Organizational Culture's Impact on Employee Job Satisfaction

THE IMPACT OF ORGANIZATIONAL CULTURE ON THE
JOB SATISFACTION OF THE EMPLOYEES IN THE MUNICIPALITY OF TIAONG,

QUEZON
Ma. Bernadeth S. Bonecile

Gemyl Gyl P. Boongaling
Southern Luzon State University

College of Business Administration
December 2016
BIOGRAPHICAL SKETCH
Name: Ma. Bernadeth S. Bonecile
Birthdate: July 10, 1996
Birthplace: Lucena City
Permanent Address: Blk 1, Lot 8, Welmanville Subd., Brgy.
Bocohan, Lucena City
Contact Number: 09954584090
Email Address: ernbonecile@yahoo.com.ph
Educational Background:
School/University Inclusive Years
Camp Nakar Elementary School 2003-2009
Quezon National High School 2009-2013
Southern Luzon State University 2013-2017
Affiliations:
Public Administration League of Students (PALS)

Member
2013-2017
BIOGRAPHICAL SKETCH
Name: Gemyl Gyl P. Boongaling
Birthdate: April 6, 1997
Birthplace: San Pablo City, Laguna
Permanent Address: 1st St. Villa Consolacion Subd.,
Lusacan, Tiaong, Quezon
Contact Number: 09065283671
Email Address: gemygylha@gmail.com
Educational Background:
School/University Inclusive Years
Gaudete Study Center Inc. 2003-2009
Lusacan National High School 2009-2013
Southern Luzon State University 2013-2017
Affiliations:
Public Administration League of Students (PALS)

Member
2013-2017
AKNOWLEDGEMENT
The researchers are highly grateful to Almighty God for providing this opportunity to
pursue this study and for giving them wisdom, strength, and guidance throughout the challenges.
With great pleasure, a grateful acknowledgement is hereby extended to the following
remarkable individuals who have provided the researchers the support, guidance and contribution
to complete the study:
Mrs. Sarah Dane B. Lising, research adviser, for her excellent guidance and for
providing necessary and valuable suggestions for the improvement of the study;
Mr. Eriberto A. Casiño, chairman of the oral examination committee and Public
Administration Program and research subject professor, for the support and constructive
criticisms during the oral defense shared to the researchers for the improvement of the study;
Prof. Wendell M. Pangilinan, panel of the oral examination committee, for the support,
constructive comments and suggestions that contributes to the study;
Prof. Rene P. Zubieto, panel of the oral examination committee, for the insightful
comments, support, opinion and suggestions for the improvement of the study;
Mr. Jedfrank S. Marqueses, for giving valuable time, effort and knowledge to help the
researchers in their statistical treatment;
Dr. Joanna Paula A. Ellaga, Dean of College of Business Administration, for the
approval to conduct this study;
Hon. Ramon A. Preza, Municipal Mayor of Tiaong, Quezon, for the approval to conduct
the study;
Respondents, for their time, cooperation and effort during the conduct of the study;
To all our friends and classmates, for the encouragements of not to give up on this study;
Their families, for the abiding love and support that gives them the courage to finish every
step of the way

DEDICATION
I whole-heartedly dedicate this work to my family and friends, to my mother Editha
Bonecile and to my father Roman Bonecile Jr., for their unwavering support
and bestowing love that made me the person I am becoming to be, to my
sisters Katherine and Mary Joy for all their boundless support,
to my of friends, for sharing their moral support and love
to make this research and most especially
to Almighty God for His love and
divine grace that gives me
strength and spiritual
guidance.
MBSB
DEDICATION
For always making me feel loved and blessed, thank you
family and friends. To my Mom and Dad, thank you
for your unmeasurable love, understanding and
support. Thank you for bringing in the best
of me. Most importantly, thank you
dear God for never leaving
my side and flowing me
with your abundant
blessings.
GGPB
TABLE OF CONTENTS
Page
Title Page.…………………………………………………………..................... i
Biographical Sketch ……………………………………………….…............... ii
Approval Sheet ……………………………………………………………....... iv
Dedication…………………………………………….......................................... vi
Acknowledgement …………………………………………………………..... vii
Table of Contents ……………………………...................................................... viii
List of Tables…………………………………………………………………… ix
List of Figures………………………………………………………………….. x
List of Appendices…………………………………………………………….. xi
Abstract ……………………................................................................................ xii
Chapter I INTRODUCTION
Background of the study ……………………………………………...... 2
Objectives of the study ……………………………………………......... 4
Significance of the study ……………………………………………...... 5
Scope and limitation ………………………………………………......... 6
Definition of terms …………………………………………………....... 6
Chapter II REVIEW OF RELATED LITERATURE AND STUDIES

Research Paradigm…………………………………………………….... 20
Chapter III METHODOLOGY

Research Locale.…………………………………………………............ 21
Research Design.………………………………………………................ 21
Population and Sampling……………......................................................... 22
Research Instrument.…………………………………………….............. 22
Data Gathering procedure.…………………………………….................. 23
Statistical Treatment.…………………………………………….............. 24
Chapter IV RESULT AND DISCUSSION

Presentation, Analysis and Interpretation………………………………… 26
Chapter V SUMMARY, CONCLUSION AND RECOMMENDATIONS

Summary …………………………………………………........................ 39
Findings ……………………………………………………..................... 40
Conclusions …………………………………………………................... 42
Recommendations …………………………………………..................... 43
Literature Cited…………………………………………………………. 44
Appendices……………………………………………………………… 46
LIST OF TABLES
Table Page
1. Percentage Distribution of the Current Organizational

Culture Assessment Instrument …………………………………………… 26
2. Percentage Distribution of the Preferred Organizational
Culture Assessment Instrument ………………………………………….… 27
3. Mean distribution of the Job Satisfaction in terms of Pay ………………….. 28
4. Mean distribution of the Job Satisfaction in terms of Promotion …………... 29
5. Mean distribution of the Job Satisfaction in terms Supervision ……………. 30
6. Mean distribution of the Job Satisfaction in terms
Fringe Benefits ………...................................................................................... 31
of Contingent rewards …………………………………………………….... 32
of Operating conditions …………………………………………………….. 33
of Co-workers ……………………………………………………………….. 34
10. Mean distribution of the Job Satisfaction in terms of Nature of Work …….. 35
11. Mean Distribution of the Job Satisfaction in terms of Communication …..…36
12. Significant differences on the current six key dimensions of
organizational culture and job satisfaction ………………………………….. 37
13. Significant differences on the preferred six key dimensions of
organizational culture and job satisfaction …………………………………. 38
LIST OF FIGURES
Figure Page
1. Relationship of Organizational culture and Job Satisfaction in the

Municipality of Tiaong, Quezon………………………………………… 19
2. Likert’s Scale for Job Satisfaction ……………………………………… 25
LIST OF APPENDICES
Page
Appendices
Appendix A- Letter to Conduct the Study ………………. 47
Appendix B- Letter for the Respondents ……………….. 49
Appendix C- Questionnaire …………………………….. 50
Appendix D- Language Critic’s Certification…………... 55
Appendix E- Certification of Originality……………….. 56
Chapter I
INTRODUCTION
Municipalities are the institutions closest to the public because the duty of
municipalities directly affects the daily lives of the people. Thus, it is important that
municipal services are appreciated by the people. A municipality seeks to produce goods
to sell and give services but does not seek profit. Municipalities are public legal entities.
Improving socio-cultural and technological conditions have increased people’s
expectations from municipalities. People’s expectations in improving the socio-cultural
and technological conditions in a municipality have increased. The municipality’s duties
are to provide services to the people equally taking precautionary measures, to fulfill the
services of the municipality according to people’s expectations and supervise the services.
To develop an organization that has the competitive advantage of value-based, the
management needs to pay attention to its organizational culture.
Uha (2013) states that organizational culture is values that holds true of human
resources in carrying out the obligations and behavior in the organization.
Every organization has its own unique personality just like every individual. And
the organization’s personality is referred to as its culture. Organizational culture is an
invisible but powerful force that influences the members of its group.
Members of the organization have their own work to attend to and it is common to
know the level of their job satisfaction.
Job satisfaction is a needed by someone in doing their work, because if the work is
Im pact of O rgani z ati onal Cul ture on Job S ati sf act i on |2
able to bring satisfaction, then the employee will do their job well and produce good
performance at their work. Robbins (2007), theoretically there is three reasons for the
importance of the job satisfaction in the organization. Unsatisfied employees do not care
with the work and possibly resign is the first. Second, satisfied employees have better
health and long life. Third, satisfaction to the job will be brought into life outside the
work.
Organizational Culture and Job Satisfaction has often been related to each other
since the organizational culture is said to be a factor that affects the level of satisfaction of
the employees.
This study analyzes the concept of organizational culture, job satisfaction and the
impact of organizational culture on the job satisfaction among the employees of the
Municipality of Tiaong, Quezon.
Background of the Study
Everyone comes from different raises. They have different environments that affect
their ways of living. With these, people accumulated different beliefs, norms and values
which are elements of a culture. These elements composed the so-called culture are
accumulated and practiced by every people in the society.
Culture affects the behaviors of the member in its society. So a strong
organizational culture would clearly influence the way employees behave in a firm. That is
to say the organizational culture may generate competitive advantages for the organization
by enhancing employees’ performance and cooperation with each other. Besides that, a
strong culture helps to reduce the conflict within the organization, to dispatch, control and
motivate employees. (Dawson, 2010, Schein, 2010, McKenna, 2012).
Everyone comes from different raises. They have different environments that affect
their ways of living. With these, people accumulated different beliefs, norms and values
which are elements of a culture. These elements composed the so-called culture are
accumulated and practiced by every people in the society.
Culture affects the behaviors of the member in its society. So a strong
organizational culture would clearly influence the way employees behave in a firm. That is
to say the organizational culture may generate competitive advantages for the organization
by enhancing employees’ performance and cooperation with each other. Besides that, a
strong culture helps to reduce the conflict within the organization, to dispatch, control and
motivate employees. (Dawson, 2010, Schein, 2010, McKenna, 2012).
These concepts of organizational culture particular in different offices in the
Municipality of Tiaong, Quezon observed such differences in the job satisfaction of the
employees due to frequent reshuffling of the employees on different offices in the
municipality. Furthermore, the researchers motivated to conduct this study because
someone she knew experienced being reshuffled from the mayor’s office to the slaughter
house. These happenings have given negative effect on his emotional disposition like
stress and lessen his motivation to do the task.
The researchers want to know if these circumstances also happen on the majority
of the employees because it will definitely affect the services in the municipality of
Tiaong, Quezon.
Organization culture, therefore, should be taken into consideration as a leadership
concept so that members with different backgrounds can be united to assure the whole
system can be operated properly.
The researchers became curious to find out the impact of the culture to the job
satisfaction of the employees of the Municipality of Tiaong, Quezon.
Objectives of the Study
This study aims to determine the impact of the organizational culture on the job
satisfaction of the employees of the Municipality of Tiaong, Quezon.
This study seeks to answer the following:
1. To determine the current and preferred organizational culture in the
Municipality of Tiaong, Quezon as to:
1.1 Clan Culture
1.2 Adhocracy Culture
1.3 Market Culture
1.4 Hierarchy Culture
2. To measure the job satisfaction of the employees in terms of:
2.1 Salary
2.2 Promotion
2.3 Supervision
2.4 Fringe Benefits
2.5 Contingent Rewards

2.6 Operating Procedures
2.7 Co-workers
2.8 Nature of Work
2.9 Communication
3. To determine the relationship between the organizational cultures six key
dimensions and job satisfaction of the employees in the Municipality of
Tiaong, Quezon.
Significance of the Study
The results and recommendations of this study will provide valuable contributions
to the following:
Employees of the Municipality of Tiaong. This study will be beneficial to them
because through this study, they will know how the organizational affect their
performance and their level of job satisfaction.
Local Government Unit of Tiaong. This will be beneficial to the local
government because they can identify the current culture in their workplace and the
desired culture of the employees. Furthermore, this study can help them create more
motivational programs to satisfy their employees to improve their level of performance.
To the Public Administration Program. This will serve as guide and reference
material for their upcoming research projects, as well as literature on their researches. It
will help Public Administration to recognize the cultures of each organization.

To the Future Researchers. This study may be used by future researchers whose
research interest is also in line with the present study as a reference material and guide in
the conduct of a study similar to the previous one.
Scope and Limitation
The research was focused in the organizational culture and job satisfaction of the
employees in the Municipality of Tiaong, Quezon. The respondents of the study are
composed of 186 individual, the total population of the regular employees. The result of
this study is applicable only to the respondents.
The researchers considered working on this study to find out if there is a
relationship between the organizational culture and job satisfaction of the employees in the
Definition of Terms
The following words are operationally defined to serve as a guide for the readers to
have better and clearer understanding on the terms used in the research.
Benefits refer to the extent to which employees satisfied with given benefits such as
vacation, sick leave, and medical insurance plan.
Co-workers is the extent to which employees feel satisfied with their co-workers
depending on how they treat each other with respect.
Communication is the extent to which employees are satisfied with feedback of work and
information, which is from supervisors.

Contingent Rewards refers to the reward given to employees when they approached the
goals
Culture refers to attitudes, traits and behavioral pattern which govern the way an
individual interacts with others.
Something which one inherits from his ancestors and it helps in distinguishing one
individual from the other.
Employee refers to regular worker who has plantilla position through the Civil Service
Commission (CSC) that works in various departments that are located in the LGU of
Tiaong, Quezon.
Job Satisfaction refers to the positive attitudes or emotional dispositions people may gain
from work or through aspects of work.
Municipality refers to elected local government body having corporate status and limited
self-governance rights, and serving a specific political unit such as a town or city.
Nature of Work is the extent to which employees feel satisfy with work environment and
work itself
Operating Procedures refers to the extent to which employees feel satisfied with
company’s operating system and procedure.
Organization is a common platform where individuals from different backgrounds come
together and work as a collective unit to achieve certain goals and targets.
Organizational Culture refers to the beliefs and principles of a particular organization.

Pay refers to the adequate salary regarding work duties.
Promotion is a particular activity that is intended to promote the position in the
workplace.
Supervision is the extent to which employees feel satisfied with supervisory attitudes and
communication skills.
Chapter II
REVIEW OF LITERATURE
This chapter covers the various readings on related literature and studies that
support the purpose of the study.
Organization
Organizations are called to be mini-societies that have their own characteristic of
culture and subculture. We have seen how organizational culture develops as an ethos
created and sustained by social processes, images, symbols, and rituals. Such forms of
belief and shared meaning, fragmented or combined, and supported by various operating
norms and rituals can exert a significant effect on the overall ability of the organization to
transact with the challenges that an organization faces.
Culture
Culture is an abstraction, yet the forces that are created in social and organizational
situations deriving from culture are powerful. Cultural forces are powerful because they
operate outside of our awareness. Most of us in our roles as students, employees,
managers, researchers or consultants, and work-in have to deal with groups and
organization of all kinds. We recognize cultural differences at the ethnic or national level
but find them puzzling at the group, organizational, or occupational level. (Schein 2010)
According to Schein (2010), culture is both a dynamic phenomenon that surrounds us at
all times, being constantly enacted and created by our interactions with others and shaped
I m p a c t o f O r g a n i z a t i o n a l C u l t u r e o n J o b S a t i s f a c t i o n | 10
by leadership behavior, and a set of structures, routines, rules, and norms that guide and
constrain behavior. When one brings culture to the level of the organization and even
down to groups within the organization, one can see clearly how culture is created,
embedded, evolved, and ultimately manipulated, and, at the same time, how culture
constrains, stabilizes, and provides structure and meaning to the group members.
Schein (2010) stated that culture is the result of a complex group learning process
that is only partially influenced by leader behavior. But if the group’s survival is
threatened because elements of its culture have become maladapted, it is ultimately the
function of leadership at all levels of the organization to recognize and do something about
this situation.
Organizational Culture
According to Schein (2010), organizational culture has drawn themes from
anthropology, sociology, social psychology and cognitive psychology. It has become a
field of its own and has connected significantly with the broader cultural studies that have
spawned by the rampant globalism of recent times. Having a certain kind of culture, being
a certain kind of culture, and wanting a certain kind of culture have been frequently
referred to in the daily press. The author discovered that the empirical knowledge of how
different cultures interact, how different occupations define tasks, and how multicultural
teams function is growing rapidly and is beyond his scope to review systematically.
Understanding culture at any level now requires some understanding of all the levels of
organization.
Organizational culture as common and basic assumptions can be defined that an
organization has learned, While comes along with the environment and problems of
compatibility with the external environment and integration internal environment to salve,
for new members as the correct way teach them to solve problems.
Watson (2006) stated that the concept of culture originally comes from a metaphor
of an organization as “something cultivated”. Schein (2010) stated that for the previous
number of decades, most academics and experts studying organizations suggest the
conception of culture is the practices and climate that organizations develop around their
treatment for people, or to the promoted values and statement of beliefs of an organization.
According to Robbins (2007), organizational culture serves as maker mechanism of
meaning and obstacle that guide the attitudes and behavior of its members, as well as set
rules of game.
Schein (2010) stated that “the only thing of real importance that leaders do is to
create and manage culture, that the unique talent of leaders is their ability to understand
and work with culture and that it is a decisive act of leadership to destroy culture when it
is viewed as dysfunctional”.
As cited by Becerra-Fernandez and Sabherwal (2010), “enabling organizational
culture include understanding the value of knowledge management practices, managing
support for knowledge management at all levels, incentives that reward knowledge
sharing, and encouragement of interaction for the creation and sharing of knowledge”.
Types of Organizational Culture
Cameron and Quinn, (2007), defines organizational culture as being taken for
granted the values, underlying assumptions, expectations, collective memories and
definitions present in organization. Cameron and Quinn from this theory advise four types
of culture in organizations such as clan, adhocracy, hierarchy and market.
Clan Culture
According to Cameron & Quinn (2007) clan culture represents the third
form of organization, and is similar to a family-type organization. A clan culture
gives importance to teamwork and employee development, as customers are
considered partners. This method of organization upholds a humane work
environment, with the managerial goal of authorizing employees by gaining their
participation, commitment, and loyalty.
Adhocracy Culture
According to Cameron & Quinn, (2007), adhocracy is based on the term ad
hoc, which refers to temporary, specialized and dynamic unit. An organization
possessing adhocracy culture can be seen in industries. The goal of these
organizations is to be innovative and adaptable, as there is no form of centralized
power or authority relationships. Within an adhocracy culture, power flows from
individual to individual depending on what problem is being pronounced at the
time. So, individuals in an adhocracy are often unique risk takers who anticipate
and understand change.

Market Culture
According to Cameron and Quinn (2007), a market culture organization is
primarily concerned with the external environment, as it emphases on transactions
with such suppliers, customers, contractors, licensees, unions, regulators, etc. The
market operates primarily through monetary exchange, as competitiveness and
productivity in these organizations are dependent on strong external positioning
and control.
Hierarchy Culture
Cameron and Quinn (2007) emphasizes an environment that is relatively
stable, where tasks and functions can be integrated and coordinated, uniformity in
products and services can be preserved, and workers and jobs are under control. In
this culture, success is defined by incorporation of decision-makers of clear
authority, unvarying rules and procedures, and control and liability mechanisms.
Job Satisfaction
According to Kaliski (2007), job satisfaction is the basic thing that shows path
towards recognition, salary, promotion, and the achievement of the goals that fulfill their
desires. People may have different behaviors about their job such as the various types of
work they perform, their colleague, supervisor and their salaries (George, et al. 2008).
Mathis and Jackson (2006) states that job satisfaction is a positive emotional state to
evaluate someone work experience.
Job satisfaction is a pleasurable or positive emotional state that Individual
assessment of his job or his job experience will result (Rollinson, 2008). What makes a job
satisfying or dissatisfying does not depend only on the nature of the job, but also on the
expectations that employees have of what their job should provide.
Facets of Job Satisfaction
Pay
According to the Society for Human Resource (2012), in order to attract
high quality employees, organizations must research the market in their area and
production to guarantee their salaries and profits are in line with their talent
strategy.
The Society for Human Resource Management (2012) identifies four
components specific to pay that affect employee job satisfaction. The components
are being paid competitively with the local market, base rate of pay, opportunity
for variable rate of pay and stock options. Of the four components that affect
employee job satisfaction, is being paid competitively within the local market
ranked as most important for satisfaction.
Though studies have shown that pay is often not the only or number one
basis of employees’ satisfaction, it is still a key component because salary is
considered to be a reward or recognition for work performance (Zhang, et al. 2011)
Promotion
According to the Society for Human Resource Management (2012), it is
vital that organizations pay close attention to employees’ level of satisfaction with
career advancement as they may become dejected if they are continuously
conceded over for promotions. Certainly, these unsatisfied employees are more
likely to look for opportunities outside their organization.
Fringe Benefits
According to Benjamin Artz (2008) University of Wisconsin– Milwaukee,
fringe benefits stand as an important part of compensation but confirming their
role in determining job satisfaction has been mixed at best. The theory suggesting
this role is ambiguous. Fringe benefits exemplify a required method of
compensation but might result in decreased earnings and reduced job mobility.
Co-workers
Dotan (2007) suggested that when employees have trustful friends at work,
they can get help or advice from their friend coworkers and, therefore, gain
feelings of security, comfort, and satisfaction with their job at work. Hamilton
(2007) stated that employees in friendship tend to engage in altruistic behaviors by
providing co-workers with help, guide, advice, feedback, recommendation, or
information on various work-related matters.
Supervision
The primary purpose of supervision is to provide the professional being
supervised an opportunity to explore different areas of both professional and
personal growth and development in their professional practice. Generally,
supervision is provided by a more experienced member of the profession, though
there are exceptions. Supervision includes, but is not limited to, aspects such as
evaluating and reflecting on professional strengths and areas for improvement,
discussing successful outcomes in work with clients and what led to those
successes, exploring practice/ethical issues and complex client situations and

processing possible solutions, and enhancing the development of new professional
practice skills, methods, and knowledge (Smithells & Smithells, 2011)
Contingent Rewards
Contingent reward system has been widely applied and has gained
prominence in various fields or organization management both in the public and
private firms, where it has been successfully applied, CRS has resulted in
remarkable performance improvements through increased employee flexibility,
innovation, creativity, productivity, developments, quality and general
preparedness to deal with market and competitive events (Schemerborn, 2009).
Operating Procedures
Operating Procedures include all rules, regulations, procedures, and
requirements of the job that have performed during the job. It also includes the
nature of job and values of an organization that one has to be bound of while
performing the job. Operating procedures in fact provide the information about
how an employee does his or her job in that organization. (Danish and Usman,
2010)
Nature of Work
Baah and Amoako (2011) described that the motivational factors (the
nature of work, the sense of achievement from their work, the recognition, the
responsibility that is granted to them, and opportunities for personal growth and
advancement) helps employees to find their worth with respect to value given to
them by organization.
According to Bakotic & Babic (2013), they found that for the workers who
work under difficult working conditions, working condition is an important factor
for job satisfaction, so workers under difficult working conditions are dissatisfied
through this factor. To improve satisfaction of employees working under difficult
working conditions, it is necessary for the management to improve the working
conditions. This will make them equally satisfied with those who work under
normal working condition and in return overall performance will increase.
Communication
Tsai, Chuang & Hsieh (2009) stated that communication is a means to
improve commitment and to stimulate employees to achieve organizational goals.
According to Tsai, Chuang and Hsieh (2009), they found that employees do not
always realize the importance of communication to organizational goals, or know
how to establish and maintain healthy communication systems. It was found that
job satisfaction was positively impacted by effective communication from
supervisors regarding expectations and feedback on job performance (Tsai, Chuang
& Hsieh, 2009)
Organizational Culture and Job Satisfaction
The study of Adel Mohamed Ali Shurbagi and Ibrahim Bin Zahari (2012) “The
Relationship among Organizational Culture and Job Satisfaction in National Oil
Corporation of Libya” explains that the relationship between organizational culture and
job satisfaction and between four types of organizational culture and facets of job
satisfaction was positive and has significant relationship.

In previous studies, strong relationship between organizational culture and
personal effectiveness, and leadership effectiveness has been observed (Kwants &
Boglarsky , 2007). According to Rahim nia & Alizadeh, (2008), organizational culture is
an integral part of the organization with regard to the employees who work in the
organization, and also satisfy employees from their organization because employees have
a significant role in the efficiency and have important role in organizational performance.
Job satisfaction is an essential component in the success of an organization. As
organizations strive to continuously improve the performance of the whole organization,
Level of job satisfaction of employees was critical that organization can achieve to its
goals. In organization that most of the staff are very dissatisfied, the possibility of a work
culture that encourages members to do things with all their abilities do not exist (Ambrgi,
2006)
Job satisfaction is one of the important elements in organization and it becomes
crucial in order to enhance the organizational performance. Furthermore, job satisfaction
helps to improve the service provided by the employees. Despite of this, organizational
culture become a main agenda and has an effect on the level of satisfaction among the
employees.
Research Paradigm
INPUT PROCESS OUTPUT
Types of Organizational
Culture
 Clan Culture
 Adhocracy Culture
 Market Culture
 Hierarchy Culture Organizational
Culture Assessment Relationship of
Job Satisfaction
Instrument
Organizational
 Salary Culture
 Promotion And
 Supervision And
 Fringe Benefits Job Satisfaction Job Satisfaction
 Contingent Rewards Survey Assessment
 Operating Procedures
 Co-workers
 Nature of Work
 Communication
Figure 1. Relationship of Organizational culture and Job Satisfaction in the

Figure 1 represents the relationship of organizational culture and job satisfaction of
the employees in the Municipality of Tiaong, Quezon. The Organizational Culture
variables are Clan Culture, Adhocracy Culture, Market Culture, and Hierarchy Culture.
There are nine facets of Job Satisfaction, the Salary, Promotion, Supervision, Fringe
Benefits, Contingent Rewards, Operating Procedures, Co-workers, Nature of Work and
Communication.
This study carried out the process of the assessment of Organizational Culture and
Job Satisfaction to determine the relationship between the types of Organizational Culture
and Job Satisfaction.
The end result of the assessment would determine the impact of organizational
culture on the job satisfaction of employees within an organization.

Chapter III
METHODOLOGY
This chapter deals with methods and procedures to be used to conduct this study. It
presents the locale of the study, research design, and sources of data gathering, procedure
used to obtain the necessary and relevant information needed.
Research Locale
The research study was conducted in the Municipality of Tiaong, Quezon to
determine the impact of organizational culture on the job satisfaction of the employees.
The accessibility of the area and the availability of the target respondents were considered
in selecting the locale of the study. This was done in the LGU of the said municipality
among its current employees.
Research Design
This study is a descriptive-correlational type of survey. This study sought to
determine the organizational culture and the employee job satisfaction. Data that were
gathered are presented in tables and analyzed using appropriate test of association.
Population and Sample

There is a total population of 186 employees in the Municipality of Tiaong,
Quezon but there were only 138 respondents were able to answer the questionnaire due to
some conflict in their availability.
Research Instrumentation
To make this study possible, the researchers adapted a standard questionnaire by
Cameron and Quinn, Organizational Culture Assessment Instrument and Job Satisfaction
Survey by Paul E. Spector
Organizational Culture Assessment Instrument (OCAI)
Organizational Culture Assessment Instrument (OCAI) developed by Cameron and
Quinn as defined by the Competing Values Framework will be implemented in this study.
The OCAI questionnaire was used to obtain an insight into the organizational culture
based on the Organizational Culture Assessment Instrument (OCAI) which divided the
organizational culture into four types namely, Clan, Adhocracy, Market and Hierarchy
Culture. This survey instrument requires the sample to respond to six key dimensions. The
OCAI dimensions range from, dominant characteristics, organizational leadership, and
management of employees, organization glue, strategic emphasis and the criteria for
success. Each of the six dimensions has four alternative answers which brings the total
items of the (OCAI) questionnaire to 24 items.

Job Satisfaction Survey
The Job Satisfaction Survey (JSS) developed by Spector was used to measure job
satisfaction. JSS is a 36 item, nine facet scale to assess employee attitudes about the job
and aspects of the job. The nine facets are Pay, Promotion, Supervision, Fringe Benefits,
Contingent Rewards (performance based rewards), Operating Procedures (required rules
and procedures), Co-workers, Nature of Work, and Communication.
Data Gathering Procedures
Before conducting the research, the researchers ask permission from the pertinent
authority in the Municipality of Tiaong, Quezon through a letter noted by the researcher
adviser and the program chairperson to allow them to conduct the survey.
The prepared questionnaire was administer and retrieved by the researchers
personally. The respondents were given enough time to answer all the questions. All
information is gathered within the LGU of Tiaong, Quezon.
After the survey, data were tabulated and computed. The data gathered were
presented, analyzed, tabulated and interpreted by the researchers to infer the important
results from the study.

Statistical Treatment
The data were collected and computed for analysis and computation. The statistical
treatment was used with the application of appropriate formulas:
The formula for percentage is:
f
P  100
n
Where: P = percentage
f = frequency number of response
n = total number of respondents
The weighted mean formula was also used to determine the level of satisfaction of the
employees of the LGU of Tiaong, Quezon.
3 f1  2 f 2  3 f 3
WM 
f1  f 2  f 3
Where: WM= Weighted Mean
f = frequency
To know the significant relationship between the demographic profile and
employee satisfaction, chi square was used. The formula is:
(o  E )
x2  
E
Where: = Chi Square
Ʃ = the Sum of
O = Observed score
E = Expected score
To determine the responses of employee satisfaction on job characteristics and
working conditions, the researchers used the rating scale below:
Likert’s Scale for Job Satisfaction
Point Score Range Interval Descriptive Analysis
5 4.32 - 5.14 Highly Satisfied
4 3.49 - 4.31 Satisfied
3 2.66 - 3.48 Slightly Dissatisfied
2 1.83 - 2.65 Dissatisfied
1 1 - 1.82 Highly Dissatisfied
Figure 2. Likert’s Scale for Job Satisfaction

Chapter IV
PRESENTATION, ANALYSIS, AND INTERPRETATION
This chapter discusses the gathered data, presented in tables followed by
analysis and interpretation.
I. ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT
Table1. Percentage Distribution of the Current Organizational Culture Assessment
Instrument
CULTURE CURRENT
CLAN 30
ADHOCRACY 22
MARKET 23
HIERARCHY 25
TOTALTOTAL 100
Table 1 presents the current organizational culture of the LGU of Tiaong, Quezon.
It can be seen in the table that the existing organizational culture in the
Municipality of Tiaong, Quezon falls under the Clan Culture (30), followed by hierarchy
(25), market (23) and the adhocracy culture (22).
The results show that the current organizational culture of the Municipality of
Tiaong is Clan Culture. According to Cameron and Quinn (2007), it is similar to a family-
type culture that emphasizes teamwork and employee development, as customers are
considered partners.
Table2. Percentage Distribution of the Preferred Organizational Culture Assessment
Instrument
CULTURE PREFERRED
CLAN 28
ADHOCRACY 21
MARKET 22
HIERARCHY 30
TOTALTOTAL 100
Table 2 presents the preferred organizational culture of the LGU of Tiaong,

Quezon.
It can be seen in the table that the preferred organizational culture falls under the
Hierarchy Culture (30) followed by clan culture (28), market culture (22) and the
adhocracy culture (21).
The results show that the preferred organizational culture of the Municipality of
Tiaong is Hierarchy Culture. Cameron and Quinn (2007) stated that in this culture, success
is defined by incorporation of decision-makers of clear authority, standardized rules and
procedures, and control and accountability mechanisms.

II. JOB SATISFACTION SURVEY
Table 3. Mean distribution of the Job Satisfaction in terms of Pay
PAY WM QD
Slightly
1. I feel I am being paid a fair amount for the work I do. 3.87
Satisfied
Slightly
10. Raises are too few and far between. 3.54
Satisfied
Slightly
19. I feel unappreciated by the organization when I think
3.46 Dissatisfied
about what they pay me.
Slightly
28. I feel satisfied with my chances for salary increases. 3.87
Satisfied
Slightly
GENERAL WEIGTHED AVERAGE 3.69
Satisfied
Table 3 presents the level of satisfaction of the employees in the municipality of
Tiaong, Quezon in terms of Pay.
It reveals that the employee’s satisfaction in the Municipality of Tiaong, Quezon
are slightly satisfied in the salary that they are receiving. The employees are slightly
satisfied for the salary to increase and for the amount they received for the work they do as
shown by the weighted mean of 3.87, 3.54, 3.46 and 3.87 respectively has the general
weighted mean of 3.69.

Table 4. Mean distribution of the Job Satisfaction in terms of Promotion
PROMOTION WM QD
Slightly
2. There is really too little chance for promotion on my job.
3.58 Satisfied
11. Those who do well on the job stand a fair chance of being Slightly
promoted. 3.92 Satisfied
Slightly
20. People get ahead as fast here as they do in other places.
3.64 Satisfied
Slightly
33. I am satisfied with my chances for promotion.
3.56 Satisfied
Slightly
Satisfied
Table 4 presents the level of satisfaction in terms of promotion. The table reveals
that the employees in the Municipality Of Tiaong, Quezon are slightly satisfied with a
chance of promotion with the weighted mean of 3.58, 3.92, 3.64 and 3.56 respectively
with a general weighted average of 3.67 which falls down to slightly satisfied.
Table 5. Mean distribution of the Job Satisfaction in terms Supervision
SUPERVISION WM QD
4.73 Satisfied
3. My supervisor is quite competent in doing his/her job.
Slightly
12. My supervisor is unfair to me. 3.38
Dissatisfied
21. My supervisor shows too little interest in the feelings of Slightly
3.30
subordinates. Dissatisfied
30. I like my supervisor. 4.77 Satisfied
Slightly
Satisfied
Table 5 presents the weighted mean of job satisfaction in the Municipality of
Tiaong, Quezon in terms of Supervision. It shows that the employees are slightly satisfied
with their job in terms of supervision. The largest percentage are satisfied with their
supervisor with the average of 4.77, followed by 4.73 making them satisfied with their
supervisor being competent with his job. 3.38 was the next saying their supervisor is
unfair and followed by 3.30 making them slightly dissatisfied with their supervisor.
Table 6. Mean distribution of the Job Satisfaction in terms Fringe Benefits
FRINGE BENEFITS WM QD
Slightly
4. I am not satisfied with the benefits I receive. 3.36 Dissatisfied
13. The benefits we receive are as good as most other Slightly
organizations offer. 3.64 Satisfied
Slightly
22. The benefit package we have is equitable.
3.62 Satisfied
Slightly
29. There are benefits we do not have which we should have.
3.29 Dissatisfied
Slightly
Dissatisfied
Table 6 presents the weighted mean of job satisfaction in terms of fringe benefits.
The total weighted mean in this area was 3.48 which fall into slightly dissatisfied category.
The employees at the Municipality of Tiaong, Quezon are slightly satisfied with the
benefits they receive and having benefits which they should have.
Table 7. Mean distribution of the Job Satisfaction in terms of contingent rewards
CONTINGENT REWARDS WM QD
5. When I do a good job, I receive the recognition for it that I Slightly

3.64
should receive. Satisfied
Slightly
14. I do not feel that the work I do is appreciated. 3.27
Dissatisfied
Slightly
23. There are few rewards for those who work here. 3.22
Dissatisfied
32. I don't feel my efforts are rewarded the way they should Slightly
3.57
be. Satisfied
Slightly
Dissatisfied
Table 7 presents the weighted mean of the job satisfaction in terms of contingent
rewards. It shows that the employees are slightly dissatisfied in this matter with the
weighted mean of 3.64, 3.27, 3.22, 3.57 and a general weighted average of 3.43. This
implies that the employee doesn’t receive much reward as they expected to have in return
with their performance.

Table 8 Mean Distribution of the Job Satisfaction in Terms of Operating Conditions
OPERATING CONDITIONS WM QD
6. Many of our rules and procedures make doing a good job Slightly
3.33
difficult. Dissatisfied
15. My efforts to do a good job are seldom blocked by red Slightly
3.03
tape. Dissatisfied
Slightly
24. I have too much to do at work. 3.46
Dissatisfied
Slightly
31. I have too much paperwork. 3.63
Satisfied
Slightly
Dissatisfied
Table 8 presents the weighted mean of the job satisfaction in terms of operating
conditions. It shows that the employees are slightly dissatisfied in this matter with the
score of 3.36. The table reveals that the employees are slightly dissatisfied with operating
conditions with the weighted mean of 3.33, 3.03, 3.46 and 3.63 respectively with a general
weighted average of 3.36 which falls down to slightly dissatisfied.

Table 9. Mean distribution of the Job Satisfaction in terms of Co-workers
CO- WORKERS WM QD
7. I like the people I work with. 4.57 Satisfied

16. I find I have to work harder at my job because of the Slightly
3.37
incompetence of people I work with. Dissatisfied
25. I enjoy my coworkers. 4.77 Satisfied
Slightly
34. There is too much bickering and fighting at work. 3.53
Dissatisfied
Slightly
Satisfied
Table 9 presents the weighted mean of job satisfaction in terms of coworkers. It
shows that the employees of the Municipality of Tioang, Quezon are satisfied with the
people they worked to with a weighted mean of 4.57 and has the general weighted average
of 4.06 which falls in slightly satisfied. The result shows that they like the people they
worked with although there are still unwanted factors.

Table 10. Mean distribution of the Job Satisfaction in terms of Nature of Work
NATURE OF WORK WM QD
Slightly
8. I sometimes feel my job is meaningless 3.41
Dissatisfied
17. I like doing the things I do at work. 4.71 Satisfied
27. I feel a sense of pride in doing my job. 4.33 Satisfied
35. My job is enjoyable. 4.50 Satisfied
Slightly
Satisfied
Table 10 presents the weighted mean of job satisfaction in terms of nature of
works. The employees in the Municipality of Tiaong are satisfied in doing the things they
do at work with a sense of pride in doing their job and they feel that their job is enjoyable.
The results show that the general weighted average in this area was 4.24 which fall into
slightly satisfied category. This shows that the employees are slightly satisfied with their
nature of work.
Table 11. Mean Distribution of the Job Satisfaction in terms of Communication
COMMUNICATION WM QD
9. Communications seem good within this organization 4.66 Satisfied

Slightly
18. The goal of this organization is not clear to me. 3.64
Satisfied
26. I often feel that I do not know what is going on with this Slightly
3.34
organization Dissatisfied
Slightly
36. Work assignments are not fully explained. 3.40
Dissatisfied
Slightly
Satisfied
Table 11 presents the weighted mean of job satisfaction in terms of
communication. It shows the employees are slightly satisfied with their communication
inside their workplace. Employee’s satisfaction in the Municipality of Tiaong, Quezon in
terms of communication seems good within their organization with a weighted mean of
4.66 which falls in to satisfied. The communication within the Municipality has a
weighted mean of 4.66, 3.64, 3.34, and 3.40 and has a general weighted average of 3.76
which results to slightly satisfy.

Table 12. Significant Differences on the Current Six Key Dimensions of

NOW
Chi-square
Variables Value p-value Interpretation
Dominant Characteristics 7.56 0.94 Not Significant
Management of
Job Employees 7.68 0.98 Not Significant
Satisfaction Strategic Emphases 24.4 0.06 Not Significant
Organizational
Leadership 16.06 0.38 Not Significant
Organizational Glue 12.12 0.67 Not Significant
Criteria of Success 2.92 0.99 Not Significant
Table 12 presents the significant difference of the six key dimensions of the current
organizational culture and job satisfaction. It shows that there is no significant difference
between the two.
In previous studies, according to Rahim nia & Alizadeh, (2008), organizational
culture is an integral part of the organization with regard to the employees who work in
the organization, and also satisfy employees from their organization because employees
have a significant role in the efficiency and have important role in organizational
performance. However in their study, some facets prove positive relations and others
negative relations that affirm to this study. They claim that this varied relation depends on
employees that have different cultural perspective.
In the case of the relationship of the current organizational culture and job
satisfaction in the Municipalilty of Tiaong, Quezon, it shows that there is no significant
difference and organizational culture does not affect the employee’s job satisfaction.
Table 13. Significant Differences on the Preferred Six Key Dimensions of

PREFERRED
Variables Chi-square Value p-value Interpretation
Dominant 5.83 0.98 Not Significant
Characteristics
Management of 18.09 0.26 Not Significant
Employees
Job Satisfaction Strategic Emphases 18.62 0.23 Not Significant
Organizational 18.84 0.22 Not Significant
Leadership
Organizational Glue 7.1 0.95 Not Significant
Criteria of Success 40.05 0 Significant
Table 13 presents the significant difference on the six key dimensions of the
preferred organizational culture and job satisfaction. It shows that there is no significant
different between the five dimensions unlike in criteria of success.
In the study of Adel Mohamed Ali Shurbagi and Ibrahim Bin Zahari (2012) “The
Relationship between Organizational Culture and Job Satisfaction in National Oil
Corporation of Libya” explains that the relationship between organizational culture and
job satisfaction and between four types of organizational culture and facets of job
satisfaction was positive and has significant relationship which negates to this study.
Chapter V
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This chapter presents the summary, findings derived from the analysis and
interpretation of the results. This also imparts the conclusions and recommendations
formulated thereafter.
Summary
This study was primarily designed to determine the impact of organizational
culture on the job satisfaction of the employees in the municipality of Tiaong. Specifically,
this study aimed to attain the following objectives:
1. To determine the current and preferred organizational culture in the Municipality of
Tiaong, Quezon as to:
1.1 Clan Culture
1.2 Adhocracy Culture
1.3 Market Culture
1.4 Hierarchy Culture
2. To measure the job satisfaction of the employees in terms of:
2.1 Pay
2.2 Promotion
2.3 Supervision
2.4 Fringe Benefits
2.5 Contingent Rewards
2.6 Operating Procedures
2.7 Co-workers
2.8 Nature of Work
2.9 Communication
3. To know if there’s a relationship between the organizational culture and job satisfaction of
the employees in the Municipality of Tiaong, Quezon.
Findings
The findings of this study are summarized as follows:
1. The respondents perceived organizational culturein the municipality of Tiaong, Quezon
falls under the Clan Culture (30), followed by hierarchy, market and the adhocracy culture
while the preferred organizational culture falls under the Hierarchy Culture (30) followed
by clan culture, market culture and the adhocracy culture.
2. The variables answered by the employees which where Pay, Promotion, Supervision,
Fringe Benefits, Contingent Rewards, Operating Procedures, Co-workers, Nature of
Work, Communication; for Pay, It reveals that the employee’s satisfaction in the
Municipality of Tiaong, Quezon are slightly satisfied in the salary that they are receiving.
The employees are slightly satisfied for the salary to increase and for the amount they
received for the work they do as shown by the weighted mean of 3.87, 3.54, 3.46 and 3.87
respectively has the general weighted mean of 3.69; in Promotion, it reveals that the
employees in the Municipality Of Tiaong, Quezon are slightly satisfied with a chance of
promotion with the weighted mean of 3.58, 3.92, 3.64 and 3.56 respectively with a general
weighted average of 3.67 which falls down to slightly satisfied; in supervision, it shows
that the employees are slightly satisfied with their job in terms of supervision. The largest
percentage are satisfied with their supervisor with the average of 4.77, followed by 4.73
making them satisfied with their supervisor being competent with his job. 3.38 was the
next saying their supervisor is unfair and followed by 3.30 making them slightly
dissatisfied with their supervisor; in Fringe Benefits, the total weighted mean in this area
was 3.48 which fall into slightly dissatisfied category. The employees at the Municipality
of Tiaong, Quezon are slightly satisfied with the benefits they receive and having benefits
which they should have; in Contingent Rewards, the result shows that the employees are
slightly dissatisfied in this matter with the weighted mean of 3.64, 3.27, 3.22, 3.57 and a
general weighted average of 3.43. This implies that the employee doesn’t receive much
reward as they expected to have in return with their performance; in Operating Conditions,
the employees are slightly dissatisfied in this matter with the score of 3.36. The table
reveals that the employees are slightly dissatisfied with operating conditions with the
weighted mean of 3.33, 3.03, 3.46 and 3.63 respectively with a general weighted average
of 3.36 which falls down to slightly dissatisfied; in Co-workers, the employees of the
Municipality of Tiaong, Quezon are satisfied with the people they worked to with a
weighted mean of 4.57 and has the general weighted average of 4.06 which falls in
slightly satisfied. The result shows that they like the people they worked with although
there are still unwanted factors; in Nature of Work, the employees in the Municipality of
Tiaong are satisfied in doing the things they do at work with a sense of pride in doing their
job and they feel that their job is enjoyable. The results show that the general weighted
average in this area was 4.24 which fall into slightly satisfied category. This shows that
the employees are slightly satisfied with their nature of work; in Communication,
employees are slightly satisfied with their communication inside their workplace.
Employee’s satisfaction in the Municipality of Tiaong, Quezon in terms of communication
seems good within their organization with a weighted mean of 4.66 which falls in to
satisfied. The communication within the Municipality has a weighted mean of 4.66, 3.64,
3.34, and 3.40 and has a general weighted average of 3.76 which results to slightly satisfy.
3. The six key dimensions of the current organizational culture and job satisfaction shows
that there is no significant difference between the two while in the preferred organizational
culture and job satisfaction shows that there is no significant different between the five
dimensions unlike in criteria of success.
CONCLUSIONS
Based on the findings, the following conclusions were drawn:
1. The current organizational culture of the municipality of Tiaong, Quezon is Clan culture
and its preferred culture is Hierarchy culture.
2. The level of job satisfaction of the employees of the municipality of Tiaong, Quezon in
terms of Pay, Promotion, Supervision, Fringe Benefits, Contingent Rewards, Operating
Procedures, Co-workers, Nature of Work, Communication were mainly slightly satisfied.
3. It resulted that there is no significant difference on the job satisfaction to the six key
dimensions of organizational culture.

RECOMMENDATIONS
Based on the findings and conclusions, the following are the recommendations:
1. Policy makers of the LGU of Tiaong, Quezon may focus on organizational culture related
to employees and exercise such policies which may raise the level of cooperation, mutual
trust, respect of opinions and thoughts of colleagues, and open mindedness to seek and
accept feedback among employees.
2. The LGU of Tiaong may also maintain the effectiveness of the organization to achieve a
good feedback from the employees.
3. Future researchers may conduct a similar study that will include larger number of
respondents and a larger scope that may involve other locales.

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APPENDICES
Republic of the Philippines

COLLEGE OF BUSINESS ADMINISTRATION
Lucban, Quezon
October 13, 2016
HUMAN RESOURCE DEPARTMENT

Municipality of Tiaong
Quezon Province
Good day!
We, fourth year students taking up Bachelor of Public Administration, are

currently working on our research entitled “THE IMPACT OF ORGANIZATIONAL
CULTURE ON THE JOB SATISFACTION OF THE EMPLOYEES IN THE
MUNICIPALITY OF TIAONG, QUEZON.
With this, we respectfully request to have the total number of employees per
department in connection to the said study. Rest assured that we will strictly follow the
ethics of research in the conduct of this study.
We are looking forward for your kind approval.
Respectfully yours,
(Sgd) MA.BERNADETH S. BONECILE

Researcher
(Sgd) GEMYL GYL P. BOONGALING

Researcher
Noted by:
(Sgd) SARAH DANE B. LISING

Research Adviser
(Sgd) ERIBERTO A. CASIÑO, DPA

Chairperson, Bachelor of Public Administration

Lucban, Quezon
October 13, 2016
HON. RAMON A. PREZA

Mayor, Municipality of Tiaong
Quezon Province
Good day Sir!
We, fourth year students taking up Bachelor of Public Administration, are currently
working on our research entitled “THE IMPACT OF ORGANIZATIONAL CULTURE ON THE
QUEZON.
With this, may we respectfully request for your permission to conduct the said study. This
will include the distribution of standardized research questionnaires.
Rest assured that we will strictly follow the ethics of research in the conduct of this study.
We are looking forward for your kind approval.

.
Respectfully yours,
(Sgd) MA.BERNADETH S. BONECILE

Researcher

Researcher
Noted by:
(Sgd) SARAH DANE B. LISING

Research Adviser
(Sgd) ERIBERTO A. CASIÑO, DPA

Chairperson, Bachelor of Public Administration

Lucban, Quezon
October 13, 2016
To whom it may concern,
Good day!
We, fourth year students taking-up Bachelor of Public Administration, are currently
working on our research entitled “THE IMPACT OF ORGANIZATIONAL CULTURE ON THE
QUEZON.
With this, may we request for your time to complete the attached standardized research
instrument. Rest assured that all your responses will be treated with utmost confidentiality and will
be used only for the purpose of this study.
Your time and cooperation will be a great help for the success and completion of our
research.
Thank you very much and more power!
Respectfully yours,
(Sgd) MA. BERNADETH S. BONECILE

Researchers
Noted by: Approved by:
(Sgd) SARAH DANE B. LISING (Sgd) ERIBERTO A. CASIÑO, DPA

Research Adviser Chairperson, Bachelor of Public Administration

Lucban, Quezon
“THE IMPACT OF ORGANIZATIONAL CULTURE ON THE JOB SATISFACTION OF

THE EMPLOYEES IN THE MUNICIPALITY OF TIAONG, QUEZON”
Dear respondents,
Good day, please complete this research study questionnaire as accurately and frankly as
possible corresponding to your response. Your answer will be used for research purposes. Your
answer to this survey will be treated with strictest confidentiality.
I. Demographic Profile of the Respondents
Personal Profile
1. Name (Optional) ______________________
2. Age ________________________________
3. Gender [ ] Male [ ] Female
4. Years in service ______________________
5. Type of employment __________________
6. Department __________________
II. Organizational Culture Assessment Instrument

INSTRUCTIONS in answering the OCAI:
The OCAI consists of six questions. Each question has four alternatives. Divide 100 points among
these four alternatives depending on the extent to which each alternative is similar to your own
organization. Give a higher number of points to the alternative that is most similar to your
organization. For example, in question one, if you think alternative A is very similar to your
organization, alternative B and C are somewhat similar, and alternative D is hardly similar at all,
you might give 55 points to A, 20 points to B and C, and five points to D. Just be sure your total
equals 100 points for each question.
The first pass through the six questions is labeled “Now”. This refers to the culture, as it exists
today. After you complete the “Now”, you will find the questions repeated under a heading of
“Preferred”. Your answers to these questions should be based on how you would like the
organization to look five years from now.
DOMINANT CHARACTERISTICS NOW PREFERRED

A The organization is a very personal place. It is like an extended family.
People seem to share a lot of themselves.
B The organization is a very dynamic entrepreneurial place. People are
willing to stick their necks out and take risks.
C The organization is very results oriented. A major concern is with
getting the job done. People are very competitive and achievement
oriented.
D The organization is a very controlled and structured place. Formal
procedures generally govern what people do.
ORGANIZATIONAL LEADERSHIP NOW PREFERRED

A The leadership in the organization is generally considered to exemplify
mentoring, facilitating, or nurturing.
B The leadership in the organization is generally considered to exemplify
entrepreneurship, innovating, or risk taking.
C The leadership in the organization is generally considered to exemplify a
no-nonsense, aggressive, results-oriented focus.
D The leadership in the organization is generally considered to exemplify
coordinating, organizing, or smooth running efficiency.
MANAGEMENT OF EMPLOYEES NOW PREFERRED

A The management style in the organization is characterized by
teamwork, consensus, and participation.
B The management style in the organization is characterized by individual
risk-taking, innovation, freedom, and uniqueness.
C The management style in the organization is characterized by hard
driving competitiveness, high demands, and achievement.
D The management style in the organization is characterized by security of
employment, conformity, predictability, and stability in relationships.
ORGANIZATION GLUE NOW PREFERRED

A The glue that holds the organization together is loyalty and mutual
trust. Commitment to this organization runs high.
B The glue that holds the organization together is commitment to
innovation and development. There is an emphasis on being on the
cutting edge.
C The glue that holds the organization together is the emphasis on
achievement and goal accomplishment. Aggressiveness and winning
are common themes.
D The glue that holds the organization together is formal rules and
policies. Maintaining a smooth-running organization is important.
STRATEGIC EMPHASES NOW PREFERRED

A The organization emphasizes human development. High trust,
openness, and participation persist.
B The organization emphasizes acquiring new resources and creating new
challenges. Trying new things and prospecting for opportunities are
valued.
C The organization emphasizes competitive actions and achievement.
Hitting stretch targets and winning in the marketplace are dominant.
D The organization emphasizes permanence and stability. Efficiency,
control and smooth operations are important.
CRITERIA OF SUCCESS NOW PREFERRED

A The organization defines success on the basis of the development of
human resources, teamwork, employee commitment, and concern for
people.
B The organization defines success on the basis of having the most unique
or newest products. It is a product leader and innovator.
C The organization defines success on the basis of winning in the
marketplace and outpacing the competition. Competitive market
leadership is key.
D The organization defines success on the basis of efficiency. Dependable
delivery, smooth scheduling and low-cost production are critical.
III. JOB SATISFACTION SURVEY
The Job Satisfaction Survey, JSS is a 36 item, nine facet scales to assess
employee attitudes about the job and aspects of the job. Each facet is assessed
with four items, and a total score is computed from all items. A summated rating
scale format is used, with six choices per item ranging from "strongly disagree" to
"strongly agree". Items are written in both directions, so about half must be
reverse scored. The nine facets are Pay, Promotion, Supervision, Fringe Benefits,
Contingent Rewards (performance based rewards), Operating Procedures
(required rules and procedures), Coworkers, Nature of Work, and Communication.
Strongly Disagree
Slightly Disagree
Strongly Agree
Slightly Agree
Disagree
Agree
PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION
THAT COMES CLOSEST TO REFLECTING YOUR OPINION
ABOUT IT.
1 I feel I am being paid a fair amount for the work I do. 1 2 3 4 5 6
2 There is really too little chance for promotion on my job. 1 2 3 4 5 6
3 My supervisor is quite competent in doing his/her job. 1 2 3 4 5 6
4 I am not satisfied with the benefits I receive. 1 2 3 4 5 6
5 When I do a good job, I receive the recognition for it that I should receive. 1 2 3 4 5 6
6 Many of our rules and procedures make doing a good job difficult. 1 2 3 4 5 6
7 I like the people I work with. 1 2 3 4 5 6
8 I sometimes feel my job is meaningless. 1 2 3 4 5 6
9 Communications seem good within this organization. 1 2 3 4 5 6
10 Raises are too few and far between. 1 2 3 4 5 6
11 Those who do well on the job stand a fair chance of being promoted. 1 2 3 4 5 6
12 My supervisor is unfair to me. 1 2 3 4 5 6
13 The benefits we receive are as good as most other organizations offer. 1 2 3 4 5 6
14 I do not feel that the work I do is appreciated. 1 2 3 4 5 6
15 My efforts to do a good job are seldom blocked by red tape. 1 2 3 4 5 6
I find I have to work harder at my job because of the incompetence of 1 2 3 4 5 6

16
people I work with.
17 I like doing the things I do at work. 1 2 3 4 5 6
18 The goals of this organization are not clear to me. 1 2 3 4 5 6
I feel unappreciated by the organization when I think about what they pay 1 2 3 4 5 6
19
me.
20 People get ahead as fast here as they do in other places. 1 2 3 4 5 6
21 My supervisor shows too little interest in the feelings of subordinates. 1 2 3 4 5 6
22 The benefit package we have is equitable. 1 2 3 4 5 6
23 There are few rewards for those who work here. 1 2 3 4 5 6
24 I have too much to do at work. 1 2 3 4 5 6
25 I enjoy my coworkers. 1 2 3 4 5 6
26 I often feel that I do not know what is going on with the organization. 1 2 3 4 5 6
27 I feel a sense of pride in doing my job. 1 2 3 4 5 6
28 I feel satisfied with my chances for salary increases. 1 2 3 4 5 6
29 There are benefits we do not have which we should have. 1 2 3 4 5 6
30 I like my supervisor. 1 2 3 4 5 6
31 I have too much paperwork. 1 2 3 4 5 6
32 I don't feel my efforts are rewarded the way they should be. 1 2 3 4 5 6
33 I am satisfied with my chances for promotion. 1 2 3 4 5 6
34 There is too much bickering and fighting at work. 1 2 3 4 5 6
35 My job is enjoyable. 1 2 3 4 5 6
36 Work assignments are not fully explained. 1 2 3 4 5 6
References:
(Adapted from Cameron, K. S., Quinn, R, E (2011) Diagnosing and changing organizational culture (3rd ed.; p. 75)
New York: Jossey-Bass)
Paul E. Spector, Job Satisfaction Survey, Department of Psychology, University of South Florida, 1994
CERTIFICATION
This is to certify that, Ma. Bernadeth S. Bonecile and Gemyl Gyl P.
Boonggaling sought the assistance of the undersigned in editing and criticizing their
research study entitled “The Impact of Organizational Culture on the Job Satisfaction
of the Employees in the Municipality of Tiaong, Quezon”.
This certifies further that the said research study was edited for grammatical
structure and documentation related, i.e., referencing concerns and is now ready for
binding and for other academic purposes.

CERTIFICATE OF ORIGINALITY
We hereby affirm that this compliance is our own work and that, to do the best of
our understanding and certainty, it covers no material of previously published by another
person nor material to which to a considerable range has been acknowledge for award of
any other degree or diploma of a university or other institute of higher learning, except
where due credit is made in the text.
We also declare that the logical content of this thesis is the product of our own
effort, even though we have customary assistance from others on style, presentations and
semantic expressions.

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THE IMPACT OF ORGANIZATIONAL CULTURE ON THE

JOB SATISFACTION OF THE EMPLOYEES IN THE MUNICIPALITY OF TIAONG,

Ma. Bernadeth S. Bonecile

Southern Luzon State University

Name: Ma. Bernadeth S. Bonecile

Birthdate: July 10, 1996

Birthplace: Lucena City

Permanent Address: Blk 1, Lot 8, Welmanville Subd., Brgy.

Bocohan, Lucena City

Contact Number: 09954584090

Email Address: ernbonecile@yahoo.com.ph

School/University Inclusive Years

Camp Nakar Elementary School 2003-2009

Quezon National High School 2009-2013

Southern Luzon State University 2013-2017

Public Administration League of Students (PALS)

Name: Gemyl Gyl P. Boongaling

Birthdate: April 6, 1997

Birthplace: San Pablo City, Laguna

Permanent Address: 1st St. Villa Consolacion Subd.,

Lusacan, Tiaong, Quezon

Contact Number: 09065283671

Email Address: gemygylha@gmail.com

School/University Inclusive Years

Gaudete Study Center Inc. 2003-2009

Lusacan National High School 2009-2013

Southern Luzon State University 2013-2017

Public Administration League of Students (PALS)

With great pleasure, a grateful acknowledgement is hereby extended to the following

to complete the study:

constructive comments and suggestions that contributes to the study;

researchers in their statistical treatment;

approval to conduct this study;

step of the way

I whole-heartedly dedicate this work to my family and friends, to my mother Editha

and bestowing love that made me the person I am becoming to be, to my

to my of friends, for sharing their moral support and love

to make this research and most especially

to Almighty God for His love and

divine grace that gives me

strength and spiritual

For always making me feel loved and blessed, thank you

family and friends. To my Mom and Dad, thank you

for your unmeasurable love, understanding and

support. Thank you for bringing in the best

of me. Most importantly, thank you

dear God for never leaving

my side and flowing me

with your abundant

Chapter II REVIEW OF RELATED LITERATURE AND STUDIES

Chapter III METHODOLOGY

Chapter IV RESULT AND DISCUSSION

Chapter V SUMMARY, CONCLUSION AND RECOMMENDATIONS

1. Percentage Distribution of the Current Organizational

1. Relationship of Organizational culture and Job Satisfaction in the

Improving socio-cultural and technological conditions have increased people’s

expectations from municipalities. People’s expectations in improving the socio-cultural

and technological conditions in a municipality have increased. The municipality’s duties

To develop an organization that has the competitive advantage of value-based, the

management needs to pay attention to its organizational culture.

resources in carrying out the obligations and behavior in the organization.

the organization’s personality is referred to as its culture. Organizational culture is an