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Influence of Leadership Practices of Managers on Job Satisfaction Level of
Crew Members at Jollibee Lot 21, 3 Magsaysay, Olongapo City, 2018

A Research
Submitted in Partial Fulfillment in the Course Subject, Practical Research III
Kalalake National High School, Senior High School Department,
Olongapo City

by:

Jericha Anne P. Dabu, Joahna Marielle Olino, Grachelle Remorin and

Norberto T. Gonzales, Jr.
March,2018
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TABLE OF CONTENTS

TITLE PAGE................................................................... i

APPROVAL SHEET ………………………………...... ii

ACKNOWLEDGMENT……………………………….. iv

DEDICATION................................................................. v

TABLE OF CONTENTS................................................. vi

LIST OF TABLES........................................................... ix

LIST OF FIGURE............................................................ xi

RESEARCH ABSTRACT............................................... xii

Chapter

1 THE PROBLEM AND ITS BACKGROUND

Introduction......................................................... 1

Conceptual Framework of the Study.................. 3

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Statement of the Problem.................................... 4

Significance of the Study.................................... 5

Scope and Delimitation of the Study.................. 6

Definition of Terms............................................. 6

2 REVIEW OF RELATED LITERATURE AND STUDIES

Related Literature.................................................. 8

Foreign......................................................... 8

Local............................................................ 11

Related Studies……............................................... 12

Foreign......................................................... 12

Local............................................................ 14

3 RESEARCH METHODOLOGY AND PROCEDURES

Research Design .................................................. 17

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Research Instrument.............................................. 17

Respondent of the study......................................... 18

Data Gathering Procedure.................................. 18

Statistical Treatment of Data................................. 18

4 PRESENTATION, ANALYSIS AND

INTERPRETATION OF DATA........................... 37

5 SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

Summary................................................................ 48

Findings................................................................. 49

Conclusions............................................................ 51

Recommendations.................................................. 51

References............................................................................... 53

Appendices ………………………………………………… 54
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LIST OF TABLES

Table Page

1 Profile of the Student-Respondents in terms 37

Of Age, Gender, Years of service, Civil Status and
Educational Attainment

2 Weighted Mean of Job Satisfaction 39

3 Weighted Mean of Leadership Practices 43

4 Correlation of Job Satisfaction Level of Crew Members 47

and Leadership Practices of Managers
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LIST OF FIGURE

Figure Page

1 Conceptual Framework 3
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APPROVAL SHEET

This thesis entitled “INFLUENCE OF LEADERSHIP PRACTICES OF

MANAGERS ON JOB SATISFACTION LEVEL OF CREW MEMBERS AT

JOLLIBEE SUBIC LOT 21 MAGSAYSAY DRIVE OLONGAPO CITY “

prepared and submitted by JERICHA ANNE DABU, GRACHELLE

REMORIN, NORBERTO GONZALES AND JOAHNA MARIELLE OLINO

in partial fulfillment of the requirements in Inquiries, Investigation and Immersion.

Alvin Q. Doble MT-II

Adviser

Chairman

Member

Member
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ACKNOWLEDGEMENT

First of all, we’re grateful to The Almighty God for establishing and giving

us wisdom and strength to complete this Practical Research 3 and also for all the

countless blessings he have given to us, even the struggles that made us stronger

and not to give up.

We would like to express our deepest gratitude and sincere appreciation to

Mrs. Lovely Ann Magboo for her unfailing patience to guide, support and help us

all throughout the process. We need to thank especially Mr. Ismael Tan and Mr.

Alvin Q. Doble who offered unflagging support and wise advices.

Last but not the least, we would like to acknowledge with gratitude, the

support and love of our families and friends because this Research would not be

possible without them.

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Dedication

This dissertation is dedicated to our beloved families, colleagues, friends and

teachers. They consistently helped us keep perspective on what is important in life
and shown us how to deal with reality.
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Influence of Leadership Practices of Managers on Job Satisfaction Level of
Crew Members at Jollibee Lot 21, 3Magsaysay, Olongapo City, 2017
By:

Jericha Anne P. Dabu, Joahna Marielle Olino, Grachelle Remorin and

Norberto T. Gonzales, Jr.
March, 2018

RESEARCH ABSTRACT

Summary

This study aims to determine the influence of leadership practices of

managers on job satisfaction level of crew members at Jollibee Lot 2, Magsaysay,

Olongapo City, 2018.

Specifically, it seeks to answer the following questions:

Research Guide Questions

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

1.1 Age;

1.2 Sex;

1.3 Years of service;

1.4 Civil status; and

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1.5 Educational attainment?

2. How may the Job satisfaction of the respondents be described in

terms of:

2.1. Job flexibility;

2.2. Engagement; and

2.3. Personal freedom?

3. How may the leadership practices of managers be described as

perceived by the respondents in terms of:

3.1 . Transformational leadership;

3.2 . Transactional leadership; and

3.3 . Laissez-faire leadership?

4. Is there a significant relationship between leadership practices of

the managers and job satisfaction level of the crew members?

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The researchers utilized the descriptive method of research and the survey-

questionnaire was used as the main data gathering instrument.

Thirty ( 30) crew members at Jollibee Lot 21 Magsaysay Drive Olongapo

City were the respondents of the study .

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Chapter I

THE PROBLEM AND ITS BACKGROUND

INTRODUCTION

Leadership is an important function of management which help to maximize

efficiency and to achieve organizational goals. Leadership also viewed as one of

the fundamental drivers of organizational success for both now and the future.

Therefore, the leadership style that the manager possesses has a great impact

to the employees’ job satisfaction. according to Naidu and Van Dev Walt (2005),

an effective leadership style influences change. Therefore, the role played by a

leader could be viewed as that as an influential change agent. Transactional,

transformational leadership and laissez-faire leadership are the three common

leadership practices in the current climate.

Most of the successful organization have highly satisfied employee. Job

satisfaction is the level of contentment a person feels regarding his/her job. Job

satisfaction can be influenced by a person’s ability to complete required task, the

level of communication in an organization and the way management treat

employees.
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Job satisfaction leads to high morale and goal achievement. Absenteeism is

likely to decrease when employees are satisfied. Satisfied employees also stay long

in the organization benefits by getting the refer for investment. It is mentioned that

the organizational performance is based on job satisfaction. It is identified that the

satisfied employees are more likely to be productive. So, in an organization when

employees are satisfied, there is high productivity. Job satisfaction are determined

if the employees are comfortable dealing with the leadership of their managers

( Rajasekar and Bhuvaneswari,2014;Garry and Kaushik,2013;Latif, et al, 2013;

Singh and Jain, 2013; Naseem, Ejaz and Malik,2011).

The organizations can develop certain training programs to develop

leadership skills especially for managers who have a big span of control. Even

mentoring programs, sessions by executive coaches help senior leaders hone their

skills. Professionals and trainers can use the results from the current study to

develop leadership development training interventions, based on

organization and individual needs. Volk and Lucas (1991) demonstrated that

leadership practices was the only predictor of employee's retention and explained

32% of the variance in turnover. Over a period of time there have been other
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studies which have all indicated that employees leave the manager, not the

organization.

Effective leadership skills of managers help to retain human capital,

establish continued relationship with customers to ensure satisfaction and generate

income. The need to increase company profits created a highly competitive

industry (Fuller, 2013). Thus, understanding how leadership styles affect job

satisfaction is important; only satisfied thus contributing to revenue generation

(Chi and Gursoy, 2009).

Jollibee Food Corporation is a fast food wherein ruled and supervised by

organizational managers. The researchers will conduct a study that will determine

the influence of leadership styles of managers to the job satisfaction of the crew

members at Jollibee Lot 21, Magsaysay Olongapo City. Related studies and

literature above are the evidences that there is a direct influence how the manager

led his or her subordinates.

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Paradigm of the Study

The researchers will use input-process-output model. Figure 1 shows how

the research study will be undertaken.

Input Process Output

1. Profile A. Data Gathering

Respondent 1. Survey Improved
Questionnai leadership practices
1.1. Age; re of managers and the
1.2. Sex; B. Data Analysis sob satisfaction of
1.3. Status C. Statistical
1.4. Educational the crew members
Treatment
Attainment
1. Percentages
1.5. Years of
Service 2. Weighted
Mean
2. Job Satisfaction 3. Pearson
a. Job Flexibility Product
b. Engagement
c. Personal
Freedom
Leadership Styles
a. Transformatio
nal
b. Transactional
c. Laissez-Faire
Figure 1. The Conceptual Paradigm of the study
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Figure 1 shows the input, process and the output of the study. The input

contains the profile of the respondent, job satisfaction and leadership styles. The

process contains data gathering, data analysis and statistical treatment. The output

variables contain improvement of manager’s leadership practices and job

satisfaction of the crew members.

Statement of the Problem

This study aims to determine the influence of leadership practices of

managers on job satisfaction level of crew members at Jollibee Lot 2, Magsaysay,

Olongapo City, 2018.

Specifically, it seeks to answer the following questions:

Research Guide Questions

5. What is the profile of the respondents in terms of:

5.1 Age;

5.2 Sex;

5.3 Years of service;

5.4 Civil status; and

5.5 Educational attainment?

6. How may the Job satisfaction of the respondents be described in

terms of:
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2.1. Job flexibility;

2.2. Engagement; and

2.3. Personal freedom?

7. How may the leadership practices of managers be described as

perceived by the respondents in terms of:

7.1 . Transformational leadership;

7.2 . Transactional leadership; and

7.3 . Laissez-faire leadership?

8. Is there any significant relationship between leadership practices of

the managers and job satisfaction level of the employees?

Hypothesis

There is no significant relationship between leadership practices of the

managers and the job satisfaction level of the employees.

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Significance of the Study

This study will be beneficial to the following:

ABM students. This study will help the ABM students to be knowledgeable on the

influence of leadership styles to job satisfaction level of the employee especially in

an organization like Business Company.

Staffs. This study will provide information on the extent and the influence of

leadership styles of the management on job satisfaction levels of the staffs/

employees.

Managers. This study will surely help the managers of what is the most effective

leadership style that they can use within the organization.

Management. The result of the study will may also be used as basis to identify job

satisfaction level of the employees influenced by the company managers. It would

serve as basis for leadership skills training for the managers.

Future Researcher. This study will be a source of another problem of the study or

can be replicated using additional variables in another locate or setting with

different respondents. It is also recommended to the future researcher in order to

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gain a deeper understanding of how leadership styles influence job satisfaction

levels of employees.

Scope and Delimitation

The study focuses on the influence of leadership practices of the managers

on job satisfaction level of crew members at Jollibee Lot 21, 3 Magsaysay Drive,

Olongapo City.

This study determines the profile of the Jollibee Magsaysay crew members

with respect to their age, sex, civil status, educational attainment and years of

service. This research study will also determine the influence of leadership

practices with regards to transformational leadership, transactional leadership and

laissez- faire leadership style. Moreover, job satisfaction of the employees will

include job flexibility, engagement and personal freedom.

In addition, research study will utilize descriptive and correlation method of

research design to gather information.

The limitation of the study lies only on the crew members of Jollibee Lot 21,

3 Magsaysay, Olongapo City.

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Definition of Terms

The following terms are defined conceptually and operationally.

Leadership Style. It is the adaptation of varying techniques used by leaders

provided guidance and influence participation of subordinates in a specified course

to be navigated (Flynn, 2009). As used in this study, it pertains to social influence

process in which the leader seeks the voluntary participation of subordinates in an

effort to reach organization goals.

Transformational Leadership. It is a people-oriented leadership style that

encourages subordinates to excel beyond normal performance levels to the sake of

the organization. In this process, emotional attachments occur between the leader

and the follower. (Mester, Uisser, Roodt, 2007). As used in this study, it pertains to

encourage follower to do more than required, are proactive and help followers to

attain unexpected goals, they move followers beyond immediate self-interest.

Transactional Leadership. It is a task-oriented style, relating to reward based

performance initiatives (Naidu and Van De Walt, 2008). As used in this study, it
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pertains to someone who values order and structure. Transactional leadership is a

good fit for places where creativity and innovative ideas are valued.

Laissez-Faire Leadership. It is a passive style that is reflected by high levels of

avoidance, indecisiveness’ and indifference (Mc Coll-Kennedy and Anderson

2007). As used in this study, it pertains to give the least possible guidance to

subordinates, and try to achieve control through less obvious means. They believe

that people excel when they are left alone to respond to their responsibilities and

obligations in their own ways.

Job Satisfaction. It is the amount at positive overall feelings that individuals

have towards their jobs. People develop attitudes towards their jobs by

considering their feelings, behaviors’ and beliefs. (Peerbhai, 2009). As used in this

study, it pertains to the feeling of fulfillment or enjoyment that a person derives

from their job.

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Chapter 2

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter presents the foreign and local literature and studies, which the

researcher considers relevant to the problem. Extensive readings done on books,

magazines, journals and clippings formed various reading item so as to get

information regarding the problem that is to be studied.

A. RELATED LIERATURE

Foreign

Job Satisfaction

Job satisfaction has received considerable attention, resulting in the

construct being extensively researched over the past years. Job satisfaction can be

broadly defined as the extent to which employees are content with their jobs

(Mester et al., 2003). People develop attitudes towards their jobs by considering

their feelings, behaviors’ and beliefs. High satisfaction levels lead to positive

feelings while low satisfaction levels lead to negative feelings (Peerbhai, 2005).
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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 (Kaliski,2007). 

Job satisfaction is the collection of feeling and beliefs that people have about

their current job. People’s levels of degrees 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). Locke and Lathan (1976) give a

comprehensive definition of job satisfaction as pleasurable or positive emotional

state resulting from the appraisal of one’s job or job experience. Job satisfaction

is a result of employee's perception of how well their job provides those things

that a reviewed as important. According to (Mitchell and Lasan, 1987), it is

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generally recognized in the organizational behavior field that job satisfaction is the

most important and frequently studied attitude.

Leadership Style

According to Great Man theory, it says that the great men became

irrelevant and consequently growth of the organizations. “The passing years have

given the coup de grace to another force the great man who with brilliance and

farsightedness could preside with dictatorial powers as the head of a growing

organization but in the process retarded democratization”. It was also determined

that, “a person does not become a leader merely by virtue of the possession of

some combination of traits” (Samad, 2012). On the amount of direction and

guidance, the dynamic among these factors was established; socio-emotional

support and task behavior, in performing a task the readiness level (commitment

and competence) of the followers and relationship behavior required by the

follower’s functions and objective (Ryan & Tipu, 2013). Without involving

subordinates, the autocratic leader makes decisions, laissez-faire leader lets

subordinates make the decision and hence takes no real leadership role other than

assuming the position and the democratic leader accesses his subordinates then

takes his decision.

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The organizational structure is comprised of different departments in which the

employees work as the basic units with different capacities. In this regard, the basic

responsibility of the leadership is to raise the moral values, working capacity and

ultimately the output graph of the organization (Avolio & Bass, 2004). The

employees, in the presence of a leadership may not feel isolated from the central

authority which keeps them intact and resultantly they work with integrity and

utmost commitment. At macroscopic level, leadership is both a research area and a

practical skill (King, Johnson & Vugt, 2009). On the part of the researchers, the

ongoing research highlights different leadership styles in the different

circumstances in diverse spheres of life. On the part of individual level, it

encompasses the abilities, leading capacity, skills and experience of a person or

group of persons (Tahir, Abdullah, Ali & Daud, 2014). While exercising the

authority, the leadership seeks the participation of the employees with all their

dedication and sense of ownership through the power of mobilization, motivation

andcommunication in the organization (Chandra & Priyono, 2016).

Local Literature

Job Satisfaction
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Job satisfaction is a complex and multifaceted concept, which can mean

different things to different people. Job satisfaction is usually linked with

motivation, but the nature of this relationship is not clear. Satisfaction is not the

same as motivation. "Job satisfaction is more an attitude, an internal state. It could,

for example, be associated with a personal feeling of achievement, either

quantitative or qualitative." In recent years’ attention to job satisfaction has

become more closely associated with broader approaches to improved job design

and work organization, and the quality of working life movement (Buchanan,

2006). Job satisfaction has been defined as, the attitude of an employee toward a

job, sometimes expressed as a hedonic response of liking or disliking the work

itself, the rewards pay, promotions, recognition, or the context such as working

conditions, benefits (Corsini, 1999 cited by Tillman, 2008).

Job satisfaction is usually reflected in employees’ complaints. Dissatisfied

employees experience more psychological distress and physical health problems

(De Castro 2008). With respect to job performance, Alfaro et al. (2005) reported in

their thesis that among phone bankers in a banking call center, job performance

ratings significantly vary between shifts.

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Leadership style

Legaspi (2007) looked at the profiles of political leaders at the local

government level. The researcher calls the framework that she used as interactional

in the sense that the leader influences both the follower and the organization and

vice versa. The researcher included the framework leadership traits and leadership

style behaviors. Legaspi book analyzed the leadership of the municipal mayors of

Pangil, Laguna and of Goa, Camarines Sur; the city mayors of Quezon City and of

Naga City; and the provincial governor of Bulacan.

As stated of (Gary K. Hines, 2015) “The dynamic and effective

leadership shown a company’s management is the dominating element in

determining the eventual success of a company.” There is a difference between

leadership and management. Leadership is the activity trying to successfully

influence people to strive to attain the goals of the business. The supervisor’s

position in the organization gives authority, which was enhanced by the respect,

and trust that subordinates have in the supervisor. This enables the leader to

accomplish the plans, purposes, and goals of the organization by working with

people.
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B. RELATED STUDIES

Foreign

Job Satisfaction

 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 (Kaliski, 2007). A study was conducted on Employee

satisfaction in cement industry of Chhattisgarh by Daljeet Singh Wadhwa, Manoj

Verghese & Dalvinder Singh Wadhwa (September 2011). This study focused on

three factors namely behavioral, organizational and environmental factors. The

report focused on all of these factors and attempted to find the relation between

these factors and employee job satisfaction and it was found that all the three

factors have a positive impact on job satisfaction. Research shows that flexible

work arrangements may reduce stress because employees working flexibly are
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more satisfied with their jobs, more satisfied with their lives, and experience better

work-family balance (Chartered Institute of Personnel and Development 2008).

Participation in formal arrangements that involve flextime promotes a sense among

workers that they have the discretion to fit job-related responsibilities into their

broader lives, and this discretion contributes to less stress and burnout. A study of

more than 19,000 employees at nine distinct companies (in the pharmaceutical,

technical, manufacturing, financial, and professional services sectors and in a

university) showed that stress and burnout was lower among workers engaged in

all types of workplace flexibility arrangements (Grzywacz, J.G., Carlson, D. S., &

Shulkin, S. 2008).

Leadership Style

Leaders should especially focus on motivators such as dimensions of

discretion (freedom to choose, what, when and how activities are carried out), job

demands (controls vs lack of control over speed of activity), as well as apt use of

skills and competencies. As the study indicates, for leaders to succeed in today’s

fast changing business environment, it is recommended that they adopt a

transformational leadership style rather than transactional or laissez-faire styles to

enhance employees’ motivation consistently and efficiently; which will in turn

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generate higher quality performance on the employees’ part and boost business

performance.

As the study was conducted by Rima Ghose Chowdury, 2014 “The

leaders should avoid any laissez-faire behavior and spend time instead coaching,

paying attention to employees’ abilities and needs, help them develop their talent,

and provide a supportive environment. This would help achieve higher

performance standard within the organization. They should also enhance their

knowledge about how their leading style influences their employees. They should

select the style best suited to the organizational goals and employees’ needs and

desires”

Local

Leadership Style and Job Satisfaction

As the study was conducted by Dalluay & Jalagat,2016 their study was

found out that participative leadership style is appropriate and suitable to the

businesses that are covered in this study and has been also found to be effective in

managing the staff and the company’s overall performance. Furthermore, further

investigation revealed that leadership style variables such as autocratic,

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participative, and laissez-faire significantly impacts job satisfaction and

performance. Individually, participative leadership style showed the strongest

impact while laissez-faire had the lowest correlation. The results affirmed with the

study of Wang, Law, Hackett, Wang, and Chen (2005) that, leadership styles

correlate with job satisfaction and performance. Although it has not been

identified from this study as to which particular leadership style are used, the study

however of Howell and Avolio’s (1993) specifically stated that participative

leadership style strongly correlates employees’ job satisfaction and performance. It

also holds true that laissez-faire leadership style impacts job satisfaction and

performance at lower significance as evidenced in the study of Hamidifar (2010)

claiming that laissez-faire leadership style poorly correlates with job satisfaction.

When leadership style as a single independent variable was tested using the

correlation coefficient to employee job performance, the results showed that there

is significant

relationship between the two variables. This would mean that, regardless of the

leadership style used, the relationship is evident. Further, it can be safe to conclude

that leadership style as a single variable impacts job performance along with other

variables that may not be covered in this study. But this result may not discount the
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fact that, qualities of a leader and his effective leadership style has a big role to

play to attain individual and organizational performance (Lussier, 2013). Luthans

(2011) had emphasized that leadership style does not only provide positive results

but also negative consequences. For this reason, the effectiveness of the leadership

style used should be considered in determining employee job performance.

Teacher job satisfaction relates positively to participative decision- making,

higher autonomy at work, and ultimately leads to positive work environment

condition, Hughes (2006). “A happy worker is a productive worker”. As a result of

the Hawthorne studies, managers generalized that if their employees were satisfied

with their jobs, that satisfaction would be translated into high productivity. Woods

and Weasmer (2002) suggested that when teachers are satisfied, the rate of attrition

is reduced, collegiality is enhanced, and job performance improves. Teachers who

find their work environment supporting and nurturing have self-perceptions of

competence, worth, ownership, and satisfaction with their school and find it

difficult to leave a responsive workplace.

In the study of Factor (2001), he found out that there were three major

theoretical perspectives are postulated, hypotheses that: (a) satisfaction leads to

performance; (b) the relationship is moderated by a number of variables; and (c)

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performance leads to satisfaction. Relevant research results are found to be

equivocal at best, thereby implying that the relationship between satisfaction and

performance is highly complex. Important areas of concern for management

arising out of the review include the psychological effects of job content, the

matching of jobs to individual needs, the appropriateness of reward systems, and

the use of performance appraisal and salary evaluation. All are seen as being

pertinent to the quality of organizational functioning. It is therefore contended that

a holistic contingency approach which takes into account the needs of workers, the

characteristics of their work environment and the requirements of the organization

be adopted.
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Chapter 3

RESEARCH METHODOLOGY AND PROCEDURES

The chapter presents the methods and procedures that will be used by the

researchers in gathering the data needed. This study will use descriptive method of

research design. It will also describe the respondents of the study, research

instrument, data gathering procedure and the statistical treatment that will be used.

Research Design

The researchers have used descriptive research method wherein study is

focused on present situation. It involves the recording, description, analysis and the

presentation of the present system, composition or process of phenomena.

Under the Descriptive Research Method, the technique used is the survey

method. The results and findings of the study should always be compared with

standards. With the survey method, researchers are able to statistically study the

specific areas where the researchers must concentrate. Findings regarding the

common practices being done and the methods which are commonly adopted the

crew members are obtained with the use of the survey method.
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Research Instrument

The researcher will adopt survey questionnaire of (Loganathan, 2013)

entitled the influence of leadership practice on Job satisfaction as the main

gathering instrument.

The survey questionnaire was composed of (3) three parts, the demographic

profile, job satisfaction and the leadership style. It will be supported through

documentary analysis.

Respondents of the study

The researcher will use a random sampling to get the sample size of the

respondents among crew members of Jollibee Lot 21, 3 Magsaysay Drive,

Olongapo City.

Data Gathering Procedure

The researchers will submit a letter for the approval of the principal of

Kalalake National High School to go outside for the distribution of survey

questionnaire to the crew members at Jollibee Lot 21, Magsaysay Olongapo City.
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After approving the request letter to conduct a study and to gather the needed data

with inclusive dates, the researchers will proceed and go to their selected locale of

the study.

The respondents will be informed about the nature of the study to ensure

freedom of choice and provide an avenue for the respondents to voluntarily

consent or decline participation in the study, the informed consent of each

respondent will be confidential.

The researchers will distribute the questionnaire at their time. They will be given

enough time to answer the questionnaire and allowed to ask questions and

clarification. After answering, it will be collected by the researcher and will be

complained and scaled for analysis and interpretation.

Statistical Treatment

The researcher will use the following statistical treatment to process the data:

1. Percentages. According to Calmorin (1997) the percentage is a way of

expressing a proportion, a ratio or a fraction of a whole number by using

100 as a denominator.
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Formula: Percentage = F/N x 100 %

Where: F- Frequency

N- Population

2. Weighted Mean. This refers to the set of data taken from the average of the

population ( Broto, 2016).

∈ fx
Formula: WM = N

Where: WM = Weighted mean

Efx= sum of the products of the frequency with weights

N= Sample Size

Weight Scale/Range Verbal Interpretation

5 4.20 - 5.00 Always

4 3.40 - 4-19 Fairly Often

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3 2.60 - 2.59 Sometimes

2 1.80 - 2.59 Once in a while

1 1.00 - 1.79 Not at all

3. Pearson Product. Pearson's correlation coefficient (r) is a measure of the

strength of the association between the two variables.

Formula:

where:

 N is the sample size

 ❑❑ x i , y i are the single samples indexed with i

 (the sample mean); and analogously

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Chapter 4

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

This chapter comprises the analysis, presentation and interpretation of the

findings resulting from this study. To complete this study properly, it is necessary
to analyze the data collected in order to test the hypothesis and answer the research
questions. As already indicated in the preceding chapter, data is interpreted in a
descriptive form.

TABLE 1. Frequency Distribution of the profile of the Respondents

Table 1.1 Age

Age Frequency Percentage

33-Above 1 3.33
28-32 2 6.67
23-27 10 33.33
18-22 17 56.67
TOTAL 30 100
The majority age of our respondents are 18-22 years old with a frequency of

17 or 56.67% and followed by 23-27 years old with a frequency of 10 or 33.33%,

28-32 years old with a frequency of 2 or 6.67% and 33-above with a frequency of 1

or 3.33 with a total frequency of 30 and percentage of 100%.

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Table 1.2 Sex

SEX Frequency Percentage

Male 17 56.67
Female 13 43.33
TOTAL 30 100
The majority respondents are male with a frequency of 17 and percentage of

56.67% and followed by female with a frequency of 13 and percentage of 43.33

with a total of frequency of 30 and percentage of 100%.

Table 1.3 Years of service

Years of service Frequency Percentage

Less than 1 year 10 33.33
1-3 years 12 40
4-6 years 5 16.67
7-9 years 2 6.67
10 years and above 1 3.33
TOTAL 30 100
The majority of the respondents are 1-3 years in their service with an
equivalent frequency of 12 or 40% followed by less than 1 year with a frequency
of 10 or 33.33%, 4-6 years with a frequency of 5 or 16.67 %, 7-9 years.

Table 1.4 Civil Status

Civil Status Frequency Percentage

Single 27 90
Married 3 10
Widowed 0 0
TOTAL 30 100
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The majority respondents are single with a frequency of 27 or 90% and
while married crews has a frequency of 3 or 10 %, widowed has 0 frequency and
0% with a total frequency of 30 and total percentage of 100%

Table 1.5 Educational Attainment

Educational Attainment Frequency Percentage

Less than High School 9 30%
High School 11 36.67%
College Degree 10 33.33%
Bachelor’s Degree 0 0%
Master’s Degree 0 0%
Doctorate Degree 0 0%
TOTAL 30 100%

The majority respondents are high school graduate with of 11 or 36.67% and
while less than high school has a frequency of 9 or 30%, college degree has a
frequency of 10 or 33.33% and the rest educational attainment has a 0 frequency
with a total frequency of 30 and total percentage of 100%.

Weighted Mean of Job Satisfaction

Table 2.1 Job Flexibility

Crew Members
Questions Weighted Verbal
mean Interpretation
1. I am able to keep busy all the time. 4.43 Always
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2. I am given the opportunity to work 4.27 Always
alone on the job.
3. I am given opportunity to do different 4.33 Always
things.
4. I am given the chance to be somebody 3.93 Fairly often
in the community.
5. I am competent in making decisions. 4.23 Always
General weighted mean 4.83 Always

I “am able to keep busy all the time” is the highest weighted mean of 4.43

with an interpretation of “always” followed by 4.33 with an indicator of “I am

given opportunity to do different things” and a verbal interpretation of “always”

thirdly, with a weighted mean 4.27 with an indicators of “I am given the

opportunity to work alone on the job.” And a verbal interpretation of “Always”

fourthly, “I am competent in making decisions.” Is the indicator with a weighted

mean 4.23 and verbal interpretation of “Always” lastly, “I am given the chance to

be somebody in the community” has a lowest weighted mean of 3.93 and a verbal

interpretation of “Fairly often. The total weighted mean is 24.1

Table 2.2 Engagement

Crew Members
Questions Weighted Verbal
mean Interpretation
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6. I am given the chance to do things for 3.1 Sometimes
other people.
7. I am given the chance to tell people 3.97 Fairly often
what to do.
8. I am able to get along with my co- 4.27 Always
workers.
9. I am able to gets on well with my 4.17 Fairly often
manager.
10.I receive praises for doing a good job. 4.1 Fairly often
General weighted mean 3.92 Fairly Often

“I am able to get along with my co-workers” is the highest weighted mean of

4.27 with an interpretation of “always”. “I am able to gets on well with my

manager” is the second to the highest weighted mean of 4.17 with an interpretation

“Fairly often”. “I receive praises for doing a good job.” Is the third to the highest

weighted mean of 4.1 and an interpretation of “Fairly often”. “I am given the

chance to tell people what to do” fourth to the highest weighted mean of 3.97 with

an interpretation “Fairly often”. “I am given the chance to do things for other

person” is the indicator who has the lowest weighted mean of 3.1 and

interpretation of “sometimes”.

Table 2.3 Personal Freedom

Crew Members
Questions Weighted Verbal
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mean Interpretation
11.I have opportunity for advancement in 4.33 Always
this job.
12.I have the freedom to use my own 4.13 Fairly Often
judgement.
13.I am given the chance to do something 4.27 Always
that makes use of my abilities.
14.I am given the opportunity of doing the 4.33 Always
job.
15.I am paid according to work I do. 4.47 Always

General weighted mean 4.30 Always

“I am paid according to work I do” is the indicator with the highest weighted

mean of 4.47 with an interpretation of “always”. “I am given the opportunity of

doing the job” and “I have opportunity for advancement in this job” are the second

to the highest weighted mean of 4.33 and same interpretation of “Always”. “I am

given the chance to do something that makes use of my abilities.” Is the third to the

highest weighted mean of 4.27 and an interpretation of “always.” “I have the

freedom to use my own judgement.” Is the lowest weighted mean of 4.13 with the

interpretation of “Fairly often” with the total average weighted mean of 21.53.

Weighted of Leadership Practices

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Table 3.1 Transformational Leadership

Crew Members
Questions Weighted mean Verbal Interpretation
1. Re-examines critical 4.33 Always
assumption to questions when
they are appropriate
2. Focuses attention on mistakes 3.97 Fairly often
3. I am given the chance to do 4.23 Always
something that makes use of
my abilities.
4. I am given the opportunity of 4.33 Always
doing the job.
5. I am paid according to work I 4.33 Always
do.
6. Articulates a compelling 4.4 Always
vision of the future.
7. Suggest new ways of doing 4.43 Always
things.
8. Emphasizes the importance of 4.27 Always
having a collective sense of
the missions.
9. Uses methods of leadership 4.20 Always
that are satisfying
10.Gets me to do more than I am 4.20 Always
normally expected to do
General weighted mean 4.2 Always

“Re-examines critical assumption to questions when they are appropriate”, “I

am given the opportunity of doing the job” and “I am paid according to work I do.”

Are the highest indicators with a 4.33 weighted mean and interpretation of

“Always.” “Emphasizes the importance of having a collective sense of the

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missions” is the second highest indicators with a weighted mean of 4.27 and with

an interpretation “Always.” “Uses methods of leadership that are satisfying” and

“Gets me to do more than I am normally expected to do” are the indicators with

4.20 weighted mean and with an interpretation of “fairly often” “Articulates a

compelling vision of the future.” Is the second to the lowest weighted mean of 4.4

and interpretation of “Always.” “Focuses attention on mistakes” is the lowest

weighted mean of 4.7 and interpretation of “Fairly often.”

Table 3.2 Transactional Leadership

Crew Members
Questions Weighted mean Verbal Interpretation
1. Provides me with assistance in 4.13 Fairly Often
exchange for my efforts
2. Talks about his/her most 3.57 Fairly often
important values and beliefs
3. Talks enthusiastically about 4.10 Fairly often
what needs to be accomplished
4. Stresses the importance having 3.93 Fairly often
a strong sense of purpose
5. Displays a sense of power and 3.97 Fairly often
confidence
6. Considers the moral and ethical 3.93 Fairly often
consequences of decision
7. Acts in ways that builds my 4.53 Always
respect for him/her
8. Treats me as an individual 4.03 Fairly often
rather than just a member of the
group
9. Helps me develop my strengths 4.4 Always
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10.Expresses satisfaction when I 4.53 Always
meet expectations
General weighted mean 4.11 Always

“Acts in ways that builds my respect for him/her” and Expresses satisfaction

when I meet expectation.” Are the indicators with a same and highest weighted

mean of 4.53 with an interpretation of “Always.” “Provides me with assistance in

exchange for my efforts” is the second to the highest indicator with a weighted

mean of 4.13 with an interpretation of “Fairly Often”. “Talks enthusiastically about

what needs to be accomplished” is the third to the highest indicator with a

weighted mean of 4.10 and with an interpretation of “Fairly often”. “Treats me as

an individual rather than just a member of the group.” Is the fourth to the highest

weighted mean of 4.4 and with an interpretation of “Always.” “Treats me as an

individual rather than just a member of the group” is the fifth to the highest

indicator with a weighted mean 4.03 and interpretation of “Fairly Often”.

“Displays a sense of power and confidence” is the second to lowest weighted

mean of 3.97 and interpretation of “Fairly often” “Considers the moral and ethical

consequences of decision” is the indicator with the lowest weighted mean of 3.93

and interpretation of “Fairly often” and with a total generated weighted mean of

4.11 with an interpretation of “Sometimes”.

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Table 3.3 Laissez-Faire Leadership

Crew Members
Questions Weighted mean Verbal Interpretation
1. Fails to interfere until 2.93 Sometimes
problems become serious
2. Avoids getting involved when 2.37 Once in a while
important issues arise
3. Is absent when needed 2.97 Sometimes
4. Instills pride in me for being 2.7 Sometimes
associated with him/her
5. Waits for things to go wrong 2.1 Once in a while
before taking an action
6. Demonstrates that problems 2.33 Once in a while
must reoccur before taking an
action
7. Gets me to look at problems 2.83 Sometimes
from different angles
8. Avoids making decisions 2.23 Once in a while
9. Seeks differing perspectives 2.43 Once in a while
when solving problems
10.Is specific about who is 2.57 Once in a while
responsible for reaching
performance target
General weighted mean 2.46 Once in a while
“Is absent when needed” is the highest indicator with a weighted mean of 2.97

and being interpreted “Sometimes”. “Fails to interfere until problems become

serious” is the second to the highest indicator with a weighted mean of 2.93 and

with an interpretation of “Sometimes”. “Gets me to look at problems from

different angles” is the third indicator with a weighted mean of 2.83 and verbal
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interpretation of “Sometimes”. “Seeks differing perspectives when solving

problems” is the fourth indicator which has a weighted mean of 2.43 and

interpretation of “Once in a while”. “Avoids getting involved when important

issues arise” is the fifth indicator who has a weighted mean of 2.37 and

interpretation “Once in a while”. “Demonstrates that problems must reoccur before

taking an action” is the second to the last lowest weighted mean of 2.33 and

interpretation of “Once in a while.” “Avoids making decisions” is the lowest

indicator and weighted mean of 2.23 and interpretation of “Once in a while” and

with a total generated average of 2.46 and interpretation of once in a while.

Table 4 Correlation of Job Satisfaction Level of Crew Members and

Leadership Practices of Managers

Correlation Computed r Tabular Level Decision on

with
Leadership Value at 0.05 Ho
Practices 0.612 0.361 Significant Rejected
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The data indicated that the obtained coefficient of correlation of 0.612 was far

above the tabular value of 0.361 at the 0.05 level of significant. This was just a

justification that there is a relationship between the leadership practices of

managers and job satisfaction of employees. Therefore, reject the null hypothesis.

Chapter 5

SUMMARY, FINDINGS, CONCLUSIONS,

AND RECOMMENDATIONS

This chapter presents the summary of the findings, conclusions and

recommendations based on the data analyzed in the previous chapter. Some
limitations have been identified.
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Summary

This study aimed to determine the influence of leadership practices of

managers on job satisfaction level of crew members at Jollibee Lot 21, 3
Magsaysay, Olongapo City.

More specifically, it seeks to answer the following questions:

What is the profile of the respondents in terms of: age, sex, years, of service, civil
status and educational attainment, how may the job satisfaction of the respondents
be described in terms of: job flexibility, engagement, and personal freedom, how
may the leadership practices of managers be described as perceived by the
respondents in terms of: transformational leadership, transactional leadership and
laissez-faire leadership, is there a significant relationship between leadership
practices of managers and job satisfaction level of the crew members.

To find answer to the foregoing questions, the researcher conducted a survey

using descriptive method of research with the questionnaire as the primary data
gathering instrument which was validated and administered to 30 crew members of
Jollibee Subic Lot 21. The data gathered from these respondent were analyzed and
interpreted through Simple Percentage for their demographic profile; Weighted
Mean for their assessment on leadership practices of managers on job satisfaction
level of crew members; and Pearson-product for the testing of hypothesis between
the relationship of leadership practices and job satisfaction level of crew members.

Findings

The data were analyzed and the following findings were formulated in

accordance with the specific questions given under the statement of the

problem:
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1. The respondents are, generally, in their early age period, as sustained by

a mean of 18, with the highest frequency of 17 or 56.67% garnered by

the age group 18-22. As far as gender is concerned, 17 or 56.67% of the

respondents are male, while 13 or 43.33% comprised the female group.

As regards with length of service, twelve or 40 percent of the

respondents claimed to have 1-3 years of service in fast food chain

while the group with less than 1 year posted a frequency of ten or 33.33

percent, 4-6 years in service are five or 16.67 percent, 7-9 years in

service are two or 6.67 percent and the longest range of 10 years and

above comprised one or 3.33 percent of the total respondents. For their

civil status, twenty seven or 90 percent are single and three or 10

percent are married. In terms of highest educational attainment, eleven

or 36.67 percent are high school graduate, ten or 33.33 percent are in

college degree while nine or 30 percent of the respondents are under

graduate of high school.

2. The job satisfaction level of crew members was assessed by the

respondents with the general weighted mean of 4.83 for job flexibility

and interpreted as “always”. In terms of Engagement, it has a general

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weighted mean of 3.92 and interpreted as fairly often. For personal

freedom, 4.30 is the general weighted mean and interpreted as always.

3. The leadership practices of managers was assessed by the respondents

with the general weighted mean of 4.2 for transformational leadership

and interpreted as “always”, this implies that most of the managers are

people-oriented. As regards to transactional leadership, it has a general

weighted mean of 4.11 and interpreted as “always” while laissez-faire

leadership has 2.46 computed general weighted mean and was

interpreted as “once in a while”.

4. As regards with the leadership practices and job satisfaction level of

crew members, the result revealed a highly significant relationship by a

computed r, 0.612 which exceeded the tabular value of 0.361 at 0.05

level. The null hypothesis was rejected.

Conclusion

From the summarized findings the conclusion were drawn:

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The respondents are, generally, in their early age period, majority of

whom are male, single, non-experienced, and high school graduate. The crew

members are job flexible because the managers are people-oriented. There is

a relationship between leadership practices and job satisfaction level of crew

members at Joliibee Subic Lot 21, Magsaysay, Olongapo City.

Recommendation

From the drawn conclusion, the following recommendations are hereby

directed and forwarded

1. The crew-respondents who are considering the option of pursuing it. Thus,

make themselves more passionate, committed, and dedicated to the calling

they are into.

2. The managers should maintain and even bring to a higher level their

managerial and leadership practices through adopting more innovative

trends, become more accountable, approachable and having a mindset that is

more on people.
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3. Similar study should be undertaken utilizing the same instruments and

methodologies but in different setting and bigger sample.

References

Loganat,Roland. 2013. “THE INFLUENCE OF LEADERSHIP STYLES ON JOB

SATISFACTION AT A CELLULOSE PULP MILL IN KWAZULU-NATAL”, A
CASE STUDY. 2013

D.R, Swammy. 2014. “ LEADERSHIP STYLES", A REVIEW PAPER. 2014

 KALALAKE NATIONAL HIGH SCHOOL
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SENIOR HIGH SCHOOL

Cheng'Odembo,Stella A. 2013. “JOB SATISFACTION AND EMPLOYEE
PERFORMANCE WITHIN THE TELECOMMUNICATIONS INDUSTRY IN
KENYA”, A CASE OF AIRTEL KENYA LIMITED. 2013

Okwu, Andy T. 2011. “EFFECTS OF LEADERSHIP STYLE ON

ORGANIZATIONAL PERFORMANCE”, BUSINESS AND MANAGEMENT
RESEARCH. 2011

Zakeer, Ahmed Khan. 2016. LEADERSHIP AND THEORIES STYLES”, A

LITERATURE REVIEW. 2016

Babalola, Sunday Samsom. 2016. THE EFFECTS OF LEADERRSHIP STYLES,

JOB SATISFSCTION AND EMPLOYEES-SUPERVISOR RELATIONSHIP ON
JOB PERFORMANCE AND ORGANIZATIONAL COMMITMENT”,THE
JOURNAL OF APPLIED BUSINESS RESEARCH. 2016

Appendix B

QUESTIONNAIRE: JOB SATISFACTION

I. Assessment of your Job Satisfaction level
Direction. Indicate the degree which you think the following statements are true or

false as you assess your job satisfaction level. Put a check mark (√) on the column

that corresponds your rating.

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5- Always
4- Fairly often
3-Sometimes
2-Once in a while
1-Not at all

A. JOB FLEXIBILITY
No Statement 5 4 3 2 1
1 I am able to keep busy all the time
2 I am given the opportunity to work
alone on the job
3 I am given opportunity to do
different things
4 I am given the chance to be
somebody in the community
5 I am competent in making decisions

B. ENGAGEMENT
No Statement 5 4 3 2 1
6 I am given the chance to do things
for other people
7 I am given the chance to tell people
what to do
8 I am able to get along with my co-
workers
9 I am able to gets on well with my
manager
10 I receive praises for doing a good
job

C. PERSONAL FREEDOM
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No Statement 5 4 3 2 1
11 I have opportunity for advancement
in this job
12 I have the freedom to use my own
judgment
13 I am given the chance to do
something that makes use of my
abilities
14 I am given the opportunity of doing
the job
15 I am paid according to work I do

Appendix C

QUESTIONNAIRE: LEADERSHIP STYLE

II. Assessment of leadership style of the managers

Direction. Indicate the degree which you think the following statements are true or

false as you assess the leadership style of your managers. Put a check mark (√) on

the column that corresponds your rating.

5- Always
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4- Fairly often
3-Sometimes
2-Once in a while
1-Not at all

A. Transformational Leadership
No Statement 5 4 3 2 1
1 Re-examines critical assumption to
questions when they are appropriate
2 Focuses attention on mistakes
3 I am given the chance to do
something that makes use of my
abilities
4 I am given the opportunity of doing
the job
5 I am paid according to work I do
6 Articulates a compelling vision of
the future
7 Suggest new ways of doing things
8 Emphasizes the importance of
having a collective sense of the
missions
9 Uses methods of leadership that are
satisfying
10 Gets me to do more than I am
normally expected to do
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B. Transactional Leadership

No Statement 5 4 3 2 1
1 Provides me with assistance in
exchange for my efforts
2 Talks about his/her most important
values and beliefs
3 Talks enthusiastically about what
needs to be accomplished
4 Stresses the importance having a
strong sense of purpose
5 Displays a sense of power and
confidence
6 Considers the moral and ethical
consequences of decision
7 Acts in ways that builds my respect
for him/her
8 Treats me as an individual rather
than just a member of the group
9 Helps me develop my strengths
10 Expresses satisfaction when I meet
expectations

C. Laissez- Faire Leadership

No Statement 5 4 3 2 1
1 Fails to interfere until problems
become serious
2 Avoids getting involved when
important issues arise
3 Is absent when needed
4 Instills pride in me for being
associated with him/her
5 Waits for things to go wrong before
taking an action
6 Demonstrates that problems must
 KALALAKE NATIONAL HIGH SCHOOL
14th Street New Kalalake 62
Olongapo City

Tel. No. 222-02-07

SENIOR HIGH SCHOOL

reoccur before taking an action
7 Gets me to look at problems from
different angles
8 Avoids making decisions
9 Seeks differing perspectives when
solving problems
10 Is specific about who is responsible
for reaching performance target

CURRICULUM VITAE