Above Satisfied,
and lastly followed by 2 respondents (20%) that are Fairly Satisfied from their Employer to

and Appraisal
Percent
Satisfied 5 50.0 50.0 60.0

Valid
Total 10 100.0 100.0
Table 25. Monthly Commissions and Appraisal based on ESS Results of Company B

respondents (50%), followed by 4 respondents (40%) that are considered Above Satisfied,
and lastly followed by only 1 respondent (10%) that are Fairly Satisfied from their Monthly
Commissions and Appraisal by the Internal ESS Results.
Company Regulations
Percent
Satisfied 6 60.0 60.0 60.0

Total 10 100.0 100.0
Table 26. Company Regulations based on ESS Results of Company B

Satisfied from their Company Regulations by the Internal ESS Results.
CHRISTOPHER M. LEE
Company B: External Employment Satisfaction Survey (ESS) Results

Percent
Satisfied 3 30.0 30.0 50.0

Valid
Total 10 100.0 100.0
Table 27. Family and Work Balance based on ESS Results of Company B

and lastly followed by 2 respondents (20%) that are Fairly Satisfied from their Family and
Work Balance by the External ESS Results.

Percent
Satisfied 6 60.0 60.0 80.0

Valid
Total 10 100.0 100.0
Table 28. Employment Career Goals based on ESS Results of Company B

respondents (60%), followed by 2 respondents (20%) each that are both considered Fairly
Satisfied and Above Satisfied from their Employment Career Goals by the External ESS
Results.
CHRISTOPHER M. LEE
to other People
Percent
Satisfied 4 40.0 40.0 50.0

Valid
Total 10 100.0 100.0
Table 29. Personal Relationships to other People based on ESS Results of Company B

and lastly followed by only 1 respondent (10%) that are Fairly Satisfied from their Personal
Relationships to other People by the External ESS Results.
Percent
Satisfied 8 80.0 80.0 80.0
Total 10 100.0 100.0
Table 30. Lifestyle Satisfactions based on ESS Results of Company B

Satisfied from their Lifestyle Satisfactions by the External ESS Results.
Percent
Satisfied 6 60.0 60.0 60.0
Total 10 100.0 100.0
Table 31. Self-Engage Activities based on ESS Results of Company B
CHRISTOPHER M. LEE
Satisfied from their Self-Engage Activities by the External ESS Results.
Company C: Demographic Profile
Statistics
rtment
Valid 12 12 12 12
N
Missing 0 0 0 0
Table 32. Descriptive Statistics of Company C
Gender
Percent
Male 5 41.7 41.7 41.7
Valid Female 7 58.3 58.3 100.0
Total 12 100.0 100.0
Table 33. Gender Statistics of Company C
Analysis and Interpretation: Table 33 shows that Company B respondents are 12 (100%),
wherein 7 Female respondents (58.3%) are greatly participated on the research survey
about ESS, followed by 5 Male respondents (41.7%).
Age
Percent
21-25 3 25.0 25.0 25.0
26-30 2 16.7 16.7 41.7
31-35 3 25.0 25.0 66.7
Valid 36-40 2 16.7 16.7 83.3
41-45 1 8.3 8.3 91.7
46-50 1 8.3 8.3 100.0
Total 12 100.0 100.0
Table 34. Age Statistics of Company C
CHRISTOPHER M. LEE
Analysis and Interpretation: Table 34 shows that Company C respondents with the highest
age group participated are coming from 21-25 years old and 31-35 years old with 3
respondents each (25%), followed by the age groups of 26-30 years old and 36-40 years old
with 2 respondents each (16.7%), and lastly followed by the age groups of 41-45 years old,
46-50 years old with only 1 respondent each (8.3%).
Job Rank
Percent
Rank on File 4 33.3 33.3 33.3

Total 12 100.0 100.0
Table 35. Job Rank Statistics of Company C
Analysis and Interpretation: Table 35 shows that Company C respondents with the highest
participation by job position are coming from the Rank on File and Supervisory Level with 4
respondents each (33.3%), followed by 3 respondents (25%) from the Officer Level, and
lastly followed by the Managerial Level with only 1 respondent (8.3%) participated.
Company Department
Percent
IT/MIS 1 8.3 8.3 100.0
Total 12 100.0 100.0
Table 36. Company Department Statistics of Company C
Analysis and Interpretation: Table 36 shows that Company C respondents that garnered
the highest participation in the research survey are coming from the Production/Operations
with 4 respondents (33.3%), followed by the group departments of Human Resources,
Accounting/Finance, and Customer/Client Services with 2 respondents each (16.7%), and
CHRISTOPHER M. LEE
lastly followed by only 1 respondent each (8.3%) from the Marketing/Sales and IT/MIS
Department.
Company C: Internal Employment Satisfaction Survey (ESS) Results

‘

Percent
Satisfied 1 8.3 8.3 50.0

Valid
Total 12 100.0 100.0
Table 37. Daily Job Activities based on ESS Results of Company C
Analysis and Interpretation: Table 37 shows that Company C respondents of 12 (100%)

with 6 respondents (50%), followed by 5 respondents (41.7%) that are considered Fairly
Satisfied, and lastly followed by only 1 respondent (8.3%) that are Satisfied from their Daily
Job Activities by the Internal ESS Results.

and Benefits
Percent
Satisfied 5 41.7 41.7 83.3

Valid
Total 12 100.0 100.0
Table 38. Monthly Compensation and Benefits based on ESS Results of Company C

that garnered the highest ESS results in the research survey are both considered Fairly
Satisfied and Satisfied with 5 respondents (41.7%) each, and lastly followed by 2
respondents (16.7%) that are considered Above Satisfied from their Monthly Compensation
and Benefits by the Internal ESS Results.
CHRISTOPHER M. LEE
Engagement
Percent
Satisfied 6 50.0 50.0 66.7

Valid
Total 12 100.0 100.0
Table 39. Employer to Employee Engagement based on ESS Results of Company C

respondents (50%), followed by 4 respondents (33.3%) that are considered Above Satisfied,
and lastly followed by 2 respondents (16.7%) that are Fairly Satisfied from their Employer to

and Appraisal
Percent
Satisfied 6 50.0 50.0 58.3

Valid
Total 12 100.0 100.0
Table 40. Monthly Commissions and Appraisal based on ESS Results of Company C

and lastly followed by only 1 respondent (8.3%) that are Fairly Satisfied from their Monthly
Commissions and Appraisal by the Internal ESS Results.
Company Regulations
Percent
Satisfied 7 58.3 58.3 58.3
Total 12 100.0 100.0
Table 41. Company Regulations based on ESS Results of Company C
CHRISTOPHER M. LEE
respondents (58.3%), and lastly followed by 5 respondents (41.7%) that are Above Satisfied
from their Company Regulations by the Internal ESS Results.
Company C: External Employment Satisfaction Survey (ESS) Results

Percent
Satisfied 4 33.3 33.3 58.3

Valid
Total 12 100.0 100.0
Table 42. Family and Work Balance based on ESS Results of Company C

with 5 respondents (41.7%), followed by 4 respondents (33.3%) that are considered
Satisfied, and lastly followed by 3 respondents (25%) that are Fairly Satisfied from their
Family and Work Balance by the External ESS Results.

Percent
Satisfied 6 50.0 50.0 66.7

Valid
Total 12 100.0 100.0
Table 43. Employment Career Goals based on ESS Results of Company C

and lastly followed by 2 respondents (16.7%) that are Fairly Satisfied from their Employment
Career Goals by the External ESS Results.
CHRISTOPHER M. LEE
to other People
Percent
Satisfied 4 33.3 33.3 41.7

Valid
Total 12 100.0 100.0
Table 44. Personal Relationships to other People based on ESS Results of Company C

with 7 respondents (58.3%), followed by 4 respondents (33.3%) that are considered
Satisfied, and lastly followed by only 1 respondent (8.3%) that are Fairly Satisfied from their
Personal Relationships to other People by the External ESS Results.
Percent
Satisfied 9 75.0 75.0 75.0
Total 12 100.0 100.0
Table 45. Lifestyle Satisfactions based on ESS Results of Company C

respondents (75%), and lastly followed by 3 respondents (25%) that are Above Satisfied
from their Lifestyle Satisfactions by the External ESS Results.
Percent
Satisfied 7 58.3 58.3 58.3
Total 12 100.0 100.0
Table 46. Self-Engage Activities based on ESS Results of Company C

CHRISTOPHER M. LEE
respondents (58.3%), and lastly followed by 5 respondents (41.7%) that are Above Satisfied
from their Self-Engage Activities by the External ESS Results.
And to summarize the three Companies with their Statistical representation of the
participants, here are the statistical analysis and interpretations within:
Company A, B, C: Demographic Profile
Statistics
rtment
Valid 37 37 37 37
N
Missing 0 0 0 0
Table 47. Descriptive Statistics of Company A, B, C
Gender
Percent
Male 17 45.9 45.9 45.9
Valid Female 20 54.1 54.1 100.0
Total 37 100.0 100.0
Table 48. Gender Statistics of Company A, B, C
Analysis and Interpretation: Table 48 shows that Company A, B, C respondents are 37

(100%), wherein 20 Female respondents (54.1%) are greatly participated on the research
survey about ESS, followed by 17 Male respondents (45.9%).
Age
Percent
21-25 7 18.9 18.9 18.9
26-30 10 27.0 27.0 45.9
31-35 9 24.3 24.3 70.3
Valid 36-40 4 10.8 10.8 81.1
41-45 4 10.8 10.8 91.9
46-50 3 8.1 8.1 100.0
Total 37 100.0 100.0
Table 49. Age Statistics of Company A, B, C
CHRISTOPHER M. LEE
Analysis and Interpretation: Table 49 shows that Company A, B, C with a total of 37
respondents (100%), and with the highest age group participated are coming from 26.30
years old with 10 respondents (27%); followed by the age group of 31-35 years old with 9
respondents (24.3%), followed by the age group of 21-25 years old with 7 respondents
(18.9%), followed by the age groups of 36-40 years old and 41-45 years old with only 4
respondent each (10.8%), and lastly followed by the age of 46-50 years old with 3
respondents (8.1%) participants in the research survey.
Job Rank
Percent
Rank on File 13 35.1 35.1 35.1
Total 37 100.0 100.0
Table 50. Job Rank Statistics of Company A, B, C

respondents (100%), and with the highest participation by job position are coming from the
Rank on File with 13 respondents (35.1%), followed by 11 respondents (29.7%) from the
Supervisory Level, followed by the Officer Level with 9 respondents (24.3%), and lastly
followed by the Managerial Level with 4 respondents (10.8%) participants.
Company Department
Percent
IT/MIS 4 10.8 10.8 100.0
Total 37 100.0 100.0
Table 51. Company Department Statistics of Company A, B, C

respondents (100%), and garnered the highest participation in the research survey are
CHRISTOPHER M. LEE
coming from the Production/Operations with 8 respondents (21.6%), followed by the group
departments of Human Resources, Accounting/Finance with 7 respondents each (18.9%),
followed by the group department of Customer/Client Services with 6 respondents (16.2%),
followed by 5 respondents (13.5%) from the Marketing/Sales, and lastly followed by 4
respondents (10.8%) from the IT/MIS Department (8.3%).
Company A, B, C: Internal Employment Satisfaction Survey (ESS) Results

Percent
Satisfied 5 13.5 13.5 59.5

Valid
Total 37 100.0 100.0
Table 52. Daily Job Activities based on ESS Results of Company A, B, C
Analysis and Interpretation: Table 52 shows that Company A, B, C respondents of 37

(100%) that garnered the highest ESS results in the research survey are considered Fairly
Satisfied with 17 respondents (45.9%), followed by 15 respondents (40.5%) that are
considered Above Satisfied, and lastly followed by 5 respondents (13.5%) that are Satisfied
from their Daily Job Activities by the Internal ESS Results.

and Benefits
Percent
Satisfied 18 48.6 48.6 89.2

Valid
Total 37 100.0 100.0
Table 53. Monthly Compensation and Benefits based on ESS Results of Company A, B, C

(100%) that garnered the highest ESS results in the research survey are considered
considered Fairly Satisfied, and lastly followed by 4 respondents (10.8%) that are Above
Satisfied from their Monthly Compensation and Benefits by the Internal ESS Results.
CHRISTOPHER M. LEE
Engagement
Percent
Satisfied 20 54.1 54.1 70.3

Valid
Total 37 100.0 100.0
Table 54. Employer to Employee Engagement based on ESS Results of Company A, B, C

considered Above Satisfied, and lastly followed by 6 respondents (16.2%) that are Fairly
Satisfied from their Employer to Employee Engagement by the Internal ESS Results.

and Appraisal
Percent
Satisfied 18 48.6 48.6 56.8

Valid
Total 37 100.0 100.0
Table 55. Monthly Commissions and Appraisal based on ESS Results of Company A, B, C

Satisfied from their Monthly Commissions and Appraisal by the Internal ESS Results.
Company Regulations
Percent
Satisfied 22 59.5 59.5 59.5
Total 37 100.0 100.0
Table 56. Company Regulations based on ESS Results of Company A, B, C
CHRISTOPHER M. LEE
Satisfied with 22 respondents (59.5%), and lastly followed by 15 respondents (40.5%) that
are considered Above Satisfied, from their Company Regulations by the Internal ESS
Results.
Company A, B, C: External Employment Satisfaction Survey (ESS) Results

Percent
Satisfied 13 35.1 35.1 54.1

Valid
Total 37 100.0 100.0
Table 57. Family and Work Balance based on ESS Results of Company A, B, C

(100%) that garnered the highest ESS results in the research survey are considered Above
considered Satisfied, and lastly followed by 7 respondents (18.9%) that are Fairly Satisfied
from their Family and Work Balance by the External ESS Results.

Percent
Satisfied 22 59.5 59.5 78.4

Valid
Total 37 100.0 100.0
Table 58. Employment Career Goals based on ESS Results of Company A, B, C

Satisfied from their Employment Career Goals by the External ESS Results.
CHRISTOPHER M. LEE
to other People
Percent
Satisfied 15 40.5 40.5 48.6

Valid
Total 37 100.0 100.0
Table 59. Personal Relationships to other People based on

ESS Results of Company A, B, C

(100%) that garnered the highest ESS results in the research survey are considered Above
considered Satisfied, and lastly followed by 3 respondents (8.1%) that are Fairly Satisfied
from their Personal Relationships to other People by the External ESS Results.
Percent
Satisfied 30 81.1 81.1 81.1
Total 37 100.0 100.0
Table 60. Lifestyle Satisfactions based on ESS Results of Company A, B, C

Satisfied with 30 respondents (81.1%), and lastly followed by 7 respondents (18.9%) that are
Above Satisfied from their Lifestyle Satisfactions to other People by the External ESS
Results.
Percent
Satisfied 23 62.2 62.2 62.2
Total 37 100.0 100.0
Table 61. Self-Engage Activities based on ESS Results of Company A, B, C
CHRISTOPHER M. LEE
Satisfied with 23 respondents (62.2%), and lastly followed by 14 respondents (37.8%) that
are Above Satisfied from their Self-Engage Activities to other People by the External ESS
Results.
CONCLUSIONS AND RECOMMENDATIONS:
Analyzing job satisfaction surveys can provide valuable insight into the overall well-
being of employees within your organization. These survey data examine various aspects of
employee satisfaction, including job security, work environment, growth opportunities,
compensation, benefits, and work-life balance. We can roughly conclude An important
finding that often appears in job satisfaction research is the strong correlation between job
satisfaction and employee retention. When employees are satisfied with their work
environment, they are more likely to stay with the company for the long term. This can lead
to reduced turnover, reduced recruitment costs and organizational stability.
Additionally, understanding the factors that influence employee satisfaction can help
management identify areas for improvement. For example, if a significant number of
employees are unhappy with their compensation or benefits package, it may mean that the
company's compensation structure needs to be reviewed. Addressing these issues not only
increases employee satisfaction, but also improves morale and productivity. Additionally, job
satisfaction surveys can shed light on the overall health of your organization's culture. By
examining responses related to teamwork, communication, leadership, and organizational
values, managers can gain valuable insight into the strengths and weaknesses of the
company's culture. This in turn allows you to make strategic decisions to create a positive
and inclusive work environment.
Another noteworthy finding from job satisfaction surveys is the impact of employee
engagement on overall satisfaction. Highly engaged employees are generally more
motivated, productive and involved in their work. By measuring engagement through survey
responses, organizations can identify ways to increase employee engagement, such as
offering professional development opportunities, providing recognition programs, and
fostering a sense of purpose in the workplace. In addition, job satisfaction surveys help
organizations track trends over time and compare results across departments or
demographics. By monitoring changes in satisfaction levels and identifying differences
between different groups of employees, management can tailor interventions and initiatives
to their specific needs and preferences. In other words, job satisfaction surveys serve as a
useful tool for understanding the emotions and experiences of employees within an
organization. By analyzing survey data and drawing meaningful conclusions, companies can
increase employee satisfaction, increase retention, foster a positive work culture, and
ultimately drive organizational success.
CHRISTOPHER M. LEE
REFERENCES:
Byham, W.C., Cox, J., Nelson, G. (1996). Zapp! Empowerment in Health Care: How to
Improve Patient Care, Increase Job Satisfaction, and Lower Health Care Costs The
Ballantine Publishing Group, New York.
Carpenter, D. (2000). Help Wanted: Retiring, disillusioned, or lured away by better pay,
nurses and other staff bid hospitals farewell” Trustee vol. 53, no. 8, pp. 17- 20.
Chen, Y., Fulmer, I. S. (2018). “Fine-Tuning What We Know about Employees’

Experience with Flexible Work Arrangements and Their Job Attitudes: Flexible Work
Arrangements.” Human Resource Management, vol. 57, no. 1, Jan. 2018, pp. 1–15.
DOI.org (Crossref), https://doi.org/10.1002/hrm.21849.
DeSantis, Victor S., and Samantha L. Durst. “Comparing Job Satisfaction among Public- and
Private-Sector Employees.” The American Review of Public Administration, vol. 26,
no. 3, Sept. 1996, pp. 327–43. SAGE Journals,
https://doi.org/10.1177/027507409602600305.
Khawrin, M. K., Tolossa, D. N., Sahibzada, A. (2022). Assessment of Job Satisfaction,

Workplace Flexibility, and Employees’ Benefits: A Survey of Selected Public
Universities in Afghanistan. Mar, 2022. VOL.14. ISSUE
https://hrdc.gujaratuniversity.ac.in/Ejournal
Powell, L. (2001). Conducting Hospital Employee Satisfaction Surveys. MS Mountain States

Group, Inc.
Sahibzada, A., Tolossa, D. N., Pandya, H. B. (2022). The Relationship between Job
Satisfaction and the Performance of Employees at Paktia University, Afghanistan. A
Global Journal of Interdisciplinary Studies ( ISSN – 2581-5628 )
The Business Research Lab. (2000). Survey Tips (WWW)

URL:http://www.employeesurveys.com (accessed 9/19/00).
CHRISTOPHER M. LEE
APPENDIX 1:
EMPLOYMENT SATISFACTION SURVEY:
Reminder: Participants must answer the given questionnaire by choosing the best statement online.
Confidentiality: The responses made by the participants will be kept confidential, and it is compliant
by Republic Act 10173 of 2012 - Data Privacy Act of the Philippines.
Part I: Demographic Profile

1.) Age
21 - 25
26 – 30
31 – 35
36 – 40
41 – 45
46 – 50
2.) Gender
Male
Female
3.) Job Rank

Rank on File
Officer Level
Supervisory Level
Managerial Level
4.) Company Department

Human Resources
Accounting / Finance
Marketing / Sales
Production / Operations
Customer / Client Services
IT / MIS
CHRISTOPHER M. LEE
Part II: Employment Satisfaction Survey:
5 = Above Satisfied
4 = Satisfied
3 = Fairly Satisfied
2 = Low Satisfied
1 = Unsatisfied
0 = No Comment
B.) Internal Functions: 5 4 3 2 1 0

1.) Daily Office activities
2.) Compensation and Benefits
3.) Employer to Employee

Engagements
4.) Commissions and Appraisal
5.) Company Regulations
B.) External Functions: 5 4 3 2 1 0

1.) Family and Work Balance
2.) Employment / Career Goals
3.) Personal relationships to

other people
4.) Lifestyle satisfaction
5.) Self -Engage activities
CHRISTOPHER M. LEE

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Employment Satisfaction Survey (ESS) in measuring

and evaluating employee management expectations

The Recruitment and Selection of Employees:

6.) Background check: Employers conduct background checks to verify an applicant's

RECRUITMENT PROCESS SELECTION PROCESS

Job Analysis Job Requirements

Searching for Develop

Interviews and Evaluations and

4.) Leadership Effectiveness survey: The Leadership Effectiveness Survey aims to

STATEMENT OF THE PROBLEM:

Part I. Demographic Profile:

3.) Job Rank:

A.) Internal Functions:

B.) External Functions:

These underlying questionnaire focused on the main attributes of a research

Limitation of the Study:

RESEARCH DATA ANALYSIS:

1.) Descriptive Statistics:

Company Male Female Total % Percentage

Table 1. Respondent’s statistical participation during the research study

Company A: Demographic Profile

Table 2. Descriptive Statistics of Company A

Male 8 53.3 53.3 53.3

Valid Female 7 46.7 46.7 100.0

Total 15 100.0 100.0

Table 3. Gender Statistics of Company A

21-25 2 13.3 13.3 13.3

26-30 6 40.0 40.0 53.3

31-35 3 20.0 20.0 73.3

Valid 36-40 1 6.7 6.7 80.0

41-45 2 13.3 13.3 93.3

46-50 1 6.7 6.7 100.0

Total 15 100.0 100.0

Rank on File 5 33.3 33.3 33.3

Officer Level 5 33.3 33.3 66.7

Valid Supervisory Level 3 20.0 20.0 86.7

Managerial Level 2 13.3 13.3 100.0

Total 15 100.0 100.0

Table 5. Job Rank Statistics of Company A

Human Resources 3 20.0 20.0 20.0

Accounting/Finance 3 20.0 20.0 40.0

Marketing/Sales 2 13.3 13.3 53.3

Valid Production/Operations 2 13.3 13.3 66.7

Customer/Client Services 3 20.0 20.0 86.7

IT/MIS 2 13.3 13.3 100.0

Total 15 100.0 100.0

Table 6. Company Department Statistics of Company A

Company A: Internal Employment Satisfaction Survey (ESS) Results

Daily Job Activities

Fairly Satisfied 7 46.7 46.7 46.7

Satisfied 3 20.0 20.0 66.7

Total 15 100.0 100.0

Table 7. Daily Job Activities based on ESS Results of Company A

Analysis and Interpretation: Table 7 shows that Company A respondents of 15 (100%)

Monthly Compensation and Benefits

Fairly Satisfied 5 33.3 33.3 33.3

Satisfied 9 60.0 60.0 93.3

Total 15 100.0 100.0

Table 8. Monthly Compensation and Benefits based on ESS Results of Company A