Chapter 1

INTRODUCTION

Research Rationale

Human resource is considered to be the most valuable asset and the blood of
any organization. It should be utilized to the maximum extent in order to achieve
individual and organizational goals. It is the employees’ performance which ultimately
decides the attainment of goals. The employee's performance is to a large extent
influenced by motivation and satisfaction. In the world specially at these times wherein
there is an easy access to internet, tapping through all information almost without
boundaries, people can now clearly see, discover and hear for themselves having that
chance to compare what they are currently working at, the scope of work, exposure,
salary and benefits versus what the outside world may be able to offer. This new
globalization and reality need to be understood by employers and supervisors to
develop and maintain a right workforce for the entity's effectiveness.

International studies analyzed the relationship between motivation and

satisfaction of employees and its impact to the performance at work. Low wages and
salaries, physical working conditions, low status positions and tiring jobs are among the
common reasons that cause problems in service and private sectors and businesses
(George & Jones, 1996). These problems result in the change of decisions and the
employees’ great recession. This is why motivation and satisfaction play an important
role.

Happy employees tend to be more motivated and satisfied in the job (Beck,
1983). This enables them to perform at their highest potential at work. A motivated
workforce means a highly productive staffs. Motivation as a human psychological
characteristic adds to a person's degree of commitment and affects both the acquisition
of people's skills and abilities; to the extent to which they utilize these capacities.
According to Spector (2003), there were two types of motivation. The first one motivates
a person in the direction of a type of behavior among all other behaviors and the second
one is that the individual achieves motivation with the strong desire to achieve a certain
goal which is derived from personal needs. It is then expanded to variables including
relationship between colleagues and supervisors, achievements, realization of rewards
among other related variables. In relation, job satisfaction is how one feels about one's
job. An employee who expresses satisfaction is said to have a positive attitude toward
the job. It includes a few distinct variables for example, satisfaction with pay,
advancement opportunity, incidental advantages, job security and the significance of the
jobs. These may impact significantly on their personal, social work lives and as such
also influence their behavior at work. According to the results of a research study by
Murhadi (2013) focusing on the employees of a private company (IBM), motivation
factors correlate with satisfaction distributed to various demographic variables.

Like other developing country, Philippines, is not far from embracing the reality
that a good and effective workforce is crucial for an entity or a firm. Consisting of
businesses, organizations and institutions, employees should be utilized but being a
developing country, the educational institutions also play a vital role in the country's
progress. Thus, teachers and staffs are the life blood of the country's daily educational
operations. This needs to be realized in local regions of this nation. Are teachers
motivated and satisfied in their jobs? Employee motivation is regarded as instinctive
force that was molded by a set of personal and workplace characteristics that drive the
particular need and motivation of the workers.

The Department of Education in the national and provinces also share the same
mandate that is to serve the teachers with efficiency. But how are they motivated to do
their respective jobs? It is definitely reliant on the level of satisfaction.

Just like other districts within Southern Leyte, the district of Macrohon also has
teachers that longs for motivation and job satisfaction since some employees may share
the same problem of being less motivated and satisfied. This study then focuses on
assessing the level of satisfaction of the teachers in our locality, Macrohon District
specifically in Villa Jacinta National Vocational High School. This is to identify the
association between the employee motivation and job satisfaction through the use of
statistical measurements extended to varying demographics and review related theories
and studies. This study will also assess on the level of motivation and satisfaction of
employees that whereby will be basis for further related researches. This would also
help employers of any organization and related beneficiaries to be aware of motivation
and satisfaction as vital factors for a better performance at work and efficient
organizational productivity. There are no previous studies on the assessment of the
teachers’ motivation and satisfaction in the research locale. Hence, this study was
conducted.

Statement of the Problem

This study aims to assess the correlation between employee job satisfaction and
employee motivation. This will be conducted among the teachers in Villa Jacinta
National Vocational High School during the months of July to September, 2019. The
result of this study will help the head of schools to consider motivation and satisfaction
as crucial factors in the educational institutions.

Specifically, this study aims to answer the following sub problems and hypothesis:

1. What is the demographic profile of the respondents in terms of:

1.1 age;

1.2 sex;

1.3 educational level; and

1.4 length of service

2. What is the level of description of employee job satisfaction in terms of:

2.1 salary and other benefits;

2.2 relationship with co-teachers;

2.3 relationship with the Head of School;

2.4 freedom to one's opinions, and

2.5 job security
 3. What is the level of description of employee motivation in terms of:

3.1 work; and

3.2 synergy

Statement of Hypothesis

There is a significant association between employee job satisfaction and

employee motivation.

Significance of the Study

The output of this study would aid school heads to value employee motivation
and satisfaction as forces that would enhance the performance of teachers with respect
to their assigned tasks. This would also serve as basis to help higher personnel of the
Department of Education to be resolute in the gathering of information and raising their
consciousness on how to satisfy teachers to exert their best efforts. Heads of school or
heads of educational institutions would be aided in the way that through this study, they
would learn about their roles on how to enhance the performances of the teachers. This
would give them insights that motivation and satisfaction as related subjects in
employees' performance are essential to achieve a good institutional goal and develop
a good institutional culture. Teachers on the other hand would benefit from this study by
acquiring information about self-motivating factors that would affect their satisfaction
toward their works at school.

This study contained literatures that were interrelated with respect to motivation
and satisfaction of employees. The examined literatures and the output of this study
would serve as basis for further related studies.
Scope and Delimitations

This study would determine the association between employee job satisfaction
and employee motivation of teachers in Villa Jacinta National Vocational High School.
This was conducted within the months of July to September, 2019. The primary data
gathering instrument used was the distribution of researcher-made questionnaire-
checklists.

The findings from this study would be taken from 35 sample respondents. The
number of respondents was limited due to the time constraint of the teachers.

The result of this study was derived from the views and perspectives of the
respondents with regard to salary and benefits, relationship with the head of school and
colleagues, freedom at work, job security, synergy and the work in overall that they tend
to specify.

This study therefore cannot be generalized to reflect the level of satisfaction and
motivation of all teachers in other schools due to the differences in the individual
preferences or expectations.

Definition of Terms

The following terms are defined conceptually and operationally:

• Age
This is a demographic variable that is used in the study which refers to the length
of time the teachers existed. This may affect their level of motivation and satisfaction.

• Correlation
This refers to the relationship or association of two variables in the study:
motivation and satisfaction.
• Co-teachers
This refers to the other teachers who worked in the same school.

• Educational level
This is a demographic variable that is used in the study which refers to the
educational attainment of the teacher that would possibly affect his or her level of
motivation and satisfaction.

• Freedom to one's opinions

This is a sub-variable under satisfaction that refers to the freewill of teachers to
express their opinions and insights at work which is respected by the principal and co-
teachers.
• Head of School
This refers to the person that is in charge in supervising the teachers of a specific
school.
• Job Security
This is a sub-variable under satisfaction which focuses on the teachers' feeling of
security at work, safety of the workplace and its capability to ensure the safety of the
workers. Job security refers to the benefits for safety which includes individual safety
and workplace safety that the teachers of VJNVHS feel in the workplace.

• Length of service
This is a demographic variable used in the study that refers to how long the
teacher is working in the job.

• Villa Jacinta National Vocational High School

This is the setting where the research was conducted.

• Motivation
 This is a main variable of the study which refers to the internal force that drives
an employee (teacher) to a decision of taking action for the job assignment.

• Questionnaire-checklist
This refers to the instrument being used in the study as the data gathering
method.

• Salary and other benefits

This is a sub-variable under satisfaction that involves financial incentives,
rewards and benefits that the teachers receive for the job being done.

• Satisfaction
This is a main variable of the study that refers to the assessment of the teacher
toward his or her job influenced by various satisfaction factors.

• Sex
This is a demographic variable of the study that refers to the attribute of the teacher on
whether male or female that may affect their level of motivation and satisfaction.

• Synergy
This is a sub-variable under motivation which refers to the foundation of the
teacher's relationship to the Principal and his or her colleagues.

• Teachers
This refers to the employees at school and the respondents of the study being
conducted.
 Demographic Variables
• Age • Educational Level
• Sex • Years of Service

Conceptual Framework Level of Satisfaction in terms

Degree of Motivation in of:
terms of: Figure 1
• Salary and Other Benefits
• WorkSchematic Diagram ofProcess:
the Degree of Motivation and Level of Satisfaction of
• Relationship with the Head of
• Synergy Teachers in Villa Jacinta National
• Data gathering
Vocational High School
School

• Data analysis • Relationship with co-teachers

• Interpretation of data • Freedom to one's opinions

• Job Security

Output:
• Improved work performance
• Better relationship with the Head of
School
• Better relationship with co-employees
• Attainment of targeted workplace goals
 The major variables of this study are motivation and satisfaction distributed to the
selected demographic variables.

The paradigm tended to assume that there is a significant association between

motivation and satisfaction as factors for the attainment of goals and improved work
performance of teachers in Villa Jacinta National Vocational High School.

Chapter 2

REVIEW OF RELATED LITERATURE

On Motivation
Robbins et al. (2007) defined motivation as the willingness to exert high levels of
effort to reach organizational goals, conditioned by the effort’s ability to satisfy some
individual need. Ebert and Griffin (2015) defined motivation as the set of forces that
cause people to behave in certain ways, hence motivation pushes people to act and
achieve. Motivation is an inner state that energizes, activates or moves and that directs
or channels behavior towards goals (Berelson & Steiner, 2014). However, managing
people is a difficult task, as everyone is different, and there is no universal recipe on
how to motivate an individual and increase productiveness at work. As it was noted by
Joshi (2013), what motivates one individual, does not necessarily motivate another.
Moreover, no individual can motivate others to do something, he can only create
favorable conditions for others to get self-motivated (Taylor, 2007). Showing employees
that you care about them creates a more pleasant atmosphere at a workplace and it
does not necessarily have to involve huge gestures, it is the attitude that counts. Small
things such as providing coffee and tea at everyone’s disposal matter a lot and do not
require a huge effort nor investment. Motivation, in brief, is not the simple result of
anything that a supervisor (or anyone else) does to other people (Gellerman, 2008). For
an organization to exist, there is assumed to be a goal or purpose that is sufficiently
wanted or needed to generate or motivate human energy in its achievement (Mee,
2013). From the point of view of a manager, a motivated person works hard, sustains a
pace of hard work, and has self-directed behavior toward important goals.

On Work
Work motivates an employee (Balarieve 2015). Work itself is being able to apply
various skills during the working process; opportunities to gain skills and knowledge;
having a job that is not mundane, but appealing and inspiring – all this is commonly
known to help an individual stay motivated and devoted to a workplace (Serrie 2014).
Managers and employees have the responsibility to make sure that the work place can
be the best that it can be. It has been explained what the managers can do to make
sure that employees are happy and motivated, but employees also have a responsibility
to make sure that they accepting the motivation from within. Employees need to open
themselves up to the examples of communication, coaching, challenging, and
recognition (Baldoni, 2009). A work place environment is more likely to succeed if all
parties are willing to participate. Work also is connected with security.

On Synergy
Another motivation factor is synergy. There were many researches usually
focused on the relationship between job satisfaction with self-autonomy, promotion or
incentive system or other external factors. However some of the studies also found that
the social factors such like the relationship with customer, colleague or management
and surrounding environment also played an important role towards job satisfactions.
More frequent communication with other people would have stronger effect on job
satisfaction. Employees might not get satisfaction through working autonomy, promotion
or other external factors, but through the good social relationship and interaction with
surrounding people, the satisfaction level might recover. Social support not only
predicted satisfaction beyond the task and knowledge characteristics, but it was also
unrelated to training and compensation requirements, so it is kind of a no-cost
improvement (Meyers, 2007). Jex (2012) indicated that when an individual works with
team, a positive attitude towards their job would be generated, especially when his or
her work was satisfied by surrounding people, the job satisfaction level would be raised.
But once the job has been denied by team members, the job satisfaction level would be
dropped. Thus a company needed to train its employees to face the social situation
positively.

On Job Satisfaction
Job satisfaction on the other hand can be defined as the overall effect that one
person has towards his job (Arnold and Feldman, 2006) or was a summary of employee
attitudes towards a multi-faceted job (Veck, 2013). Sempane, Rieger and Roodt (2007)
describes job satisfaction as a relation on one person's own assessment on his job
against the matters and concerns that matter to them, and these sentiments and
emotions involved will considerably have an influence on the person's work attitude. Job
satisfaction is a worker's sense of achievement and success on the job. It is generally
perceived to be directly linked to productivity as well as to personal well-being. Job
satisfaction implies doing a job one enjoys, doing it well and being rewarded for one's
efforts. Job satisfaction further implies enthusiasm and happiness with one's work. Job
satisfaction is the key ingredient that leads to recognition, income, promotion, and the
achievement of other goals that lead to a feeling of fulfillment (Kallski, 2007). It refers to
the attituted and feelings people have about their work. Positive and favorable attitudes
towards the job indicate job satisfaction. Negative and unfavorable attitudes towards the
job dissatisfaction (Armstrong, 2006). It is also the collection of feeling and beliefs that
people have about their current job. People's levels of degree of job satisfaction can
range from extreme satisfaction to extreme dissatisfaction. In addition to having
attitudes about their jobs as a whole. People also can have attitudes about various
aspects of their jobs such as the kind of work they do, their coworkers, supervisors or
subordinates and their pay (George et al, 2008).

On Job Satisfaction and Salary and Other Benefits

Employees can be satisfied financially and non-financially (Roberts 2010). The
most common financial reward is either a cash bonus or a salary raise. More than half
the employees surveyed by the Society for Human Resources Management in 2009
said that benefits and compensation are important. With the recent economy,
compensation may be more important, but it may not serve as a strong motivator and
satisfactor for all. A cash bonus is extra payment on top of the regular salary to
encourage employees to work harder and meet company goals (Horbert 2011). A bonus
motivates the employee to understand exactly what the organizational goals are as well
as to be a productive employee and make sure the goals are met. There are certain
deadlines for bonuses which are usually around Christmas time or in the summer.
Bonuses benefit the employee as well as the employer. The employee receives money
that they would have not had and the employer gets the best work possible from the
employee. An increase in the employee’s salary is called a raise. Raises are usually
done once or twice a year. These raises are based on performance, sales, and many
other factors that are important to the specific organization. Raises are usually a
percentage of the current salary. Raises are also associated with promotions.
Promotions and raises motivate employees to be on their best behavior and perform at
the top level (Necks 2013).

On Job Satisfaction and Relationship with Co-employees

Another good way to provide motivation as well as a since of cohesion to a group
is to allow the employees to work in teams and develop relationships with other workers
(Luther 2012). This is great for a task that takes different people with different skill sets.
It allows employees from a range of departments to work together and become a group
with a mission. The team is responsible for the decisions made, so they have to work
together (Rezeley & Mere 2016). Being appointed to the group is a form of non-financial
motivation because it can be a prestigious accomplishment to be part of working
groups. This gives each employee the opportunity to demonstrate their talents to the
whole organization (Smith 2007).

On Job Satisfaction and Relationship with the Head of Office

Scott (2005) noted that good working environment means employees want the
same condition in work lines as management, they need challenge, support from
superiors equally, workplace, friendly coworkers and respect. To have a good working
environment, managers have to trust them and value them when they fail, they must
know that the managers will have a defined process to help them get back on track.
Finally, managers need to listen to them and accept their workplace ideas. Thus to
better understand how to motivate employees, Managers should understand the basic
theories of motivation (Judge & Church, 2009).

It is also important to recognize the employees. There are many different ways to
conduct effective recognition. The most basic way is to give a verbal compliment to the
employee. This could be an acknowledgement of job well done or a particular action
that the employee did that benefited the organization. The compliment could be done in
public or in private.

On Job Satisfaction and Freedom to One’s Opinions

There's a difference between having freedom at work and knowing what to do
with it. In the workplace, giving employees the room to reach their objectives in the
ways they see fit can be a solid leadership move -- if done right. But as challenging as it
can be to define what exactly freedom means, it can be equally challenging, and weirdly
paradoxical, to define its boundaries. Freedom in the workplace can be the ability to
keep non-traditional hours, work from home, take unlimited vacation days, exercise
creativity in how to approach immediate job goals, or otherwise (Jones, 2014). As far as
why companies both large and small are considering or embracing employee autonomy,
the reasons run the gamut. There is mounting evidence that suggests employees who
exercise autonomy regularly at work are happier and more productive. The right
workers in the right role can transform an entire department--maybe even an entire
organization--but only if their ability to act on their intuition and creativity is unleashed.
According to Doody (2007), "People don't just want a job anymore; they want a fulfilling
job". Fulfillment at work comes with the freedom to make decisions and own your
position. Employee empowerment breeds elevated customer service, because
everyone treats their job like it's their own company. Because of the work the
employees do, “freedom” takes on a very specific meaning that is completely separate
and far more distinct than “independence”. Freedom means the ability to wipe the slate
clean (Thakur, 2007). Nothing makes one happier than the sense of freedom. When the
sense pervades a workplace, you have a bunch of happier colleagues around.

On Job Satisfaction and Job Security

 Security is another non-financial motivator that can be used in the workplace.
This security is used in all senses. Employees want to feel that their job is secure and
will be there in years to come. This allows them to freely work and have to worry about
what will happen if they lose their job. It motivated the employees to work their hardest
because they are sure their work is benefiting the company. Security is also used in the
physical sense. Employees do not want to feel as though they are in danger while they
are at work (Manson 2016).
A satisfied and motivated work force can undoubtedly help sustain productivity.
Locke (2006) lists some individual characteristics of workers which can affect their level
of satisfaction. They include demographic factors like: age, sex, education and length of
service.

On Age
The majority of studies on the relationship of age and job satisfaction have found
some association between employee age and job satisfaction (Herzberg et al., 2007;
Clark et al., 2009). Job satisfaction is U-shaped in age, with higher levels of morale
among young workers but that this declines after the novelty of employment wears off
and boredom with the job sets in. Satisfaction rises again in later life as workers
become accustomed to their role. In contrast, other studies report a linear positive
relationship based on age (Lee and Wilber, 2006).

On Sex
Ajala (2014) posit that sex may affect work role and job satisfaction such that
women and men have different perceptions and expectations toward work.

On Educational Level
Also, education increases job satisfaction. The provision of training will foster an
increase in professionalism and further exploitation of management methods, whereas
a lack of training can cause frustration and lack of job satisfaction (Wright and Davis,
2013). Well-trained individuals know the scope expectations and dept of their jobs and
will be able to add building blocks to their professionalism as they progress through their
careers (Priti, 2009).
On Length of Service
Regarding length of service, the underlying assumption appears to be that
dissatisfied workers resign while satisfied ones stay with the organization (Oshagbemi
2005). Other explanations are that workers tend to adjust their work values to the
conditions of the workplace, resulting in greater job satisfaction (Baldamus 2007), or
that workers who experience little responsibility, interest, recognition or achievement are
more likely to experience dissatisfaction and leave the organization (Savery, 2006).
Workers with longer service may experience higher satisfaction because they have
found a job that matches their needs (Clark et al., 2016), or find opportunities for
promotion which might lead to higher job satisfaction (Kalleberg and Mastekaasa,
2011). However, longer tenure in a job may result in boredom and lower levels of
satisfaction (Clark et al., 2006).

Chapter 3

RESEARCH METHODOLOGY

Research Design

The research design employed for this study was quantitative, correlation
and descriptive. It was used to measure how employee motivation correlates with
employee job satisfaction. It was quantitative since it involved collection, analysis and
interpretation of numerical data. Correlation refers to the association between variables:
motivation and satisfaction. Descriptive is used to describe the demographic profile of
the respondents such as age, gender, educational level and length of service.

Research Respondents

Villa Jacinta National Vocational High School was chosen as the setting of the
study. A sample of 35 teachers was selected to be the respondents of the study from
the Junior High School and Senior High School Department. The number of
respondents were distributed among selected demographic variables as follows:

Table 1
Distribution of the Respondents
Department Number of
Sample
Junior High School 20
Senior High School 15

Research Locale

Figure 2

Villa Jacinta National Vocational High School Map

Concerning with the employees' level of motivation and satisfaction as factors for
a good and quality education, Villa Jacinta National Vocational High School is chosen
as the setting of this research study.
 The school campus is located approximately 30 meters from the national road of
Lower Villa Jacinta, Macrohon, Southern Leyte. It is vast that it covered a total land area
of 8 hectares.

Research Instrument

For the collection of data, research-made questionnaire-checklists was used.

The questionnaire is consisting of three parts with a total of thirty-one items designed for
employee motivation and satisfaction. Part one is composed of four items that focused
on the demographic variables namely age, gender, educational level and length of
service. Twenty-seven items focused on the factors under employee motivation: work
and synergy and job satisfaction: salary and other benefits, relationship with co-
teachers, relationship with the Head of School, freedom to one's opinions and job
security. These variables and sub-variables were measured through a Likert Scale.

Data Gathering Procedure

The data are collected through the use of researcher-made questionnaire-
checklist through a likert scale. After the collection of data, the codification and
numbering of the information was done. After the codification of data, master sheet of all
the variables was prepared manually. Subsequently, this data was solved by the
researchers through the consultation of a statistician. Frequencies were counted for
calculating percentages for further analysis and interpretation. After the analysis of the
data, the results were presented in tabular form and after obtaining the results the
sequences of tables were adjusted to include them into the chapters according to the
specific objectives of the study. Finally the interpretation of the data was done as per
the available results after tabulation. With the help of analysis and interpretation of data,
the main findings and recommendations were laid down.
Statistical Treatment

 DETERMINING THE PERCENT SHARE OF AN ITEM (R)

 R= ( nf ) 100
Where: f – frequency of an item
n – total number of observations

 DETERMINING THE WEIGHTED MEAN (WM)

WM=
∑ fw
n
Where: f – frequency
w – weighted score
n – sample size

 DETERMINING THE SIGNIFICANT RELATIONSHIP

CHI-SQUARE (X2)/FISHER’S :
k
X2 
o  e 
i i
2

i 1 ei

Where: oi – observed frequency

ei - expected frequency
Questionnaire

Research Study on the Correlation Between Employee Job Satisfaction and Employee
Motivation
You are one of the chosen respondent of the study which focuses on the correlation between employee
job satisfaction and employee motivation of teachers. We humbly ask that you will provide the answers
and information stipulated on the checklist as honest as possible and rest assured that pertinent
information will be treated with utmost confidentiality. Thank you very much.

PART I. Demographic Profile

Direction: Please mark (✓) the circle that would correspond your answer.

1. Age (in years) 2. Sex

20-30 Male
31 and above Female
3. Educational Level
Graduate Study Undergraduate Study
Finished Four to five-year course
On-going Two-year course or Vocational Study
4. Length of Service
0-5 years more than 10 years
 6-10 years
PART II. Level of Satisfaction
Direction: Please mark (✓) the box that indicate the extent to which you are satisfied in terms
of:
Particular Very Not
Satisfied Satisfied Satisfied
(3) (2) (1)
A. Salary and Other Benefits
1. The salary you receive for your current position
2. Your bonuses
Particular Very Not
Satisfied Satisfied Satisfied
(3) (2) (1)
3. Your salary raise
4. Retirement benefits
5. Medical assistance
6. Other benefits offered ( )
B. Relationship with co-teachers
1. The teamwork with your co-workers
2. The treatment you receive from other
employees
3. The communication between you and other
workers in your assigned office
C. Relationship with the Head of School
1. The treatment your receive from your head
2. The communication from employees to the
Head of School
3. The communication from Head of School to
employees
4. The clarity about what your Head of School
expects you to do regarding your job
5. The atmosphere of teamwork your Head of
School promotes
D. Freedom to one's opinions
1. Your right to express opinions toward the job

2. The active consideration your head/supervisor

gives you for your suggestions
 3. Your colleagues acceptance of your
perspectives at work
E. Job Security
1. The workplace's safety
2. The security you feel at work

PART III. Degree of Motivation

Direction: Please mark (✓) the box that indicate the extent to which you are motivated in terms
of:
Particular Highly Not
Motivated Motivated Motivated
(3) (2) (1)
A. Work
1. Your right to be creative at work
2. Your freewill to achieve a specific task
3. The workplace in overall
4. The salary and other benefits you receive for
the work done
D. Synergy
1. The relationship between you and your
principal or head of school
2. The communication between you and your
colleagues
3. The equal treatment you receive from your
principal or head of school
4. The positive appraisal you receive from
your principal or head of school for a job well
done
September 9, 2019

Mr. Reynaldo Rosario

School Head
Villa Jacinta National Vocational High School
Villa Jacinta, Macrohon
6600 Southern Leyte
Dear Mr. Rosario:

We, the Technical Vocationl and Livelihood (TVL) Grade 12 Automotive students of Villa
Jacinta National Vocational High School are currently conducting a research entitled
"Correlation Between Employee Job Satisfaction and Employee Motivation," as
requirement for the Practical Research 102 subject under the advisory of Mr. Dennis
Bernades.
In line with this, we have chosen Villa Jacinta National Vocational High School as our
research domain and teachers will be randomly selected as our respondents. Hence,
we humbly ask for your permission that questionnaire-checklists will be distributed to
them. Rest assured that pertinent information will be treated with utmost confidentiality
and anonymity. The result of this study will be given to you should you deem.
We hope for your consideration on this matter, and that it will be highly appreciated.
Thank you and God bless.

Respectfully yours,
Archie C. Cerro
Research Group Leader

Noted by: Approved by:

Mr. Dennis Bernades Mr. Reynaldo Rosario

Subject Teacher School Head
September 10, 2019

Mr. Reynaldo Rosario

School Head
Villa Jacinta National Vocational High School
Villa Jacinta, Macrohon
6600 Southern Leyte
Dear Mr. Rosario:

We, the Technical Vocationl and Livelihood (TVL) Grade 12 Automotive students of Villa
Jacinta National Vocational High School are currently conducting a research entitled
"Correlation Between Employee Job Satisfaction and Employee Motivation," as
requirement for the Practical Research 102 subject under the advisory of Mr. Dennis
Bernades.
In line with this, we have chosen Villa Jacinta National Vocational High School as our
research domain and teachers will be randomly selected as our respondents. Hence,
we humbly ask for your permission that questionnaire-checklists will be distributed to
them. Rest assured that pertinent information will be treated with utmost confidentiality
and anonymity. The result of this study will be given to you should you deem.
We hope for your consideration on this matter, and that it will be highly appreciated.
Thank you and God bless.

Respectfully yours,
Archie C. Cerro
Research Group Leader

Noted by: Approved by:

Mr. Dennis Bernades Mr. Reynaldo Rosario

Subject Teacher School Head