Working Attitudes, Job Performance and Satisfaction Level of Employees in Hardam Furigay Colleges Foundation, Inc.

This study evaluated the working attitudes, job performance, and job satisfaction levels of 71 teaching staff members at Hardam Furigay Colleges Foundation, Inc. during the 2023–2024 academic year. Employing a descriptive-correlational research design and a total enumeration sampling technique, data were gathered using a validated, highly reliable survey instrument and performance evaluation rating sheet. Descriptive statistics (frequency, percentage, weighted mean) and inferential statistics (Pearson r) were used for analysis at a 0.05 level of significance.
The profile revealed that most respondents were female, aged 21 to 30, held a bachelor’s degree, served as college instructors, and had 1 to 3 years of service. Results indicated that employees exhibited a very high level of working attitudes ("overall mean"=3.87) across organizational commitment, employee engagement, emotional connect, and personal issue management. Job performance was rated high ("overall mean"=3.89), while job satisfaction was very high ("overall mean"=3.79) across compensation, social relationships, work conditions, and development opportunities.
Inferential analysis revealed a significant, strong positive correlation between working attitudes and job satisfaction (r=.705,p=.000). Conversely, no significant relationship was found between working attitudes and job performance (r=.118,p=.879), nor between job performance and job satisfaction (r=.018,p=.516). The study concludes that positive work attitudes directly correlate job satisfaction, but attitude and satisfaction alone do not drive performance outcomes. Recommendations include strengthening workplace inclusivity, professional growth, and targeted competency development.

Job Performance, Job Satisfaction, Organizational Commitment, Teaching Staff, Working Attitudes

1. Ajzen, I. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50(2), 179-211. [Google Scholar] [Crossref]

2. Abdullah, H., & Wan, C. S. (2013). Nonmonetary incentives and job satisfaction influence job performance. International Journal of Academic Research in Business and Social Sciences, 3(5), 91-97. [Google Scholar] [Crossref]

3. Abdalkrim, N. S., & Elhalim, A. O. (2016). Positive attitude and job satisfaction impact on organizational success. Journal of Business and Management, 18(3), 12-18. [Google Scholar] [Crossref]

4. Alemnew, T. (2014). Impact of job satisfaction on employee job performance: Development Bank of Ethiopia. Journal of Human Resource Management, 2(4), 65-70. [Google Scholar] [Crossref]

5. Alromaihi, I. A., Alhajjaj, M. S., & Al-Shujairi, A. (2017). Factors affecting employee performance: A literature review. Business and Management Studies, 3(3), 23-31. [Google Scholar] [Crossref]

6. Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308-323. [Google Scholar] [Crossref]

7. Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers. [Google Scholar] [Crossref]

8. Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International, 13(3), 209-223. [Google Scholar] [Crossref]

9. Bakker, A. B., Demerouti, E. (2020). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 25(1), 11-25. [Google Scholar] [Crossref]

10. Balin, N., & Kodikal, K. (2017). Impact of employee work related attitudes on job performance. Journal of Management Research, 9(1), 15-29. [Google Scholar] [Crossref]

11. Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2023). The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews, 25(3), 267-299. [Google Scholar] [Crossref]

12. Campbell, J. P. (1990). Modeling the performance prediction problem in industrial and organizational psychology. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of Industrial and Organizational Psychology, (Vol. 1, pp. 687-732). Consulting Psychologists Press. [Google Scholar] [Crossref]

13. Cabrera, E., & Estacio, E. (2022). Employee behavior, job satisfaction, and performance: A conceptual model. Asian Journal of Business Research, 12(1), 45-60. [Google Scholar] [Crossref]

14. Cresswell, J. W. (2012). Educational research: Planning, conducting, and evaluating quantitative and qualitative research. Pearson. [Google Scholar] [Crossref]

15. Crossman, A., & AbouZaki, M. (2003). Job satisfaction and employee performance of Lebanese banking staff. Journal of Managerial Psychology, 18(4), 368-376. [Google Scholar] [Crossref]

16. Dallaudy, B. C., & Jalagat, R. A. (2016). Impacts of leadership style effectiveness of managers and department heads to employees job satisfaction and performance. International Journal of Business and Management, 11(8), 38-49. [Google Scholar] [Crossref]

17. David, M., & Venatus, E. (2019). Job satisfaction: Individual differences and job fit. International Journal of Psychology Research, 14(2), 22-33. [Google Scholar] [Crossref]

18. Deci, E., & Ryan, R. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268. [Google Scholar] [Crossref]

19. Dugguh, S. I., & Ayaga, A. A. (2014). The effects of responsibility on employee task performance. International Journal of Research in Business and Social Science, 3(5), 32-43. [Google Scholar] [Crossref]

20. Edmondson, A. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley. [Google Scholar] [Crossref]

21. Farndale, E., & Murrer, I. (2015). Improving employee engagement through recognition programs. International Journal of Human Resources, 28(4), 589-602. [Google Scholar] [Crossref]

22. Funmilola, I. O., Olaoye, O. J., & Folorunso, O. N. (2013). Impact of job satisfaction dimensions on job performance in a small and medium enterprise. European Journal of Business and Management, 5(5), 25-35. [Google Scholar] [Crossref]

23. Grant, A. M. (2008). The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. Journal of Applied Psychology, 93(1), 108-124. [Google Scholar] [Crossref]

24. Goleman, D. (2011). Emotional intelligence: Why it can matter more than IQ. Bantam Books. [Google Scholar] [Crossref]

25. Hakanen, J. J., Schaufeli, W. B., & Ahola, K. (2021). The job demands-resources model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement. Work & Stress, 35(1), 1-22. [Google Scholar] [Crossref]

26. Haar, J. M., Russo, M., Sune, A., & Ollier-Malaterre, A. (2014). Outcomes of work-life balance on job satisfaction, life satisfaction, and mental health: A study across seven cultures. Journal of Vocational Behavior, 85(3), 361-373. [Google Scholar] [Crossref]

27. James, L. R., James, L. A., & Ashe, D. K. (1990). The meaning of organization commitment: A behavioral perspective. Academy of Management Journal, 33(3), 468-482. [Google Scholar] [Crossref]

28. Judge, T. A., & Bono, J. E. (2001). Relationship of core self-evaluations traits—self-esteem, generalised self-efficacy, locus of control, and emotional stability—with job satisfaction and job performance: A meta-analysis. Journal of Applied Psychology, 86(1), 80-92. [Google Scholar] [Crossref]

29. Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376-407. [Google Scholar] [Crossref]

30. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724. [Google Scholar] [Crossref]

31. Kahn, J., et al. (2022). Employee well-being resources and job satisfaction. Journal of Occupational Health Psychology, 27(2), 123-137. [Google Scholar] [Crossref]

32. Kahns, S. (1990). Employee engagement and performance. Human Resource Management Review, 10(1), 23-27. [Google Scholar] [Crossref]

33. Kalleberg, A. L. (1977). Work values and job rewards: A theory of job satisfaction. American Sociological Review, 42(1), 124-143. [Google Scholar] [Crossref]

34. Kossyva, D., et al. (2022). Targeted engagement strategies and employee attachment. European Journal of Work and Organizational Psychology, 31(1), 1-16. [Google Scholar] [Crossref]

35. Krebs, S., et al. (2022). Work-life balance and employee satisfaction and engagement. Journal of Applied Psychology, 107(1), 45-59. [Google Scholar] [Crossref]

36. Laosebikan, D. A., et al. (2018). Defining employee performance: Concepts and applications. Journal of Contemporary Management, 15(1), 9-22. [Google Scholar] [Crossref]

37. Lee, Y., et al. (2019). Moderators of job satisfaction-performance relationship: Impact of job insecurity. Journal of Business Psychology, 34(3), 345-356. [Google Scholar] [Crossref]

38. Liao, H., et al. (2012). Job performance and personnel decisions: An overview. Industrial and Organizational Psychology, 5(3), 250-273. [Google Scholar] [Crossref]

39. Locke, E. A. (1976). The nature and causes of job satisfaction. Handbook of Industrial and Organizational Psychology, 1297-1349. [Google Scholar] [Crossref]

40. Mawoli, M. A., & Babandako, A. A. (2011). Impact of employee motivation on organizational performance. International Journal of Business and Management, 6(7), 228-235. [Google Scholar] [Crossref]

41. Mathieu, J. E., & Zajac, D. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171-194. [Google Scholar] [Crossref]

42. McCarthy, A., et al. (2021). Positive workplace relationships and employee engagement. Journal of Applied Behavioral Science, 57(4), 478-501. [Google Scholar] [Crossref]

43. Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89. [Google Scholar] [Crossref]

44. Meyer, J. P., et al. (2012). Employee engagement and organizational commitment: Developing a conceptual model. Journal of Organizational Behavior, 33(7), 916-938. [Google Scholar] [Crossref]

45. Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employee–organization linkages: The psychology of commitment, absenteeism, and turnover. Academic Press. [Google Scholar] [Crossref]

46. Ndulue, C. C., & Ekechukwu, R. U. (2016). Determinants of employee performance in Nigerian organizations. Journal of Business Studies Quarterly, 7(1), 15-23. [Google Scholar] [Crossref]

47. Ng, T. W. H., & Feldman, D. C. (2020). Job satisfaction and employee development: A meta-analysis. Journal of Applied Psychology, 105(1), 60-82. [Google Scholar] [Crossref]

48. Noe, R. A., et al. (2014). Learning and development in organizations. In S. W. J. Kozlowski (Ed.), The Oxford Handbook of Organizational Psychology. [Google Scholar] [Crossref]

49. Opkara, O. E. (2004). Personal factors and job satisfaction: A study of Nigerian organizations. Journal of Management Development, 23(5), 426-449. [Google Scholar] [Crossref]

50. Pintea, I., & Achim, M. (2010). The concept of job performance. Annals of the University of Oradea, Economic Science Series, 19(3), 152-156. [Google Scholar] [Crossref]

51. Rahiman, N., & Kodikal, K. (2017). Impact of leadership and work attitudes on employee performance. International Journal of Research in Business Studies and Management, 4(6), 13-22. [Google Scholar] [Crossref]

52. Raineri, A., & Paillé, P. (2016). Linking organizational values to employee retention: The role of emotional connection. Journal of Business Ethics, 137(3), 497-514. [Google Scholar] [Crossref]

53. Robbins, S. P. (2009). Organizational behavior (13th Ed.). Pearson Education. [Google Scholar] [Crossref]

54. Robinson, S. L., & Judge, T. A. (2013). Organizational behavior. Pearson. [Google Scholar] [Crossref]

55. Salas, E., et al. (2015). Teamwork and performance in organizations. Human Resource Management Review, 25(3), 224-231. [Google Scholar] [Crossref]

56. Saka, S. A., & Salman, A. (2014). Levels of job motivation and job satisfaction as predictors of job performance of library personnel. Library Philosophy and Practice. [Google Scholar] [Crossref]

57. Salanova, M., et al. (2005). Job engagement and employee well-being: An empirical test. Journal of Organizational Behavior, 26(4), 483-500. [Google Scholar] [Crossref]

58. Schaufeli, W. B. (2020). Applying the job demands-resources model. Organizational Dynamics, 49(2), 120-130. [Google Scholar] [Crossref]

59. Schaufeli, W. B., & Salanova, M. (2007). Work engagement and organizational commitment. Journal of Vocational Behavior, 70(2), 299-312. [Google Scholar] [Crossref]

60. Sonnentag, S., & Frese, M. (2002). Performance concepts and performance theory. Psychological Management of Individual Productivity, 1-25. [Google Scholar] [Crossref]

61. Sulaiman, A. H., et al. (2013). Employee performance: A behavioral perspective. Journal of Behavioral Science and Inspire, 4(2), 1-10. [Google Scholar] [Crossref]

62. Spector, P. E. (1997). Job satisfaction: Application, assessment, cause, and consequences. Sage Publications. [Google Scholar] [Crossref]

63. Tesema, A., & Soeters, J. (2006). Impact of compensation on job satisfaction and performance in the hotel industry. Journal of Human Resources in Hospitality & Tourism, 5(2), 71-89. [Google Scholar] [Crossref]

64. Usop, J., et al. (2013). Work performance and job satisfaction among teachers. International Journal of Education and Research, 1(6), 1-9. [Google Scholar] [Crossref]

65. Venatus, D., & David, M. (2019). Factors influencing job satisfaction. International Journal of Psychology Research, 14(2), 22-33. [Google Scholar] [Crossref]

66. Werner, J. M. (2000). Contextual performance and organizational citizenship behavior. Human Resource Management Review, 10(1), 3-25. [Google Scholar] [Crossref]

67. Zeffane, R., & Ibrahim, M. (2007). Differential impact of job satisfaction on employee attendance and conduct: A case study. Personnel Review, 36(2), 227-237. [Google Scholar] [Crossref]

68. Zhu, Y. (2013). Job satisfaction: Conceptual perspectives and research directions. International Journal of Business and Social Science, 4(4), 115-126. [Google Scholar] [Crossref]

69. Zhang, X., et al. (2023). Emotional connections and organizational commitment. Journal of Applied Psychology, 108(7), 934-950. [Google Scholar] [Crossref]

• Indonesia's LNG Industry toward 2035: From Export-Led Growth to a Balanced Gas Economy
• Wetland Depletion Assessment in Marine Local Government Areas of Rivers State
• Study of Induced Magnetic Field for MHD Convective Flow
• Political Accountability and Disaster Governance in Southeast Asia: A Systematic Literature Review
• Board Characteristics, Digital Innovation, and Corporate Financial Performance in Listed Conglomerate Industries in Nigeria