Job performance and job satisfaction as correlates of organizational commitment among non-teaching personnel of Manuel L. Quezon University / Caroline U. Polet. 6

Thesis (M.A.) -- Pamantasan ng Lungsod ng Maynila, 2005.;A thesis presented to the faculty of the Graduate School of Arts, Sciences and Education in partial fulfillment of the requirements for the degree Master of Arts in Psychology. 56

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ABSTRACT: STATEMENT OF THE PROBLEM: The study focused on the Job Performance and Job Satisfaction as Correlates of Organizational Commitment of the Non-Teaching Personnel of Manuel L. Quezon University. It answered the following questions: 1. What is the profile of the non-teaching personnel in terms of age, length of service, gender and educational attainment? 2. What is the level of organizational commitment among the non-teaching personnel at MLQU as regards: a. Strong belief in and acceptance of the organization's goals and values b. Willingness to exert considerable effort on behalf of the organization c. Strong desire to maintain membership in the organization 3. What is the level of job satisfaction? 4. What is their performance level based professional competence, interpersonal relationship and attendance as indicators? 5. Is there a significant relationship between organizational commitment and age, length of service, gender and educational attainment? 6. Is there a significant relationship of the factors of organizational commitment and job satisfaction and job performance? METHODOLOGY: Descriptive correlational type of research which involved the 161 non-teaching personnel of MLQU as the respondents? Data gathering procedure: Data gathered through the questionnaire technique were analyzed and interpreted through the computation of the mean, weighted average and the chi-square test for relationship. SALIENT FINDINGS: The respondents, most of whom were males, showed that most of their ages fell within the range of 41-45 years and within the range of 45-50 years for female. Educational attainment is necessarily a part of the company's requirement. Forty percent of the respondents completed their four-year course. For the length of the service, majority is within the range of 15-19 years, and the lowest percentage is within the range of 1-4 years. Difference in age, length of service and educational attainment imply varied characteristics, experience, and interest and work attitude in any workplace as well as culture. This culture in their organizational environment can affect the worker's organizational commitment, their behavior, as well as performances as individual and/or groups. Both male and female agree that their jobs provide them the opportunity to be somebody in their communities. Their job performance is significantly related to organizational commitment. CONCLUSIONS: 1. Not all the non-teaching personnel in the employ of MLQU meet the educational requirement as prescribed by the Civil Service Commission particularly at least a HS graduate in educational attainment. 2. The respondents, male and female of varying age, length of service and educational attainment, differed in their perceptions of their commitment to the organization as regards job security, company policies, opportunity for growth among others ranging from disagree, neither agree or disagree and agree. 3. The respondents have different levels of job satisfaction particularly about their future with the organization, assurance of a steady job or security, the opportunity to utilize their skills or abilities. 4. Not all of the non-teaching personnel render satisfactory performance in their jobs, others are unsatisfactory performance in their performance. RECOMMENDATIONS: To further achieve the purpose of this study, the following recommendations were suggested: 1. In consideration of the findings of the study that educational attainment is significantly related to organizational commitment and job performance, a special study plan based on 'learn while you earn' theory; a scholarship program for those with excellent performance; college undergraduates and others with MA units could be an effective motivation and incentive that can contribute to an organizational commitment, job satisfaction and improved employability. 2. It is suggested that the causes and / or reasons why the respondents disagree and / or not sure about certain practices or aspects of their work environment be discussed, company policies and how they are implemented, job placement and pay such as equal pay for equally work. 3. To improve on the level of the respondents' job performance, it is suggested that they be asked to evaluate their performance, which is consistent with values such as self-management and improvement. 4. The non-teaching personnel should take upon themselves and be motivated to be cooperative and be committed in their performance of their role and function with their superiors, peers, students and the service area as a whole. 5. Open communication between employee and management should be more encouraged by conducting an employee dialogue to immediately deal with existing problems. Management should be more open to employees to whatever changes in the organization and receptive to the employees need for opportunities to grow and improve on their performance. 6. Come up with more recreational activities to help divert pressures and stress to a more relaxed interpersonal relationship.

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