Chapter 5

SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS

The researcher provided a summary of the results, conclusions, and suggestions that were
associated with the study issues that were mentioned in this chapter. This report presents the
data analysis and offers suggestions to industries that may benefit from the research.

Summary of Findings

Based on the gathered information, the researchers arrived at the following conclusions:

1. Profile of Respondent in BPO companies

1.1 Age

A survey of 385 entry-level BPO employees in Pasig City reveals that 66.8% are
aged 29 to 44, suggesting a significant presence of mid-career professionals in
entry-level positions. Individuals aged 18 to 28 are seeking first professional
opportunities. The underrepresentation of individuals aged 45 to 60 may result from
company mandates or personal career decisions. This age distribution illustrates the
importance of age-sensitive solutions in managing job satisfaction and stress, since
distinct age cohorts possess differing expectations and reasons about their
employment retention or departure.

1.2 Gender

Pasig City has 385 entry-level business process outsourcing (BPO) workers, and the
gender distribution of these employees indicates that most of them are female,
accounting for 53.2% of the respondents. A total of 33.5% of the sample is
comprised of male workers, while 13.2% of the employees preferred not to declare
their gender. This study shows that women are more prominently represented in
entry-level employment within the business process outsourcing (BPO) industry,
which may impact the overall dynamics of work satisfaction and stress management.
In addition, the sizeable proportion of respondents who indicated that they would
prefer not to disclose their gender brings to light the rising significance of treating
gender diversity with respect and fostering an inclusive environment in the
workplace. Based on these results, it seems that gender-sensitive measures could
be required to address issues of employee well-being and turnover in the business.

1.3 Education Attainment

The educational background of the 385 entry-level BPO employees in Pasig City
shows that most of them have finished higher education. Specifically, 46.2% have a
 bachelor’s degree, and 42.9% are still in college. This finding indicates that many
entry-level jobs in the BPO sector are primarily occupied by people who have
completed higher education, showing how competitive the job market is. A smaller
portion of the respondents are senior high school graduates (6.2%), and only 0.5%
are high school graduates. This suggests that most employers in the industry
probably require or prefer candidates with post-secondary education. Also, 4.2% are
classified as "Others," which could involve vocational or alternative educational
backgrounds. The findings suggest that employees might have greater expectations
for career growth and job satisfaction, which means it's crucial for companies to align
their retention strategies with the educational backgrounds and goals of their
workforce.

1.4 Tenure with the Company

The tenure distribution of the 385 entry-level BPO workers in Pasig City reveals that
the majority, 66.8%, have been with their present business for 1 to 3 years. This
pattern suggests a highly stable workforce, with many workers staying in their
positions beyond the first adjustment phase. Meanwhile, 20.8% have been with their
firm for more than four years, indicating that a sizable proportion of workers possess
reasons to remain long-term, potentially owing to job satisfaction, professional
advancement, or effective stress-management measures. On the other side, 12.5%
had been with their firm for less than 6 months, indicating the normal turnover trend
in the BPO sector, in which some workers depart immediately after being employed.
This research emphasizes the need to concentrate on the initial few months of work,
which are essential in predicting long-term retention.

1.5 Work Schedule:

The work schedule distribution for the 385 entry-level BPO employees in Pasig City
shows that almost half of the respondents, specifically 48.6%, are on rotating shifts.
This suggests a significant amount of flexibility and variability in their schedules
within the industry. A schedule like this can really affect how stressed employees feel
and their work-life balance, particularly when shifts are constantly changing. Around
30.1% of employees are on the night or graveyard shift, which is typical for BPO
operations that serve international clients, especially those in various time zones. At
the same time, 21.3% of people have a fixed day shift, making it the least common
schedule in the group. It seems like rotating and night shifts can really impact
employees' sleep, social lives, and health. These issues might affect how satisfied
they are with their jobs and could even lead to higher turnover rates. This shows how
crucial it is to have effective stress management and support systems that fit with
non-traditional work hours.

2. Job Satisfaction
2.1 Pay and Benefits:
A study of entry-level BPO employees in Pasig City indicates a moderate level of
overall job satisfaction, with a weighted mean of 3.14 ("Agree"). However, when
specifically examining satisfaction with pay and benefits, the average rating is slightly
lower at 3.13. This suggests that while employees generally agree with their overall
work experience, their satisfaction with their salary and benefits package represents
an area where improvements could be made.

2.2 Work-Life Balance:

While the overall job satisfaction among entry-level BPO employees in Pasig City is
at a moderate level (average weighted mean of 3.14, verbally interpreted as
"Agree"), the satisfaction specifically concerning work-life balance yielded a lower
average weighted mean of 2.85, which is verbally interpreted as 'Slightly Agree'. This
suggests that while employees have a generally positive work experience, their
satisfaction with the balance between their professional and personal lives is an area
that warrants attention and potential improvement.

2.3 Career Growth Opportunities:

The investigation further evaluated job satisfaction regarding career advancement

prospects for entry-level BPO employees in Pasig City. The results indicate an
'Agree' score of 3.12. The outcome indicates that although employees experience a
reasonable degree of overall satisfaction, their views on the accessibility and quality
of career advancement opportunities in their current positions require additional
focus.

2.4 Recognition and Rewards:

The findings indicate that job satisfaction among entry-level employees in the BPO
industry in Pasig City is moderately positive, reflected by an average weighted mean
of 3.14, suggesting a agreement on favorable work conditions. The interpersonal
environment plays a significant role in this satisfaction, highlighted by the top-rated
statement, “I enjoy the work environment and my colleagues” (mean = 3.19).
However, aspects related to recognition and rewards, like satisfaction with pay and
benefits (mean = 3.13) and feedback from supervisors (mean = 3.12), received lower
ratings. The results indicate that, although there is a sense of camaraderie among
employees, inadequate recognition and feedback systems could negatively impact
long-term satisfaction and possibly lead to increased turnover. Consequently,
improving recognition and reward systems—such as performance-based incentives
and clear feedback mechanisms—could greatly reduce stress and turnover by
strengthening employees’ perception of their worth and motivation within the
organization.

2.5 Supervisor Support:

 Entry-level BPO employees in Pasig City seem to generally feel satisfied with their
jobs, but there's room for improvement when it comes to support from supervisors.
Specifically, better communication and feedback could really help with keeping
employees around. The research on job satisfaction for entry-level BPO employees
in Pasig City showed a moderate level of overall satisfaction. However, when looking
at specific indicators, it appears that satisfaction with supervisor support could be a
potential issue. The item that received the lowest rating had a mean score of 3.12,
which was "I am satisfied with the communication and feedback I receive from my
supervisor." This finding shows that employees usually have a favorable vibe about
their work environment and coworkers, but they think there’s room for improvement
when it comes to how often and how well their direct supervisors communicate and
supply feedback. This part of supervisor support seems critical for management
growth. If there are gaps here, it might lead to lower job satisfaction and could even
affect how often employees leave in the outsourcing industry.

2.6 Coworker Relationships:

The results concerning job satisfaction related to coworker relationships among

entry-level BPO employees in Pasig City reveal a high level of satisfaction, reflected
by an average weighted mean of 3.19, which is interpreted as 'Agree.' This finding
indicates that individuals report that interpersonal relationships and the work
environment play a crucial role in overall employee satisfaction.

2.7 Job Security:

The research on work satisfaction among entry-level BPO employees in Pasig City
reveals a modest degree of overall satisfaction. Although workers often convey
favorable attitudes about their employment, several aspects need scrutiny.
Significantly, the studies did not specifically address satisfaction with job stability.
Nonetheless, given the diminished ratings for elements such as development
prospects (3.12) and the possible impact of compensation and benefits (3.13) on
long-term retention, it can be deduced that job stability is likely connected to these
characteristics. Employees who see restricted advancement opportunities or believe
they are insufficiently rewarded may also have worries over their long-term job
security inside the firm. Consequently, although the data does not yield a direct mean
score for job security, the broader context implies that improving career
advancement opportunities and providing competitive compensation and benefits
packages may indirectly foster a heightened sense of job security among entry-level
BPO employees. This may enhance overall work satisfaction and perhaps decrease
staff turnover.

2.8 Work Environment:

 The findings of the study reveal a moderate level of job satisfaction among entry-
level BPO employees in Pasig City, as demonstrated by an average weighted mean
of 3.14, indicating general agreement. This indicates an overall favorable perception
of their work experience; however, the data also points out aspects that require
further examination. The work environment and relationships with colleagues stand
out as key factors influencing satisfaction, achieving the highest mean score of 3.19.
This highlights the significance of fostering a constructive and cooperative
environment for these individuals. On the other hand, there were diminished
satisfaction levels noted in aspects like communication and feedback from
supervisors (3.12), along with salary and benefits (3.13) and opportunities for growth
(3.12). The identified lower-rated aspects indicate possible obstacles that may affect
the sustainability of employee retention over time. The limited variation in mean
scores across all indicators suggests that, although there is a general sense of
satisfaction, it is essential to implement specific organizational strategies aimed at
improving communication, clarifying career progression, and enhancing
compensation packages. These measures are vital for boosting overall job
satisfaction and reducing the risk of employee turnover in the BPO sector.

3. Job Satisfaction impact stress management in the BPO industry

3.1 Employee Performance

With an average weighted mean of 3.23, the survey shows that entry-level BPO
workers in Pasig City have a generally excellent opinion of their ability to handle
stress. This implies they believe they can thrive despite the BPO workplace's
demands. The highest-rated factor, which is time pressure related to effective stress
management practices, indicates that workers are comfortable managing time-
sensitive jobs. Moderate confidence in their ability to execute under pressure is also
shown by other signs, such as handling conflicting requests, managing a large
workload, and delivering exceptional customer service under pressure. Nonetheless,
the results indicate that there is potential for improvement in the assistance provided
to workers' stress management techniques. To improve employee performance and
lower turnover risks, BPO organizations should fund wellness programs, stress-
reduction techniques, and training activities. Both overall retention and individual
productivity may increase as a result. The tight scores also point to a systematic
need for change, recommending that BPO firms improve workplace procedures by
providing stress-relieving activities, realistic job allocations, frequent wellness
checks, and improved workload planning tools.

3.2 Workload

With an average weighted mean of 3.11, the data on workload management among
entry-level BPO workers in Pasig City shows reasonable agreement. Nevertheless,
there isn't any clear sign of total happiness or great confidence. The item with the
 highest rating, which received a mean score of 3.22, stated, "I effectively manage my
workload by using stress management techniques such as prioritizing tasks,
practicing mindfulness, and taking short breaks," highlighting the importance of
individual coping mechanisms for sustaining productivity under duress. Lower
satisfaction and consistency were indicated by several variables that dropped below
the average, including time management, having enough resources to handle
workload, and access to company-provided stress management services. This
implies that burnout and unequal coping skills may result from a lack of
organizational support or from its inadequate perception. BPO firms could
contemplate improving workplace procedures by providing stress-relieving programs,
realistic job allocations, frequent wellness assessments, and improved workload
planning tools.

3.3 Role Conflict

According to the survey, entry-level BPO workers in Pasig City usually think well of
their ability to handle competing demands at work. With the appropriate plans in
place, they believe they can manage these difficulties. "I feel supported by my
colleagues when I experience conflicting work demands," the statement with the
highest rating, suggests that workers appreciate the assistance they get from their
peers. "I successfully balance my professional and personal life by setting clear
boundaries, managing my time effectively, and prioritizing self-care, even when role
conflicts arise," is another highly ranked indication that demonstrates how proactive
individuals are at juggling work and personal obligations despite problems.
Nonetheless, the research discovered that there can be a lack of management
assistance and clarity about work duties. Overall, the results indicate that even while
workers have good coping mechanisms, organizational support should still be
strengthened, especially in terms of giving more precise instructions and making
sure that expectations from various teams or supervisors line up.

3.4 Role Ambiguity

According to the report, entry-level BPO workers in Pasig City often think well of their
ability to manage ambiguous job duties and expectations. To address position
uncertainty, most workers turn to organizational support and stress management
techniques. "I use time management techniques to prioritize tasks and reduce
stress," the highest-rated indication, is widely accepted. Employees may comfortably
take on uncertain tasks because of the organization's solid support system, which
includes mentoring, leadership training, and stress management programs. In
circumstances when expectations are uncertain, employees maintain their
composure and resourcefulness by seeking clarification, being flexible, and
successfully managing stress via problem-solving strategies. These findings imply
that workers may manage job ambiguity by using both organizational support and
personal coping mechanisms. However, there is potential for improvement in terms
 of providing more focused direction and guaranteeing clearer role expectations,
particularly in cases when job duties are still unclear.

3.5 Commitment

With an average weighted mean of 3.14, the BPO sector in Pasig City has a good
employee commitment rate. This shows a modest level of dedication to the company,
mostly because of work-life balance assistance and stress management techniques.
Workers place a high importance on maintaining a good work-life balance, which is
essential for dedication and job satisfaction. Additionally, they have a strong sense of
commitment to the company's stress-reduction efforts, which include wellness
initiatives, flexible work schedules, and mental health assistance. Supervisor support
for stress management and contentment with chances for job advancement,
however, are not particularly powerful factors. Opportunities for professional
progression and organizational and management assistance are seen as crucial yet
underutilized in developing strong employee engagement. The findings imply that
while workers are somewhat dedicated, there is still opportunity for development,
especially in strengthening stress management initiatives and guaranteeing more
substantial prospects for professional advancement. These initiatives have the
potential to reduce turnover and greatly increase employee engagement.

3.6 Effectiveness

The survey indicates that entry-level BPO workers in Pasig City usually see stress
management approaches and organizational activities as beneficial; however, there
is potential for improvement. The most highly regarded sign is the capacity to
disengage from work during non-working hours, which is essential for alleviating
stress and enhancing general well-being. Employees acknowledge the company's
efforts to mitigate stress, albeit this view is not very robust. The responses to "I find
my stress management techniques highly effective in improving my productivity" and
"I benefit significantly from social support in reducing work-related stress" were
marginally lower, indicating that employees perceive their personal stress
management strategies and social support systems as moderately effective.
Employees like the stress management measures offered by the firm and their own
endeavors; yet there exists a significant scope for improvement, particularly in the
consistency and effectiveness of these programs. Enhancing social support
networks, improving the execution of stress-reduction initiatives, and advocating for
work-life balance might augment the efficacy of these practices and further elevate
employee productivity and well-being in the workplace.

3.7 Efficiency

The survey revealed that workers mostly agree that stress management strategies
enhance their productivity; however, perceptions vary across various job functions.
 Employees indicated diminished proficiency in using organizational resources and
implementing personal stress management procedures, implying ongoing difficulties
in optimum resource utilization or the constant use of stress management measures.
The findings indicate that organizations need to enhance personal and institutional
support mechanisms to augment efficiency. Although workers effectively manage
stress to sustain high-quality work and customer happiness, the provision of
supplementary resources, training, and tools might enhance performance. A
comprehensive strategy for stress management, integrating individual methods with
enhanced organizational support, may eventually result in increased productivity.

4. Job satisfaction influence employee turnover

The analysis demonstrates that job satisfaction has a significant impact on turnover
intentions among entry-level BPO employees in Pasig City, resulting in a moderate
overall intention to leave, with an average weighted mean of 3.09, interpreted as
"agree." Employees exhibit a moderate level of satisfaction and are not actively pursuing
departure; however, their openness to exploring alternative employment is significantly
linked to factors of job satisfaction associated with career advancement and professional
fulfillment. The data indicates that employees are thoroughly evaluating career options
and considering long-term professional growth (mean 3.33, "Strongly Agree") and are
actively participating in professional development while pursuing positions that enable
higher-level contributions (mean 3.20, "Agree"). The findings indicate that the aspiration
for career advancement and the ability to fully leverage their potential are essential
factors contributing to job satisfaction among these employees. The perception of
deficiencies in these aspects directly influences the intention to seek alternative
opportunities, contributing to the moderate turnover risk identified in the study. The lower
ratings for actively seeking new job opportunities (mean 2.74) and general openness to
new opportunities (mean 2.99) suggest that, although there is no strong immediate
intention to leave, a moderate turnover intention exists, driven by a desire for enhanced
job satisfaction through advancement and professional growth.

5. Stress management influence the employee turnover

The findings indicate that the efficacy of stress management techniques significantly
impacts the turnover intentions of entry-level BPO employees in Pasig City. The overall
turnover intention is moderate, with an average weighted mean of 3.09, indicating
agreement. However, the extent to which employees feel prepared to handle workplace
stress plays a significant role in this tendency. Increased perceptions of being unable to
handle stress, along with insufficient stress management resources available in the
organization, are associated with a heightened likelihood of contemplating departure. On
the other hand, individuals who perceive support in handling stress and have strong
coping strategies are likely to show reduced intentions to pursue other job opportunities.
The findings suggest that when employees view their workplace as a source of
significant stress without adequate support for alleviation, their job satisfaction declines,
 leading to a greater willingness to explore opportunities that offer a more manageable
environment. Consequently, the effect of stress management on turnover is clear in the
organization's ability to tackle and reduce workplace stressors, which in turn affects
employees' overall well-being and their dedication to staying in their current positions.
Implementing effective stress management strategies can improve job satisfaction and,
as a result, decrease the moderate turnover intention noted.

Conclusion

Based on the results, the researcher arrived at the following conclusions:

1. Profile of Respondent in BPO companies

1.1 Age

The survey of 385 entry-level BPO employees in Pasig City shows that a large
portion of the workforce, 66.8%, falls within the 29 to 44 age range. This significant
majority indicates a clear trend of mid-career professionals either entering or staying
in entry-level jobs in the BPO sector. This might be influenced by career changes or
how easy it is to find work in this field. A smaller yet significant portion, 28.6%,
belongs to the 18 to 28 age group, indicating younger individuals who are probably
starting their early career paths in the BPO sector. The 45-to-60 age group makes up
only 4.7% of the respondents, showing that there are fewer older people in entry-
level BPO jobs. This might be due to how the industry works or personal career
decisions. This age distribution highlights the need for strategies that consider age
when managing job satisfaction and stress among BPO employees, as different age
groups may have unique expectations and motivations related to their jobs.

1.2 Gender

The gender distribution of the 385 entry-level BPO workers in Pasig City shows that
women constitute the majority (53.2%), followed by men (33.5%) and a sizeable
percentage of respondents (13.2%) who chose not to reveal their gender. The
demographic makeup of this area points to a possible feminization of entry-level
positions in the BPO industry. Additionally, the high rate of non-disclosure highlights
how important it is for businesses to create a welcoming atmosphere that honors a
range of gender identities and preferences. These results suggest that strategies to
improve job satisfaction, stress management, and ultimately turnover in this
workforce should consider potential gender-specific factors and guarantee that all
employees—including those who do not fit into traditional binary categories—are
treated with sensitivity.

1.3 Education Attainment

 It is clear from the educational backgrounds of the 385 entry-level BPO workers in
Pasig City that a sizable majority had some kind of postsecondary education. Post-
secondary education is strongly preferred or required in the business, as seen by the
workforce's preponderance of college undergraduates (42.9%) and bachelor's
degree holders (46.2%). This tendency is further supported by the very low numbers
of high school graduates (0.5%) and senior high school graduates (6.2%). The 4.2%
that is left over and classified as “others” points to a tiny group that may have a
range of alternative or vocational educational backgrounds. As a result, the
educational background of entry-level BPO workers in Pasig City indicates a highly
educated workforce, which probably carries with it higher expectations for career
progression and job satisfaction, calling for BPO companies to implement careful and
coordinated retention strategies.

1.4 Tenure with the Company

The tenure distribution of the 385 entry-level BPO workers in Pasig City reveals a
distinct overview of workforce stability and possible churn. A substantial majority,
accounting for 66.8% of the respondents, have shown dedication to their present
positions, having been employed at their respective organizations for a duration of 1
to 3 years. This significant section indicates a staff that has effectively traversed the
earliest phases of employment and opted to stay, reflecting a level of stability inside
these BPO businesses. Additionally, the existence of 20.8% of workers with more
than 4 years of employment highlights the possibility of sustained retention within the
industry. This indicates that a significant segment of the workforce perceives enough
justification to stay with their employers, maybe due to elements such as job
satisfaction, prospects for career progression, or effective stress management in the
workplace. In contrast, the 12.5% of workers with less than 6 months of tenure
corresponds with standard turnover trends in the BPO business, where a portion of
new recruits may leave promptly. This research points to the early months of work as
a crucial factor in long-term employee retention. Thus, the research emphasizes the
need for BPO organizations to proactively prioritize the onboarding and first
experiences of new workers to reduce possible churn and cultivate a more
sustainable staff.

1.5 Work Schedule:

The work schedule distribution of the 385 entry-level BPO employees in Pasig City
shows that most of the workforce works during non-traditional hours. It's interesting
to note that almost half (48.6%) of them work on rotating shifts, which really
highlights how flexible and unpredictable their daily schedules can be. The common
occurrence of changing schedules, along with the significant percentage (30.1%) of
people working night or graveyard shifts for international clients, indicates that many
of these workers face possible interruptions to their sleep patterns, social activities,
 and general health. In contrast, the smaller group (21.3%) that prefers a fixed day
shift represents a less typical experience for this demographic. As a result, the
prevalence of rotating and night work schedules emphasizes the necessity of
effective stress management strategies and strong support systems that can tackle
the specific challenges linked to these unusual work hours, which ultimately affect
job satisfaction and employee retention in the BPO sector.

2. Job Satisfaction

2.1 Pay and Benefits:

The results indicate that entry-level BPO workers in Pasig City are generally satisfied
with their compensation and perks, as seen by their mean score of 3.13. It's
important to note that this factor is one of the weaker measures of overall work
satisfaction, even if it indicates a generally favorable opinion of their salary package.
This suggests that, while workers may not be unhappy with their compensation and
perks, other elements, such as their coworkers and workplace culture, are more
important in determining their pleasant work experience. Because this area offers a
chance for improvement that could have a positive impact on long-term employee
retention, organizations should contemplate assessing their pay and benefits
structures to ensure that they stay competitive and appropriately address the needs
and expectations of their entry-level workforce.

2.2 Work-Life Balance:

The analysis of the findings indicates that the respondents' evaluation of their job
satisfaction regarding work-life balance reflects an overall moderate level of
satisfaction, with a mean score of 3.14, categorized as "Agree," alongside
comparatively lower ratings for specific indicators. Although the study does not
specifically identify work-life balance as a separate measure, the lower ratings for
satisfaction with salary and benefits (3.13) and opportunities for growth (3.12) imply
possible difficulties in attaining an optimal work-life balance. Frustration regarding
pay and restricted opportunities for career growth can lead to heightened stress and
a sense of being unappreciated, which in turn can adversely affect the capacity to
sustain a healthy equilibrium between work and personal life. Consequently,
although employees typically express satisfaction, the diminished scores in these
associated domains suggest that work-life balance could be a focal point for
enhancements, potentially boosting overall job satisfaction among entry-level BPO
employees in Pasig City.

2.3 Career Growth Opportunities:

The results indicate that entry-level BPO workers in Pasig City had a mean score of
3.12, which indicates a modest degree of agreement with their happiness with career
progression chances. The conclusion implies that while respondents are not wholly
 unhappy with their opportunities for career progression inside the company, they are
also not very pleased. Employee perception of the need for more clearly defined
routes for professional growth and upward mobility is indicated by the indicator's
comparatively low rating in comparison to overall job satisfaction and the highly rated
work environment. As a result, the company may gain by reassessing and improving
the growth prospects that are now offered to perhaps increase general work
satisfaction and, eventually, staff retention.

2.4 Recognition and Rewards:

According to the results, with a mean score of 3.14, entry-level BPO workers in Pasig
City show a modest degree of agreement with respect to their satisfaction with
incentives and recognition. Although the finding points to a generally optimistic
attitude, it also reveals that other elements, such as their coworkers and work
environment, are more important in determining their level of job satisfaction.
Improvements in how employees are recognized and paid may lead to a more
substantial increase in overall job satisfaction and possibly improve employee
retention in the BPO industry, as indicated by the relatively close mean score to other
indicators, especially the lower ratings for communication and feedback as well as
opportunities for growth.

2.5 Supervisor Support:

The results indicate that entry-level BPO workers in Pasig City generally concur with
their job satisfaction being linked to supervisor assistance; however, this aspect
needs improvement. The statement "I am satisfied with the communication and
feedback I receive from my supervisor" had the lowest average score of 3.12. This
indicates that while workers are not wholly unhappy, they see a need for
improvement in the clarity, frequency, and quality of communication and feedback
from their superiors. This facet of management support seems to be a potential
determinant of overall work satisfaction and may benefit from focused interventions
designed to improve supervisory communication skills and feedback systems.

2.6 Coworker Relationships:

The findings indicate that entry-level BPO employees in Pasig City tend to have
favorable views about their relationships with coworkers. The statement "I enjoy the
work environment and my colleagues" received the highest mean score of 3.19,
categorized under the "Agree" verbal interpretation. The findings suggest that the
respondents derive satisfaction from their interactions with colleagues and value the
overall work environment. The observed positive interpersonal dynamics seem to
play a crucial role in influencing their overall moderate level of job satisfaction.

2.7 Job Security:

 According to the data, respondents in the Pasig City BPO environment demonstrate
a modest degree of agreement with their work satisfaction. The overall average
weighted mean of 3.14 ("Agree") reflects a mostly favorable mood toward their
employment; nevertheless, the evaluation of job security is not clearly articulated as
a separate metric. Nonetheless, we can deduce its possible impact on the total
satisfaction level. Considering that satisfaction with compensation and benefits (3.13)
and prospects for advancement (3.12) obtained comparatively lower ratings than the
work environment, it is reasonable to infer that job security is evaluated in a similar
manner. Entry-level BPO workers may have a sense of confidence in their positions,
leading to the "Agree" grade. However, the somewhat lower ratings in associated
domains indicate that any perceived deficiency in long-term stability or defined
career trajectories may diminish their contentment with work security. Consequently,
while not the least favorable component, job security certainly influences moderate
overall satisfaction with opportunities for enhancement via more transparent
communication about corporate stability and staff retention efforts.

2.8 Work Environment:

According to the results, most entry-level BPO workers in Pasig City concur that their
workplace has many favorable features. With a mean score of 3.19, the highest-rated
indicator specifically emphasizes that respondents are satisfied with their workplace and
their connections with coworkers. This implies that their modest level of job satisfaction
is mostly influenced by the social dynamics and general mood of the workplace.

3. Job Satisfaction impact stress management in the BPO industry

3.1 Employee Performance

There seems to be a little misinterpretation in your inquiry. The findings concentrate

on the correlation between stress management and employee performance,
particularly among entry-level BPO workers in Pasig City. The research does not
explicitly examine the influence of work satisfaction on stress management
concerning employee performance.

Nonetheless, we may deduce several possible correlations from the results. The
workers overall agree that they can sustain effective performance despite BPO
challenges, indicating that their existing stress management strategies are quite
successful. If workers have poor job satisfaction, it is likely that their perceived
capacity to handle stress and sustain performance may diminish. Dissatisfaction may
elevate stress levels, complicating the ability to manage work expectations and
possibly impairing both perceived and real performance.
 Consequently, while the research does not explicitly quantify the influence of work
happiness, it suggests that sustaining or enhancing job satisfaction may further
augment the favorable views of stress management and its efficacy on employee
performance. Employees with higher job satisfaction may exhibit increased
motivation to use stress management strategies and maintain a positive perspective,
eventually resulting in enhanced performance even in high-pressure situations.
Further study, especially examining the link between work satisfaction and its direct
influence, is essential for a fuller understanding.

3.2 Workload

The findings indicate that entry-level BPO employees in Pasig City generally feel
capable of managing their workload. However, the moderate average weighted mean
of 3.11 points to a more complex situation where personal coping strategies,
especially stress management techniques such as prioritization and mindfulness
(mean = 3.22), play a vital role. Nonetheless, the lower averages for time
management (3.07), access to company resources (3.07), and sufficiency of
resources (3.08) suggest that job satisfaction related to workload management is not
particularly high. The dependence on personal strategies, without strong
organizational backing, indicates a possible risk for burnout and underscores a
systemic necessity for enhancements in workload planning, resource distribution,
and the availability of stress management tools within BPO companies. Ultimately,
insufficient job satisfaction linked to workload management can adversely affect
employees' capacity to manage stress effectively, which may result in diminished
performance and heightened turnover rates.

3.3 Role Conflict

The results indicate that entry-level BPO employees in Pasig City largely concur on
their ability to handle role conflict; however, the relationship between job satisfaction
and their stress management in this scenario seems to be complex. The strong
consensus on peer support and individual strategies for achieving work-life balance
suggests that these elements probably enhance their capacity to manage the stress
stemming from competing demands. A strong sense of support from colleagues,
combined with effective personal coping strategies, may mitigate the adverse
impacts of role conflict on stress, which could ultimately enhance job satisfaction. On
the other hand, the diminished ratings regarding supervisor guidance and the clarity
of job expectations highlight possible stressors that may adversely affect job
satisfaction. When employees perceive insufficient support from their supervisors or
have an unclear grasp of their responsibilities, the stress linked to role conflict may
intensify, possibly resulting in decreased job satisfaction. Consequently, although
employees exhibit resilience in navigating role conflict, organizational elements such
as managerial support and role clarity probably serve as significant moderating
 factors in the way job satisfaction affects their overall stress management experience
within the BPO sector.

3.4 Role Ambiguity

The findings suggest that job satisfaction, evident in the capacity of entry-level BPO
employees to navigate role ambiguity, has a positive impact on their ability to
manage stress. The employees' alignment with statements reflecting their time
management skills, confidence in navigating ambiguous roles thanks to
organizational support, and dependence on personal adaptability and problem-
solving strategies indicates a degree of satisfaction with their ability to manage
unclear job expectations. This sense of satisfaction probably plays a significant role
in their capacity to handle stress that stems from unclear job responsibilities. The
elevated ratings regarding the use of individual coping strategies and the recognition
of organizational assistance further highlight this relationship. When employees are
provided with the necessary tools and support to manage ambiguous roles, their job
satisfaction seems to enhance their ability to withstand job-related stress.
Nonetheless, the recognized opportunity for improvement in defining role
expectations suggests that improving job satisfaction through more explicit guidance
could further bolster stress management results in the BPO sector.

3.5 Commitment

The findings indicate that job satisfaction in the BPO industry in Pasig City has a
positive impact on employees' views regarding stress management, which in turn
enhances their commitment to the organization. The elevated score for "I am able to
maintain a healthy work-life balance" indicates that when individuals are content with
their capacity to blend their personal and professional lives, they experience a
deeper affiliation with the organization. Moreover, the alignment with the assertion
concerning dedication stemming from stress management initiatives suggests that
contentment with these offerings, including flexible work arrangements, wellness
initiatives, and mental health assistance, fosters a feeling of allegiance. The support
from supervisors regarding stress management and the satisfaction with career
growth opportunities indicate a consensus. However, the marginally higher ratings for
work-life balance and stress management initiatives emphasize that when
employees feel satisfied with the organization's measures to alleviate stress and
enhance well-being, their levels of commitment are positively influenced. This data
indicates that promoting job satisfaction via efficient stress management techniques
plays a crucial role in enhancing employee commitment within the BPO sector.

3.6 Effectiveness

The findings indicate that job satisfaction has a moderately positive impact on the
perceptions of entry-level BPO employees in Pasig City regarding the effectiveness
 of stress management practices. The observation that employees typically "agree"
(average weighted mean of 3.15) regarding the effectiveness of stress management
techniques and organizational initiatives indicates a basic level of contentment with
these measures. The elevated score for the capacity to detach from work (mean =
3.21) highlights the significance of maintaining a work-life balance, which plays a
crucial role in enhancing job satisfaction and, in turn, the perceived efficacy of stress
alleviation. When individuals experience contentment in their capacity to uphold a
clear boundary between professional responsibilities and personal life, they tend to
perceive stress management programs in a favorable light. Nonetheless, the
somewhat reduced ratings for the efficacy of personal stress management
techniques on productivity (mean = 3.13) and the advantages of social support
(mean = 3.10) suggest that although there is a level of job satisfaction associated
with stress management, there are complexities involved. The evidence suggests
that although employees value the organizational and personal initiatives aimed at
stress management, there may be opportunities to enhance productivity, and the
advantages gained from social support. By implementing more effective and
consistently applied strategies, it could lead to higher job satisfaction and a greater
perception of the effectiveness of stress management practices. Essentially, a
foundational level of job satisfaction enables employees to recognize the importance
of stress management. However, improving overall job satisfaction could further
enhance the perceived benefits of these initiatives on their well-being and
productivity.

3.7 Efficiency

The text seems to concentrate on the effects of stress management practices on

efficiency rather than exploring how job satisfaction influences stress management. The
conclusions drawn focus on the beneficial impact of stress management on efficiency
while also emphasizing opportunities for improvement in the use of organizational
resources and personal techniques to further boost performance. The focus is on
enhancing support systems to increase employee efficiency, indicating that although
existing stress management facilitates quality work, specific enhancements could result
in even higher productivity.

4. Job satisfaction influence employee turnover

The findings suggest that job satisfaction has a complex impact on the turnover
intentions of entry-level BPO employees in Pasig City. The overall moderate agreement
with turnover intentions indicates some level of satisfaction; however, the heightened
agreement with evaluating career options and pursuing professional development
suggests that a perceived scarcity of growth and long-term advancement opportunities
serves as a notable motivator for exploring alternative employment options. It appears
that employees are not significantly unhappy with their daily responsibilities, as indicated
by the somewhat reduced consensus on the desire to pursue new job opportunities to
 better leverage their skills. Nonetheless, their active involvement in examining career
trajectories and appreciating professional growth underscores that a lack of prospects
for advancement and skill improvement in their existing positions drives their
contemplation of alternative opportunities. Consequently, although immediate job
dissatisfaction may not be the main factor for departure, the lack of a defined and
encouraging career path within the organization plays a substantial role in the moderate
turnover intentions noted. Such behavior highlights the necessity for BPO companies to
prioritize the creation of opportunities for professional growth and development, which is
essential for enhancing job satisfaction and reducing the likelihood of losing valuable
entry-level talent eager to progress in their careers.

5. Stress management influence the employee turnover

The moderate turnover intentions observed among entry-level BPO employees in Pasig
City suggest that effective stress management is essential for retaining employees.
Although employees might not express explicit dissatisfaction, their aspirations for
career progression and the pursuit of different opportunities indicate that unresolved
stressors concerning career advancement and professional development can play a
substantial role in turnover. The results indicate that employees are evaluating their
career paths and pursuing opportunities for advancement. If their current roles do not
offer adequate prospects for growth, they are inclined to explore other options.
Consequently, implementing effective stress management strategies, especially those
that emphasize clear career paths, mentorship, and growth opportunities, is crucial for
reducing turnover intentions and cultivating a more engaged and stable workforce.

Recommendations

Based on the conclusions, the researcher proposed the following:

1. Profile of Respondent in BPO companies

1.1 Age

A substantial segment of entry-level BPO employees in Pasig City comprises mid-

career professionals (29-44 years old), alongside a considerable number of younger
individuals (18-28 years old) and a lesser proportion of older workers (45-60 years
old), indicating that age diversity is a prominent feature of this workforce. This
requires customized strategies for staff management that cater to the diverse
demands and incentives linked to various life phases. To improve work satisfaction
and reduce stress across all age demographics in entry-level BPO positions in Pasig
City, it is advisable to establish and execute a tiered mentoring program by
December 31, 2025. This program will link seasoned mid-career professionals with
both younger and older entry-level workers to provide advice on career
 advancement, navigation of business culture, and stress management strategies.
Success will be quantified by a 15% enhancement in staff satisfaction ratings, as
determined by yearly internal surveys, and a 10% reduction in reported stress levels,
evaluated by anonymous quarterly pulse checks, during the first six months after
complete program implementation.

1.2 Gender

After these incisive findings, the researcher recommends a complete set of solutions
to make Pasig City's entry-level BPO workers feel more included and supported.
Given the largely female workforce and the large number of people who choose not
to identify their gender, BPO organizations must implement complex tactics that suit
their workers' different requirements and preferences. Companies may reduce
turnover by stressing inclusion and well-being to create a more engaged and stable
workforce.

Introduce a thorough Gender Inclusivity and Well-being Program for Pasig City
entry-level BPO workers. All managers and team leaders will receive gender
sensitivity training, employee resource groups will promote varied gender identities,
and flexible work arrangements and mental health care will be provided. Increase
entry-level BPO workers' job satisfaction levels by 15% in 12 months, as evaluated
by quarterly anonymous employee surveys. Additionally, reduce voluntary turnover
within this cohort by 10% throughout the same term. Monitor gender sensitivity
training and employee resource group participation to ensure wide involvement.

In the first three months, the HR department and diversity and inclusion experts will
create and deliver training modules and employee resource groups. We will review
and revise the flexible work arrangement rules within two months, and mental health
specialists will collaborate to help. Next fiscal year's budget will focus on these
objectives. Addressing gender distribution and high non-disclosure rates supports a
more inclusive and supportive workplace. The curriculum focuses on work happiness
and stress management to decrease turnover, a major BPO issue, and gender-
specific issues. Within one month of this plan, the Gender Inclusivity and Well-being
Program will begin. Improvements in job satisfaction and turnover will be assessed
quarterly over a year. Ongoing metrics evaluations will inform program changes.

1.3 Education Attainment

Considering the well-educated composition of the entry-level BPO workforce in Pasig

City, highlighted by the notable percentage of college undergraduates and bachelor's
degree holders, it is advisable for BPO companies in the region to create and
execute a thorough retention strategy that emphasizes career advancement and job
satisfaction. Such an effort is essential to address the anticipated elevated
expectations of this demographic and reduce the risk of turnover. BPO firms in Pasig
 City are set to introduce a structured mentorship and career advancement initiative
for their entry-level workforce. In the first year following implementation, the program
is expected to achieve a 15% rise in the internal promotion rate for entry-level
employees, alongside a 10% reduction in voluntary attrition within this demographic.
Employee satisfaction concerning career development opportunities, as indicated by
annual internal surveys, is projected to rise by 20%. The program is set to be
developed and piloted within a three-month timeframe, utilizing the expertise of
senior staff as mentors and incorporating online learning platforms for the training
modules. An experienced HR team will manage the program's execution and monitor
its advancement. The high educational background of entry-level employees and
their anticipated career growth expectations directly correlate with the necessity for
effective retention strategies, as indicated by the findings. The program is set to be
comprehensively executed across all departments within a six-month timeframe, with
its effects to be assessed following one year of operation.

1.4 Tenure with the Company

The analysis of tenure distribution among entry-level BPO workers in Pasig City
suggests a strategic emphasis on improving the initial employment experience to
promote increased long-term retention. The substantial percentage of employees
with 1 to 3 years of tenure indicates that early interventions are essential for
reinforcing their commitment to the organization. The 12.5% turnover within the first
six months highlights a critical period for focused interventions. BPO organizations
must focus on optimizing onboarding processes and fostering a supportive early
work environment to reduce early attrition and promote workforce stability.

Develop a comprehensive onboarding program for all new entry-level BPO hires that
incorporates structured mentorship, defined role expectations, and periodic feedback
sessions throughout their initial six months of employment. Achieve a 15% reduction
in the turnover rate of entry-level BPO employees with less than 6 months of tenure
within the next 12 months, as monitored through HR departure records. Achieving
this requires the allocation of dedicated HR and senior staff time for mentorship and
feedback, the development of standardized onboarding materials, and the conduct of
regular check-ins with new hires. Addressing the elevated turnover rate in the initial
months directly targets the critical retention period, consistent with research findings,
and seeks to establish a more stable workforce. The enhanced onboarding program
will be implemented within one month, aiming for a reduction in turnover within 12
months of its initiation.

1.5 Work Schedule:

Considering the widespread occurrence of non-traditional work schedules, especially

rotating and night shifts, among entry-level BPO employees in Pasig City, a
comprehensive intervention is proposed to address the potential negative effects on
 their well-being and job satisfaction. This intervention must focus on creating and
executing specific stress management programs and strong support systems
designed to address the distinct challenges linked to these work hours. In
conclusion, creating a healthier and more supportive work environment is expected
to enhance employee retention in the BPO sector.

Establish a "BPO Well-being Initiative" that includes monthly workshops focused on

stress management techniques such as mindfulness and time management. This
initiative will also provide access to a 24/7 online counseling platform and create
peer support groups tailored for employees working non-traditional hours. Boost
employee engagement in well-being initiatives by 30% during the initial six months of
rollout. Achieve a 15% reduction in employee turnover for individuals engaged in
rotating and night shifts within a one-year timeframe. Enhance the average results on
quarterly employee satisfaction surveys concerning work-life balance and support
systems by 10%.

Collaborate with experienced mental health experts and leverage current internal
communication platforms to advocate for and implement the well-being initiatives.
Designate a precise budget for the development of programs, facilitation of
workshops, and subscription to platforms. The initiative emphasizes the need for
stress management and support systems considering non-traditional work
schedules, aiming to improve employee well-being and retention. Commence the
"BPO Well-being Initiative" within a three-month timeframe and monitor the
quantifiable results over the subsequent year after complete execution.

2. Job Satisfaction

2.1 Pay and Benefits:

Entry-level BPO workers in Pasig City are generally satisfied with their compensation
and benefits (mean score of 3.13), but coworkers and workplace culture are more
influential on overall work satisfaction. By strategically addressing compensation and
benefits, organizations can improve long-term employee retention. BPO businesses
in Pasig City should reassess their salary and perks to take advantage of this
opportunity.

Pasig City BPO HR departments will assess entry-level wages and benefits by
December 31, 2025. Surveys and focus group talks will be used to assess the
competitiveness of compensation ranges and benefits against industry standards
and entry-level workers' demands and expectations. A report with specific
suggestions for improvement will be produced.

HR departments are trained to undertake such a review, and they often conduct
employee surveys and focus groups. For expertise, consider working with external
 salary and benefits specialists. Even from a general satisfaction standpoint,
improving wages and benefits may affect employee retention, especially when other
work environment factors are highly appreciated. Competitive and appropriate
packages may help retain personnel. The review process ends on December 31,
2025, allowing for preparation and possible implementation of any proposed
modifications in the following fiscal year.

2.2 Work-Life Balance:

The researcher recommends the following, considering that moderate overall job
satisfaction is accompanied by lower evaluations in salary, benefits, and growth
opportunities, which suggest potential difficulties in achieving an optimal work-life
balance:

To improve job satisfaction and work-life balance for entry-level BPO employees in
Pasig City, it is recommended that management implement a Specific, Measurable,
Achievable, Relevant, and Time-bound (SMART) initiative aimed at enhancing
employee compensation and career development opportunities. Within the next six
months, the company should conduct a comprehensive review of its current salary
and benefits structure against industry benchmarks and subsequently implement
adjustments to ensure competitive compensation packages while exploring the
feasibility of introducing performance-based incentives.

A structured mentorship program and clear pathways for internal promotions should
be established and communicated to all entry-level employees within the same
timeframe. The initiatives are pertinent to addressing the identified areas of lower
satisfaction that affect work-life balance and aim to increase employee satisfaction
scores related to compensation and growth opportunities by a minimum of 10%
within one year of implementation, as assessed through follow-up employee
satisfaction surveys.

2.3 Career Growth Opportunities:

The study suggests that the Pasig City BPO business improve entry-level workers'
career development prospects based on these data. While the existing degree of
agreement implies neutrality, the need for explicit professional advancement routes
offers a potential for improvement. Addressing such issues may improve work
satisfaction and retention for the organization.

The organization should construct a quantifiable career development program within

six months to enhance entry-level BPO workers' impression of career growth in
Pasig City. This program will feature clear career routes for varied jobs, frequent
performance evaluation sessions focused on advancement, and at least two relevant
training or mentoring opportunities per employee. Within one year of implementation,
 this approach will boost employee satisfaction with career development prospects by
15%, improving employee retention.

2.4 Recognition and Rewards:

Considering these findings, the researcher suggested that BPO firms in Pasig City
should systematically improve their recognition and reward schemes in order to
increase entry-level workers' job satisfaction and maybe retention. Although there is
a reasonable degree of satisfaction, the data indicates that concentrating on rewards
and recognition as well as improving less well-rated areas like feedback,
communication, and development possibilities might have a big beneficial influence.
Raise the general satisfaction level of entry-level BPO employees in Pasig City with
reference to rewards and acknowledgment. Six months after the introduction of new
programs, conduct an employee satisfaction survey and aim to boost the mean
satisfaction score for "incentives and recognition" by 15%.

Implement a new incentive and recognition program that incorporates features like a
platform for peer-to-peer recognition, quarterly incentives based on performance that
are linked to both team and individual objectives, and public acknowledgment of
accomplishments at team meetings. A specific funding and communication strategy
will be in place to support this. Incentives and recognition for employees are likely to
increase work satisfaction overall and maybe lower staff turnover, which is in line
with BPO businesses' strategic objectives to retain talent. Within the following three
months, put the updated incentive and recognition program into operation. Six
months after the program is put into place, a follow-up satisfaction survey should be
carried out.

2.5 Supervisor Support:

The researcher suggests a targeted intervention to improve supervisory

communication and feedback practices based on the findings that entry-level BPO
workers in Pasig City express the lowest level of satisfaction (mean score of 3.12)
with the statement "I am satisfied with the communication and feedback I receive
from my supervisor," although they generally agree that supervisor assistance is
linked to their job satisfaction. There is a fantastic chance to raise these workers'
general job satisfaction in this area.

We advise putting in place a Specific, Measurable, Achievable, Relevant, and Time-

bound (SMART) supervisory communication and feedback training program to
increase job satisfaction among entry-level BPO employees in Pasig City. Organize a
training course aimed at improving supervisors' abilities to communicate with and
provide timely, constructive, and unambiguous feedback to their direct reports. The
program will cover active listening, effective questioning, providing detailed and
useful feedback, and creating consistent communication channels.
 In a follow-up survey given to entry-level BPO employees six months after the
training program ended, raise the average score for the statement "I am satisfied
with the communication and feedback I receive from my supervisor" by at least 0.5
points on the same scale. Using interactive workshops, role-playing exercises, and
useful tools that supervisors can use in their everyday contacts, the training program
will be created and presented by seasoned trainers in management and
communication skills. We will deliver the program in digestible chunks over four
weeks, complemented by specialized follow-up coaching sessions.

The study suggests that total work happiness is connected to the identified area of
poor job satisfaction among entry-level BPO workers, which is directly addressed by
improving supervisor communication and feedback. We anticipate that enhancing
this managerial assistance area will positively impact staff engagement, morale, and
potentially retention. Within nine months of the approval date, the intervention will be
finished, including the creation and delivery of the training program and the ensuing
follow-up survey. The actual training program will take place over the first three
months, after which there will be a six-month observation period and a follow-up
survey.

2.6 Coworker Relationships:

Considering the positive coworker relationships observed among entry-level BPO

employees in Pasig City and their role in contributing to moderate job satisfaction,
the following recommendation is proposed to further enhance job satisfaction levels:

To leverage the current positive relationships among coworkers and enhance overall
job satisfaction for entry-level BPO employees in Pasig City, management should
establish a structured peer mentorship program within the next six months (specific,
measurable, achievable, relevant, time-bound). This initiative will connect seasoned
employees with newcomers to enhance relationships, promote knowledge exchange,
and offer extra social support. The effectiveness of this approach can be quantified
by a 15% rise in the average scores on job satisfaction surveys concerning
teamwork and support within a year, with the goal of improving the overall job
satisfaction rating among entry-level staff.

2.7 Job Security:

The researcher suggests improving employee satisfaction by directly addressing

perceived ambiguities surrounding job security, given the moderate level of
agreement with work satisfaction among BPO employees in Pasig City, especially
with lower ratings in compensation, benefits, and advancement opportunities
suggesting potential concerns about long-term stability. Using the SMART
framework, the following suggestion is offered to do this:
 Boost worker satisfaction about job security in the Pasig City BPO setting. In the next
employee satisfaction survey, raise the average rating for job security by 15%. On a
5-point Likert scale, go from the implied "Agree" level (about 3.1) to a higher
"Strongly Agree" level (3.5 or higher). This goal will be achieved through the
establishment of clear career progression pathways with specified timelines, the
reinforcement of employee retention programs emphasizing long-term commitment
to staff, and the implementation of transparent communication initiatives regarding
company performance and strategic plans.

Resolving job security issues is closely related to raising employee satisfaction

levels, which may boost output, lower attrition, and improve the company's standing
as a reliable and encouraging employer in the cutthroat BPO market. To quantify the
desired improvement in job security satisfaction, these efforts will be put into place
and their effects evaluated over the course of a year, culminating in the following
employee satisfaction survey.

2.8 Work Environment:

The findings indicate that entry-level BPO workers in Pasig City predominantly
perceive their workplace as possessing various positive attributes, with the highest
level of agreement (mean score of 3.19) related to satisfaction with the workplace
environment and coworker relationships. Consequently, the researcher recommends
prioritizing the maintenance and enhancement of these favorable social and
environmental factors to elevate overall job satisfaction.

To enhance job satisfaction among entry-level BPO workers in Pasig City, it is

recommended that BPO company management implement a quarterly "Team
Building and Social Engagement Initiative." This initiative should encompass
structured team activities, social events, and mentorship programs aimed at
strengthening interpersonal relationships and fostering a positive workplace culture.
This initiative will be assessed through a follow-up employee satisfaction survey
conducted six months after implementation, with the objective of achieving a 10%
increase in the mean score pertaining to workplace environment and coworker
satisfaction. This recommendation can be implemented by utilizing current human
resources and employee engagement budgets, along with establishing a cross-
functional team to manage its planning and execution. The emphasis on social
dynamics and workplace environment is pertinent, as research demonstrates that
these factors significantly contribute to the current level of job satisfaction. The
initiative will be implemented, and the initial satisfaction survey will be conducted
within the next six months, with quarterly activities starting one month after the
initiative's approval.

3. Job Satisfaction impact stress management in the BPO industry

3.1 Employee Performance

The researcher suggests that, considering these findings, Pasig City-based BPO
companies prioritize projects that increase worker job satisfaction to increase the
efficacy of current stress management techniques and, in turn, boost worker
performance. Increasing employee satisfaction may increase their perceived
capacity to manage job-related stresses and maintain high performance levels, even
if the present stress management strategies seem to work for entry-level workers.
Neglecting job happiness may unintentionally reduce the benefits of stress
management treatments by raising stress levels and making it harder for workers to
handle the demands of their jobs. To maximize employee well-being and productivity,
it is essential to create a work atmosphere that fosters job satisfaction.

A "Job Satisfaction Enhancement Program" will be implemented by the Human

Resources department by the end of the third quarter of 2025 to increase employee
performance and the perceived efficacy of stress management among entry-level
BPO workers in Pasig City. Organizing at least two team building exercises every
quarter to promote unity and a positive work atmosphere, conducting anonymous
employee satisfaction surveys every two months to pinpoint important areas for
development, and setting up a mentorship program that pairs senior employees with
entry-level employees to offer support and direction are all part of this program. We
will use a 15% rise in the average score of employee satisfaction surveys and a 5%
improvement in team performance measures (such as quality scores and goal
adherence) within six months of the program's full implementation to gauge its
effectiveness.

3.2 Workload

Based on these findings, the researcher suggests that Pasig City BPO organizations
should focus on organizational assistance for entry-level workers in workload
management to promote job satisfaction and reduce burnout. While workers display
some skill via personal coping mechanisms, deficiencies in time management
assistance, access to business resources, and resource sufficiency imply systemic
intervention is needed. Addressing these areas may create a more supportive
workplace, lowering dependence on individual coping techniques and improving
employee well-being and retention.

The third quarter of 2025 should see BPO businesses deploy a complete workload
management assistance program to boost entry-level BPO employee job satisfaction
in Pasig City. This program will include (1) biweekly training sessions on time
management and resource utilization, (2) a 15% increase in the accessibility of
relevant job-related resources (e.g., software, knowledge databases) as measured
by employee feedback surveys, and (3) the integration of mindfulness and stress
 reduction tools (e.g., guided meditation sessions, mental wellness platforms) into the
regular workday. A 10% rise in workload management job satisfaction in employee
surveys in the fourth quarter of 2025 and a 5% decrease in voluntary employee
turnover will indicate the program's effectiveness. A specialized cross-functional team
of HR, operations, and IT representatives develops and implements this effort. The
approach directly addresses deficiencies in organizational support for workload
management and improves employee well-being and retention. There will be defined
implementation milestones in the third quarter of 2025 and assessment in the fourth
quarter.

3.3 Role Conflict

Based on these findings, it is proposed that interventions aimed at enhancing

supervisor support and role clarity are crucial for improving job satisfaction and
stress management among entry-level BPO employees in Pasig City facing role
conflict. Employees exhibit a notable capacity to manage competing demands;
however, the potential adverse effects on job satisfaction and stress are heightened
by perceived shortcomings in managerial support and ambiguous job expectations.
The beneficial impact of peer support and personal work-life balance strategies
indicates the importance of utilizing these assets in organizational efforts.

To enhance job satisfaction and improve stress management among entry-level BPO
employees in Pasig City experiencing role conflict, it is recommended to implement a
specific mentorship program led by senior BPO professionals. This program is
designed to deliver quantifiable enhancements in employee-reported perceptions of
supervisor support, targeting a 15% increase in average ratings on a post-
intervention survey, as well as improvements in role clarity, aiming for a 10%
increase in average ratings on a post-intervention survey, all within feasible timelines
of six months from the start of the program. The mentoring initiative will be pertinent
to tackling the recognized stressors of inadequate supervisor guidance and
ambiguous job expectations, ultimately aiding in improved stress management and
enhanced job satisfaction. Progress will be assessed on a time-bound basis through
quarterly surveys and feedback sessions involving program participants and
mentors.

3.4 Role Ambiguity

The researcher proposes a targeted intervention to enhance the ability of entry-level

BPO employees to manage stress by proactively addressing role ambiguity and
improving job satisfaction. This intervention focuses on the implementation of a
comprehensive role clarification program.

Establish a "Role Clarity and Support Program" for all entry-level BPO employees.
This program will entail the development of comprehensive job descriptions that
 delineate responsibilities, expectations, and key performance indicators (KPIs) for
each position. Furthermore, it will incorporate regular individual meetings with
supervisors to discuss tasks, offer clear guidance, and resolve any uncertainties
employees may have concerning their roles. The program will include training
sessions aimed at improving time management skills, problem-solving strategies,
and the effective use of available organizational support resources. A 15% reduction
in average reported stress levels associated with role ambiguity was observed, as
indicated by pre- and post-program surveys conducted with participating entry-level
BPO employees within six months following the program's full implementation. A
10% increase in average job satisfaction scores, particularly in the dimension of
clarity of responsibilities, will be pursued within the same timeframe.

This program can be realized through collaboration among the Human Resources
department, operations managers, and team leaders. Current training modules may
be modified and enhanced with information pertinent to specific roles. Regular
supervisor check-ins may be incorporated into current performance management
frameworks. Directly addressing role ambiguity targets a primary source of stress
identified in the research findings. The program seeks to enhance job satisfaction by
establishing clearer expectations and stronger support systems, thereby improving
employees' ability to manage job-related stress. This approach is expected to lead to
higher retention rates and improved overall well-being within the BPO sector. The
"Role Clarity and Support Program" will be developed and tested with a chosen
cohort of entry-level employees within a three-month timeframe. The complete
implementation for all entry-level BPO employees will occur within six months, with
the evaluation of the specified outcomes taking place at the six-month post-
implementation point.

3.5 Commitment

Focusing on these insightful conclusions, it is proposed that BPO organizations in

Pasig City should strategically prioritize and invest in initiatives that enhance job
satisfaction through effective stress management practices to cultivate stronger
employee commitment. By acknowledging the interrelationships between these
elements, organizations can foster a more nurturing and engaging workplace that
enhances both employee well-being and commitment to the organization.

Develop a thorough "Employee Well-being and Engagement Program" aimed at

improving job satisfaction and managing stress for employees at the Pasig City BPO
center. Enhance the average employee commitment score, as assessed through
quarterly surveys, by 15% over the next 12 months. At the same time, target a 10%
enhancement in employee satisfaction ratings concerning stress management
resources and work-life balance initiatives, as assessed through the quarterly
surveys. Form a specialized team that includes members from HR, operations, and
employee representatives to develop, execute, and oversee the program. Designate
 a budget that corresponds to 5% of the yearly HR operational expenses for initiatives
focused on well-being.

The program directly engages with the findings, which emphasize the beneficial
effects of job satisfaction and efficient stress management on employee
commitment, an essential element for retention and productivity in the BPO sector.
Attain the desired enhancements in employee commitment and satisfaction metrics
over a 12-month period, incorporating quarterly evaluations and modifications as
necessary.

3.6 Effectiveness

Based on these conclusions, it is proposed that organizations in the entry-level BPO

sector in Pasig City should strategically enhance job satisfaction among their
employees to amplify the perceived effectiveness of stress management practices.
Although a fundamental sense of contentment is present, there are avenues for
enhancing overall job satisfaction to better influence employees' perceptions and
advantages of stress relief programs, especially in relation to productivity and social
support.

Enhance the average weighted mean score for "effectiveness of personal stress
management techniques on productivity" and "advantages of social support" by 0.25
points over the next six months. Monitor employee feedback on survey inquiries
concerning the perceived impact of personal stress management strategies on their
productivity, as well as the perceived benefits of social support, through quarterly
assessments. Execute two essential initiatives within the upcoming six months: (1) a
workshop aimed at developing effective personal stress management strategies and
their implementation to boost productivity, and (2) a peer-mentorship initiative
intended to cultivate robust social support systems among employees.

Improving the perceived effectiveness of stress management practices directly aligns

with the findings and seeks to enhance employee well-being and productivity, both of
which are essential for success in the BPO sector. The evaluation of progress will
take place six months after the initiation of the implemented initiatives, utilizing a
follow-up employee survey for assessment.

3.7 Efficiency

Based on these findings, the researcher suggested a tailored intervention to boost

staff well-being and productivity. The researcher proposed a complete program to
build on the study's findings that stress management improves productivity while also
highlighting resource optimization and personal skills. This initiative would
systematically improve organizational support systems and equip staff with improved
stress management tools to boost productivity.
 Implement a "Thrive at Work" program to improve corporate stress management and
employee stress-coping. Use department-specific KPIs (e.g., output volume, project
completion rates, error reduction) to increase staff efficiency by 15% in six months.
Anonymous quarterly surveys should show a 10% improvement in employee-
reported stress management support and job satisfaction.

Phased training, resource provision (e.g., mindfulness applications, ergonomic

exams), and accessible support channels (e.g., employee assistance programs, peer
support groups) may achieve this goal. The program will maximize organizational
resources and make focused improvements. Stress management and its influence
on efficiency support the study's findings and the company's aims of productivity and
a positive work environment. Job satisfaction connected to stress management may
boost employee engagement and efficiency. The program will be implemented and
reviewed in six months, with quarterly progress assessments to ensure objectives
are fulfilled and modifications made.

4. Job satisfaction influence employee turnover

The researcher recommends that BPO companies in Pasig City implement a

comprehensive career development program to reduce turnover intentions among entry-
level employees. This program must emphasize the clear delineation of career
trajectories, offer avenues for skill development, and cultivate an organizational culture
of growth.

A formal Career Advancement and Skills Enhancement (CASE) program should be

implemented for entry-level BPO employees in Pasig City. The program will encompass
mentorship opportunities, regular skills-based training workshops (including both
technical and soft skills), and clearly delineated promotion pathways within the initial two
years of employment. Reduce the turnover rate of entry-level BPO employees by 15%
within the subsequent 12 months after the complete implementation of the CASE
program. Furthermore, monitor employee involvement in training initiatives and
mentorship pairings, targeting an 80% engagement rate within the initial six months.
Employee satisfaction regarding career development opportunities will be assessed via
quarterly anonymous surveys, aiming for a 20% increase in positive responses within
the year.

The HR department, in conjunction with team leaders and senior management, will
oversee the design, budgeting, and implementation of the CASE program. Current
resources for training and development will be utilized, and collaborations with external
professional development providers will be investigated to enhance internal capabilities.
The program will be implemented in phases, beginning with a pilot group to collect
feedback and refine the methodology prior to full deployment across all entry-level
teams.
 Addressing the identified deficiency in perceived growth and long-term advancement
opportunities directly addresses the primary factor influencing turnover intentions among
entry-level employees, as indicated by the research findings. The program seeks to
enhance job satisfaction and retain valuable talent by offering defined career paths and
skill development opportunities, thereby contributing to organizational stability and
lowering recruitment costs. The comprehensive design and initial pilot phase of the
CASE program will be finalized within a three-month period. Complete implementation
among all entry-level BPO employees in Pasig City is projected to occur within a six-
month timeframe. The reduction in turnover rate and the increase in satisfaction will be
assessed following 12 months of complete program implementation.

5. Stress management influence the employee turnover

Based on the findings, the researcher recommends the following to mitigate the
moderate turnover intentions observed among entry-level BPO employees in Pasig City:

To address turnover intentions arising from stress associated with career advancement
and professional development, implementing a comprehensive stress management
program that promotes employee growth and delineates clear career pathways is
advisable. The program aims to enhance the retention rate of entry-level BPO
employees in Pasig City by 15% over the next 12 months through the implementation of
a structured mentorship program and the establishment of defined career progression
frameworks for all entry-level positions. This mission will be accomplished via quarterly
mentorship sessions, bi-annual career development workshops, and the dissemination
of clear promotion criteria. The effectiveness of this initiative will be assessed through
the monitoring of employee turnover rates and the implementation of quarterly employee
satisfaction surveys that concentrate on perceptions of career advancement
opportunities.