| dc.description.abstract | The purpose of this study was to determine the ranks
of motivational and hygiene factors as indicators of job
satisfaction and dissatisfaction among employees of AIIAS
as perceived and desired. The study also attempted to
determine the present emotional disposition of the
employees towards their work as they are grouped according to
levels of job satisfaction and dissatisfaction.
This study is delimited to the perceptions of AIIAS
employees on how Herzberg's ten hygiene and motivation
factors of job satisfaction and job dissatisfaction existed
and are desired. The researcher utitized the descriptive
survey method of research, with the questionnaire as the
main source of data. No sampling technique
all questionnaires were collected from all
(regular workers).
Four research questions were posed for the study. The
findings show that the rank order of motivational and
hygrene factors as indicators of job satisfaction and
dissatisfaction (four are selected, from highest to lowest)
are motivational factors as perceived and. as desired, and
hygiene factors as perceived and as desired.
Conclusions were that all respondents seemed to desire
more than they perceived in some of the ten factors of
Herzberg's theory of motivation (job satisfaction) and
hygiene (job dissatisfaction), and the majority of the
employees perceived that their "job is the best so far" or
either "second best," even though 29.30% of the total
population perceived their present job as "a stepping
stone," "job is not what I want," or "job is way below
expectation."
Based on the findings and conclusions of the study,
the following major recommendations are made:
1) A management audit should be undertaken by the
institution to determine if the right person is assigned to
the right job.
2) A formal as well as informal training program
should be developed, particularly for those in the
secretarial, ancillary services and others who need it.
3) A program for career planning is also to be
desired, to give employees an assurance of a good career
prospect with AIIAS.
4) A performance appraisal to help the administration
implement a fair working atmosphere at AIIAS shourd be
considered.
5) Further upgrading through professional deveropment
of all employees particularly faculty, department heads,
etc., by attendance or sending them to some relevant
professional associations, clubs, or groups. | en_US |
