Title of the study : A DESCRIPTIVE STUDY OF JOB MATCH, JOB

COMPETENCY AND
JOB SATISFACTION AMONG THE SELECTED
GRADUATES OF THE
BACHELOR OF SCIENCE IN OFFICE
ADMINISTRATION OF 2015-
2016 OF CAVITE STATE UNIVERSITY INDANG
CAMPUS

INTRODUCTION

It is difficult to predict with any accuracy what many graduates will

actually be doing ten or so years after graduation, except in a very broad

term. Even in areas where there are clear professional tracks, such as

medicine, nursing or engineering, the knowledge base and even the working

conditions are likely to undergo rapid change and transformation over a

period of time.

Job skills mismatch has been identified as critical concern affecting the

Philippines and the growing demand for skills is becoming a constraining

factor for the growth of the economy. It occurs when education and training

institutions teach skills that employers no longer demand or when

competencies of graduates do not meet the requirement of industries. The

job skills mismatch is manifested in hard or technical skills as well as in soft

skills referring mainly to communication, interpersonal management skills

and values formation.

Despite the strong growth in the Philippiness economy, the country

struggles to keep up with its growing population, leading to

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underemployment among the working population. There may have been a

surge in the number of job roles created, including government job roles, but

candidates may not necessarily be equipped with the right skill sets for the

jobs.

Higher education experts say that universities are coming under

increasing pressure to ensure that their graduates are employable,

although preparation for employability is still only rarely incorporated in

university courses, and the skills that could make a difference in finding

employment and ways to deliver those skills are still not evident.

Many efforts to address this alarming national concern have been

reported, such as TESDA acting as a bridge between industries and the local

education sector regarding further training applicable to a wide range of hot

jobs, career skills coaching sessions for high school seniors, seminars for

school and university heads.

Recent data from the Department of Labor and Employment (DOLE,

2016) showed that out of the 4,239,392 domestic and international job

vacancies offered in thousands of job fairs nationwide in the past two years,

only 391,088 among 1,286,073 applicants were hired on the spot. The Trade

Union Congress of the Philippines-Nagkaisa (TUCP-Nagkaisa) said in a

statement that the heightened competition in the market and the lack of

adjustment on the part of universities and colleges trigger the jobs-skills

mismatch in the country. The issue here is not so much that faculty do not

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help students develop skills they do but whether these intellectual skills

match the needs of knowledge-based workers, and whether enough

emphasis is given to skills development within the curriculum.

Employers expect graduates to demonstrate a range of skills and

attributes that include team-working, communication, leadership, critical

thinking, problem solving and often managerial abilities or potential.

Employers are frustrated that higher education courses do not meet

their needs. But the study, which is based on interviews with employers and

analysis of existing research, insisted that universities could do more to

address employability across their courses. Degrees should be more tailored

towards the needs of businesses, the report recommended, and more

students should be offered work experience and internships as standard with

their courses. (http://www.telegraph.co.uk)

Statement of the Problem:

Satisfied employee is a productive employee, any kind of

grievance relating to organizational or personal to a greater

extent influence on the job.

Many employees feel dissatisfied with their jobs at one point or

another. Some employees leave their jobs for better

opportunities, while others choose to stay. Employees with low

job satisfaction can negatively affect a company because they

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 typically lack motivation, perform poorly and possess negative

attitudes. Employee satisfaction, organizational citizenship

behavior, and employee turnover influence profitability and

customer satisfaction.

Organization is giving higher priority to keep their employees

with satisfaction by providing promotion and compensation

and which reduces dissatisfaction.

A lack of career growth and advancement is another reason why

workers are dissatisfied at their jobs. Employees who feel stuck

in their job position are less motivated to maintain high

productivity than those who do not. Workers feel valued when

employers include them in their long-term plans and show their

appreciation through promotions. Employees who move up in an

organization and receive just compensation to reflect their title

and responsibility changes usually commit themselves to the

company for the long term. Knowing which competencies are

critical for certain promotions allows employees to request

training and development opportunities and seek out specific

feedback and coaching.

Job satisfaction is considered a critical issue by the employer

where efforts are taken and programs are imitated.

Not everyone can be satisfied with their job. As a matter of fact,

in a 2012 survey conducted by Right Management, 65% of

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 individuals that were surveyed were either somewhat or totally

unsatisfied with their jobs. Understanding the responses helps

companies to identify that discontent and hopefully address it

before it goes too far.

If the employee is not satisfied with the job there are chances

for absenteeism, low productivity, diverting energy for

different types of conflicts and repeatedly committing

mistakes.

Low job satisfaction, coupled with low employee morale equals a

lack of productivity in the workplace. Again, we have basic

human nature at work. When someone is unhappy, they don't

focus well and they don't pay attention to their tasks. They find

hundreds of other things to do that do make them happy, all the

while ignoring the job they should be doing.

High rate of turnover has always been a great problem to

many organizations. It obviously results in loss of potentials and

talents and causes huge losses in terms of additional costs.

According to Sattler and Mullen, generally, the more productive

people are, the more satisfied they tend to be and when

employees feel satisfied they are less likely to leave the

organization. (2007). From this, we can say that in order to retain

talented people in the organizations, managers need to devise

strategies in order to bring about job satisfaction. Once

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 employees are happy and satisfied at work, the rate of

absenteeism and turnover will be lower.

Higher learning institutions are unaware of the trends and

demands of the industry thereby resulting to an incompetent

graduate.

Career readiness and employability skills have become an

increasingly critical part of education. Employers are desperately

seeking people with a combination of skills that seem to fall

under this career readiness and employability. As there are fewer

certainties about what career a degree will lead to, employers

want graduates to be better prepared for the workplace.

Universities need to be thinking about the skills they will need to

do well in a job. Employers are not seeking changes in higher

education provision that would risk losing specialist knowledge.

But they want educators to pay more attention to research

showing which skills are needed by different sectors, and to

respond quickly to it.

Skills and competencies being offered in the higher learning

institutions do not match with the needs of the industry

thereby resulting to career mismatch.

The way employability is currently measured puts too much

emphasis on universities' ability to get graduates into

employment that matches their degree discipline, rather than on

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 their readiness for a career. Producing employable graduates

forms part of the process of educating. It encompasses the full

educational spectrum of values from imparting knowledge and

understanding to developing skills and attributes.

Objectives of the Study:

The main objective of the study is to measure the level of job

alignment, competency and satisfaction among the selected graduates of

the Bachelor of Science in Office Administration of academic year 2015-2016

of Cavite State University, Indang Campus and suggest measures which

might be helpful to the university.

Specifically, it aims to:

1. Determine the socio-demographic profile of the BSOA graduates;

2. Measure the level of job alignment, competency and satisfaction of the

BSOA graduate;

3. Find out the satisfaction level in terms of salary, promotions, working

conditions and other benefits offered by the company;

4. Determine the relationship between the level of job satisfaction and job

alignment;

5. Determine the relationship between the level of job satisfaction and

job competencies;

6. Determine the relationship between the level of job alignment and

competencies;

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 7. Evaluate the other factors and areas of improvement and define

suggestions based on the findings of the study.

Significance of the Study:

Most organizations strive for employee satisfaction, but not all attain

this goal. Thats why its important for a certain organization to know more

about the factors that can increase employee satisfaction, and how it fits into

a companys overall success. The development of any organization and

higher learning institution is mainly depending on the satisfaction level of the

employees. Through this study both will be able to analyze the level of

employees satisfaction and can device an instrument to improve the working

conditions and other policies to satisfy the employee. Higher learning

institution will take the chance of aligning or redesigning of the curriculum so

that job competencies and industry requirements are met.

Scope and Limitation of the Study

The study will measure only the level of job competency, alignment

and satisfaction among the graduates of BSOA program of year 2015-2016 of

the CvSU-Indang Campus. The job satisfaction will be measured based on the

set parameters such as pay/salary, advancement/promotion and working

environment. The study will also correlate the result based on job

competency, alignment and satisfaction. Respondents of the study will be

limited only to the graduates of academic year 2015-2016 and the number of

respondents will be determined by the Statistician. A survey in a form of

questionnaire will be used in data gathering.

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Definition of Terms:

Terms here are conceptually and operationally defined for better

understanding of the

Study.

Conceptualized Framework
INPUT
(Independent Variables)
Socio-Demographic
Profile
- Age
- Sex
- Marital Status
S - Education
- Monthly Income
- Employment
Status

PROCESS
(Methodology)
- Research
Design
- Data Sources
- Sampling
Technique
- Statistical
Method

OUTPUT
(Dependent Variables)
- Level of Job Match
- Level of Job Competency
- Level of Job Satisfaction
- Relationship ( Job Satisfaction
and Competency)
- Relationship ( Job Alignment and
Competency) DECISION
- ROSCIOS
Relationship (Job Satisfaction and G. AMANTE , MAED Job
- Recommendati
Alignment) EDUC52-METHODS OF RESEARCH Mismat
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- Application
Hypotheses of the Study

The following are the hypotheses to be tested:

Ho1: There is no significant relationship between the perceived

levels of job

satisfaction and job alignment.

Ho2: There is no significant relationship between the perceived

levels of job

competency and job satisfaction.

HO3: There is no significant relationship between the perceived

levels of job

competency and job alignment.

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Review of Related Literature:

Job satisfaction is one of the most investigated topics in the fields of

organizational behavior. The most-used research definition of job satisfaction

is by Locke (1976), who defined it as ". . . a pleasurable or positive emotional

state resulting from the appraisal of one's job or job experiences" (p. 1304).

It is now recognized that job satisfaction is a global concept that also

comprises various facets (Judge et al., 2001) including pay, promotions, co-

workers, supervision, the work itself, recognition, working conditions, and

company and management.

Job satisfaction has also been defined as "the extent to which a staff

member has favorable or positive feelings about work or the work

environment" (De Nobile, 2003). It refers to the positive attitudes or

emotional dispositions people may gain from work or through aspects of

work (Furnham, 1997; Locke, 1976). Ivancevich et al. (1997) defined job

satisfaction as the feeling and perception of a worker regarding his/her work

and how he or she feels himself well in an organization.

Davis and Newstrom (2003) and Dessler (2001) describe job

satisfaction as a set of favorable or unfavorable feelings for the employees to

perceive their work and that determine the possibility of a major disposition

to achieve higher performance. Therefore, job satisfaction refers to an

individual's general attitude toward his or her job (Robbins, 1998).

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 Jensen (2000) defines job satisfaction as: "a sense of personal growth

most often measured by the extent of new challenges and learning situations

experienced" (p. 1).

On the other hand, job dissatisfaction refers to "unhappy or negative

feelings about work or the work environment" (Furnham, 1997). There exist

many factors which may result in job dissatisfaction. Some of them are poor

working conditions, overwork, low levels of pay, no scope of promotion or

career advancement and lack of recognition. But what is worst are the

consequences of job dissatisfaction which obviously affect both the

employees and the organization. It may result in loss of motivation, lack of

interest, frustration, poor productivity, absenteeism and even high turnover

rates.

Job satisfaction depends on several different factors such as

satisfaction with pay, promotion opportunities, fringe benefits, job security,

relationship with co-workers and supervisors and communication within the

organization. (Nguyen, Taylor, & Bradley, 2003). Job satisfaction may lead to

cost reduction by reducing absences, task errors, conflicts at work and

turnover. As work is an important aspect of people's lives and most people

spend a large part of their working lives at work, understanding the factors

involved in job satisfaction is crucial to improving employees' performance

and productivity.

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 When employees are enjoying a higher degree of job satisfaction they

tend to be more helpful and friendly with their colleagues at work. This helps

to promote teamwork where sharing of information and knowledge is

enhanced. Moreover studies have shown that job satisfaction among

employees may lead to a better and safer working environment with lesser

negative conflicts which otherwise would impede the smooth running of the

organization.

Mismatch can be interpreted as a poor match between the skills and

location required filling vacant jobs and the skills and geographic preferences

of unemployed workers. The idea, also known as structural imbalance, was

first identified by a group of European economists in the 1970s, when they

were struggling to understand the consistently high unemployment rate in

some European countries.

Some evidence suggests that mismatch might have increased since

the recession started. The figure shows the average monthly share of vacant

jobs and share of employment lost by industry from December 2007 to

February 2011.3 Most new positions have been created in some sectors,

while most job loss has been concentrated in others. Since these new jobs

usually require different skills than what unemployed workers from different

sectors have, firms and unemployed workers may take longer to find their

best matches. For example, over 50 percent of the jobs lost between

December 2007 and February 2011 were in manufacturing and construction,

while more than 90 percent of new positions opened in other industries. The
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education and health sector has experienced steady employment growth

since the recession started; 20 percent of all job openings have occurred in

this sector.

But if digital dating suffers from many of the same afflictions as the

graduate job market, it may also offer solutions. In 2012 Sean Rad, a college

dropout, created Tinder, which shows users photos of potential suitors

nearby and matches those who mutually "like" each other's pictures. Now it

has accumulated over 50m users.

As a result, graduate recruiters are falling over themselves to copy the

idea. Among the new crop is Switch, which allows candidates to thumb

through job listings: flick left if uninterested and right to register for a

potential work match. A competitor, Jobs, which also employs the swipe-if-

you-like model, uses information from LinkedIn to recommend jobs that

candidates might find interesting. Since its launch last year, Jobs has

submitted more than 100,000 job applications for its members each month.

Large firms are joining in, too. Last year, Zappos, an online retailer based in

Nevada, scrapped formal job postings and replaced them with a new site

encouraging candidates to engage with each other and the firm in a way not

dissimilar to existing online-dating forums.

We shouldnt be surprised when shrinking unemployment makes it

harder for employers to fill job vacancies. If fewer people are trying to find

work, fewer job seekers will show up for interviews and a smaller percentage

will come with the skills employers need. In some cases, failure to fill job
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vacancies will limit how much or how fast a business can expand. Even if

customers are eager to buy more of a firms products, the companys

willingness to accept new orders may be weakened by its failure to fill key

vacancies. (https://www.brookings.edu)

Before, the signs we always see proclaimed, No Vacancy, but today,

announcements that say, For Immediate Hiring are scattered everywhere.

This is happening precisely because we have worked to address what is

called the job-skills mismatch. The solution to this simple: Talk to prospective

employers and ask them what skills are demanded by the positions they are

opening. Now, it is in these skills that we train Filipinos, so that they can

maximize opportunities. ( PRES. BENIGNO S. AQUINO III, SONA 2015)

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Methodology

In this study a descriptive model will be designed to represent the

collected data. A validation of the questionnaire will be conducted where

questionnaires to be used will be submitted to experts such as Human

Resources Officers, Professors, Private Entity, and Students and among

others. The socio-demographic profile of the respondents will be treated as

independent variables such as age, gender, education, monthly income and

employment status while the level of job match, job competency, job

satisfaction, relationship of job satisfaction to competency, relationship of job

alignment and competency and relationship of job satisfaction to job

alignment will be treated as independent variables.

Simple random sampling technique will be employed in the selecting the

sample from the targeted population. The researcher will either personally

approach the respondents and fill out the questionnaires or send the

questionnaire online using Facebook as the medium of transfer so that the

true responses could be obtained. The researcher will use close ended

questionnaires because the population is literate and large and time for

collecting data is limited. Data from Questionnaires will be compiled, sorted,

edited, classified and coded using Microsoft Excel 2010 because the

application can be best used for the regression functions, linear regression

and correlation analysis for the correlation. Graphs will be used for graphical

representation of the data.

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Outline of Methodology:

Research Design
Descriptive

Data Sources

Primary Data and Secondary Data

Sampling Design and Procedure

Sample Population and Sample Size

Sampling Area and Sample Method

Statistical Tool, Method and Analysis

Tool

Survey Questionnaire

Method and Analysis

Percentile

Frequency Distribution Table

Mean, Mode, Median

Standard Deviation

Relative Standard Deviation

Coefficient of Variation

Two-sided vs. one-sided test

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 Linear and correlation and regression

Other Statistical approaches as determined by the

Statistician

Expected Output

The study is expected to determine the socio-demographic profile of

the students and will be able to describe the level of job match, job

competency and job satisfaction among the selected graduates of the

Bachelor of Science in Office Administration of 2015-2016 of Cavite State

University Indang Campus. The study will also determine if the defined null

hypotheses could be accepted or rejected using the statistical methods such

as regression analysis, correlation analysis and the single and two-tailed

values and the result of the study will aid in the decision making or suggest

appropriate measures which might be helpful to the graduate, instructor, the

curriculum and to the university

Bibliography/References:

1. Jackman, Richard; and Roper, Stephen. "Structural Unemployment."

Oxford Bulletin of Economics and Statistics, Vol. 49, No. 1, pp. 9-36

2. Light, Joe. "Corporate News: Jobs Open, but Hiring Remains Slow
Recruiters Say They Have Trouble Finding Candidates for Skilled
Positions, and Managers Hold Out for Better Prospects." The Wall
Street Journal, March 7, 2011.

3. Sahin, Aysegl; Song, Joseph; Topa, Giorgio; and Violante, Giovanni L.

"Measuring Mismatch in the U.S. Labor Market." Manuscript, revised
March 2011. See

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4. www.newyorkfed.org/research/economists/sahin/USmismatch.pdf

5. https://www.stlouisfed.org/publications

6. http://research.ncl.ac.uk/ARECLS/vol4_documents/ALZAIDI.pdf

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