Job satisfaction of selected Auto Mechanics in Valencia City, Bukidnon

A study of

Presented
 Chapter 1

Introduction

Background of the study

Despite It’s vide usage in scientific research, as well as in everyday life, there is still
no general agreement regarding what job satisfaction is. In fact there is no final definition on
what job represents. Therefore before a definition on job satisfaction can be given, the nature
and importance of work as a universal human activity must be considered. Hoppock defined
job satisfaction as any combination of psychological, physiological and environmental
circumstances that cause a person truthfully to say I am satisfied with my job (Hoppock,
1935). According to this approach although job satisfaction is under the influence of many
external factors, it remains something internal that has to do with the way how the employee
feels. That is job satisfaction presents a set of factors that cause a feeling of satisfaction.
When establishing the level of job satisfaction, we should focus on how employees feel about
their work and personal relationships in the workplace, and on how leaders influence
employee’s satisfaction. Without a doubt, a satisfied employee is the ultimate goal of every
leader. On the other hand, the goal of every employee is to find the kind of work that matches
their abilities and interest as closely as possible, enable them success, and provides them
opportunities for promotion.

Job satisfaction represents a combination of positive or negative feelings that workers

have towards their work. Meanwhile, when a worker employed in a business organization,
brings with it the needs, desires and experiences which determinates expectations that he has
dismissed. Job satisfaction represents the extent to which expectations are and match the real
awards. Job satisfaction is closely linked to that individual's behaviour in the work place
(Davis et al.,1985). The aim of the study was to determine the level of job satisfaction of
Auto Mechanic and to determine the influence of leadership in job satisfaction aspects, such
as nature of work or supervision.
Statement of the Problem

The main purpose of this study was to evaluate the job satisfaction of selected Auto
Mechanic in Valencia City, Bukidnon.

Specifically it tried to answer the following problems:

1. What are the job satisfaction of the respondents in terms of;

1.1 Salary
1.2 Working Environment
1.3 Benefits
2. What is the personal profile of the respondents in terms of;
2.1 Age
2.2 Sex
2.3 Civil Status
3. What is the significant relationship between job satisfaction and respondents profile?

Objectives of the Study

The study aimed to achieve the following:

1. To determine the Job satisfaction of the respondents

2. To know the personal profile of the respondents
3. To determine the significant relationship between job satisfaction and respondents
profile

Significance of the Study

The results of this study were beneficial to the following groups;

Auto Mechanics. The Auto Mechanics will benefit the results of the study for they will be
able to evaluate their assessment in working organization.

Future Researchers. The result of the study will serve as a reference to future studies
related to this job satisfaction of Auto Mechanics.

Customers.

Scope and Delimitations of the Study

 The study was delimited to the job satisfaction of Auto Mechanics in selected Auto
Shops in Valencia City.

The independent variables involved age, sex, and civil status, while the dependent
variables included the salary, working environment and benefits. The respondents of the
study were in selected Auto Shops in Valencia City, Bukidnon namely;

Definition of Terms

For the understanding of the readers, the following are the major terms used in the
study are operationally defined.

Salary. This refers to the fixed regular payment received by the respondents

Working Environment. This refers to healthy environment and companionship establish by

the respondents.

Benefits. This refers to the money, benefits, and other work incentives given by the
employers to the respondents.
 Chapter II

REVIEW OF RELATED LITERATURE

This chapter presents the review of the literature concerning job satisfaction and
factors affecting occupation of Auto Mechanics working at all Auto Shop. Luthans (1998)
asserts that motivation should not be thought of as the only explanation of behaviour, since it
interacts with and acts conjunction with other mediating process and with the environment.
Luthan stressed that, like the other cognitive process, motivation cannot be seen. All that can
be seen is behaviour, and this should not be equated with causes of behaviour. While
recognizing the central role of motivation, Evans (1998) stated that many recent theories of
organizational behaviour find it important for the field to re-emphasize behaviour.

Motivation has been viewed as a powerful tool that reinforces behaviours and
triggers the tendency to continue (Luthan 1998). In other words, motivation is an internal
drive to satisfy an unsatisfied need and to achieve a certain goal. This view of motivation
reveals that in order to attain assured targets; individual must be satisfactorily energetic and
be clear about their destination. In addition, it serves as a procedure that begins through a
physiological or psychological need and that stimulates a performance set by an objective. It
also shows that motivation is an innate in an individual. It only arises when there is
something to achieve and it has a nexus with human energy to perform. Lack of motivation,
in turn, affects productivity (Atkinson, 1964). In addition,a number of symptoms may point
to low morale: declining productivity, higher incidence of absenteeism and tiredness,
increasing number of defective products, higher number of accidents or a higher level of
waste materials and scrapes. A motivated employee is a loyal employee and to be loyal
implies that the employee supports the actions and objectives of the firm. The appearance of
the job as a whole has, in fact, a bearing on the willingness and quality of an employee‟s
performance. It is noteworthy to know that money is not the only motivator. There are other
incentives, which can also serve as motivators (Luthan, 1998, Dickson, 1973, Herzberg,
1987). In view of this, looking at it from Nigerian perspective, money cannot serve as the
only motivator in a work place. There are many factors that the above authorities mentioned
which include, good working relation, praises, security, encouragement, opportunity for
growth and development etc. Once Nigerian organizations apply these factors, employees
will feel motivated and that will trigger them to do more in the work place in other to achieve
the organizational goals. A Nigeria employee, like any other human resources is a common
person with unlimited needs. Money alone cannot cater for all it needs. The absences of all
these factors were the genesis of employee redundant attitude to work in Nigeria. If money
was the only incentive of motivation, it could have solved the past and present strikes that are
happening mostly in Nigerian tertiary institutions. Motivation involves providing leadership
for subordinates, and requires the ability to inspire them to put in their efforts in achieving the
organizations objectives, by creating good moral or working spirit among employees. The
objective of an organization can be achieved only through the efforts of people. In addition,
people need to be motivated in an understanding way to put in their best. However, what
motivates one person might not motivate another, and therefore for the best results any
manager should understand and, as far as feasible, get to know something about each of
his/her subordinates. Any manager must endeavour to get the best from each individual
member of his/her team or work group, and that might require motivating different members
in different ways, while still motivating the team or group as a whole. It requires the building
of a good “work environment” based on the spirit of trust and cooperation between
management and other personnel. The human resources manager- along with other managers-
has an important role to play in development and maintaining a good working environment.

Among financial, economic and human resources, the latest are more essential and
have the capability to endow a company with competitive edge as compared to others
(Rizwan& Ali 2010). Employee performance fundamentally depend on many factors like
performance appraisals, employee motivation, employee satisfaction, compensation, training
and development, job security, organizational structure and others, but the area of study is
focused only on employee motivation as this factor highly influence the performance of
employees. Employee motivation is one of the policies of managers to increase effectual job
management amongst employees in organizations (Shadare et al, 2009). A motivational
employee is responsive of the definite goals and objectives he/she must achieve, therefore
he/she directs its effort in that direction.

Along with perception, personality, attitudes, and learning, motivation is a very

important part of understanding behaviour. Luthan (1998) asserts that motivation should not
be thought of as the only explanation of behaviour, since it interacts with and acts in
conjunction with other mediating processes and with the environment. Luthan stress that, like
the other cognitive process, motivation cannot be seen. All that can be seen is behaviour, and
this should not be equated with causes of behaviour. While recognizing the central role of
motivation, Evans (1998) states that many recent theories of organizational behaviour find it
important for the field to re-emphasize behaviour. Definitions of motivation abound. One
thing these definitions have in common is the inclusion of words such as "desire", "want",
"wishes","aim","goals", "needs", and" incentives". Luthan (1998) defines motivation as, “a
process that starts with a physiological deficiency or need that activates a behaviour or a
drive that is aimed at a goal incentive”. Therefore, the key to understanding the process of
motivation lies in the meaning of, and relationship among, needs, drives, and incentives.
Relative to this, Minner, Ebrahimi, and Watchel, (1995) state that in a system sense,
motivation consists of these three interacting and interdependent elements, i.e., needs, drives,
and incentives.