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JOB SATISFACTION OF LIBRARIANS IN PUBLIC AND PRIVATE ACADEMIC
LIBRARIES IN BICOL REGION AND ITS PERCEIVED EFFECT ON THE
IMPROVEMENT OF THEIR COMPETENCIES
A Master’s Thesis
Presented to the Faculty of the Institute of Graduate Studies and Research
Manuel S. Enverga University Foundation
Lucena City
In Partial Fulfillment of the Requirements
for the Degree of Master of Library and Information Science
by
RITA D. ALARCON
July 2018
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
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Approval Sheet
This Master’s Thesis hereto entitled:
JOB SATISFACTION OF LIBRARIANS IN PUBLIC AND PRIVATE ACADEMIC
LIBRARIES IN BICOL REGION AND ITS PERCEIVED EFFECT ON THE
IMPROVEMENT OF THEIR COMPETENCIES
prepared and submitted by RITA D. ALARCON in partial fulfillment of the
requirements for the degree of Master in Library and Information Science has been
examined and is recommended for oral examination
AUGUSTA ROSARIO A. VILLAMATER, Ed.D.
Adviser
Approved by the Committee on Oral Examination with a grade of
___________ on ________________________.
BENILDA N. VILLENAS, PhD
Chairperson
FELIXBERTO M. MERCADO, PhD
Member
MYRNA M. CASIPIT
Member
Accepted in partial fulfillment of the requirements for the degree of Master in
Library and Information Science.
BENILDA N. VILLENAS, PhD
Dean, Institute of Graduate Studies and Research
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Table of Contents
Title
Page
I
Title page--------------------------------------------------------------------------------1
II
Approval sheet-------------------------------------------------------------------------2
III
Table of Contents----------------------------------------------------------------------3
IV
List of Figures and Tables-----------------------------------------------------------5
V
Acknowledgment----------------------------------------------------------------------7
VI
Research Title--------------------------------------------------------------------------8
1. Abstract----------------------------------------------------------------------------------8
2. Background-----------------------------------------------------------------------------10
a. Rationale of the Research--------------------------------------------------10
b. Purpose of the Research (includes Research questions) ---------11
c. Theoretical Framework------------------------------------------------------13
d. Literature Survey--------------------------------------------------------------17
e. Significance of the Research-----------------------------------------------35
f. Statement of Desired Outcomes------------------------------------------35
g. Target Beneficiaries of Research Results-------------------------------35
h. Definition of Terms------------------------------------------------------------36
i.
Scope and Limitation of the Study----------------------------------------41
3. Description of Methods or Approach----------------------------------------------43
a. Research Design--------------------------------------------------------------44
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Research Instrument------- -------------------------------------------------44
Data Gathering Procedures-------------------------------------------------46
b. Respondents/Units of Analysis/Subjects of the Study----------------47
c. Sampling Design and Procedures-----------------------------------------47
d. Research Locale/Study Sites----------------------------------------------48
e. Assumptions--------------------------------------------------------------------48
f. Data Analysis-------------------------------------------------------------------49
g. Conceptual Framework-------------------------------------------------------51
4. Result and Discussion-----------------------------------------------------------------53
5. Conclusions------------------------------------------------------------------------------97
6. Recommendations--------------------------------------------------------------------100
7. References------------------------------------------------------------------------------102
8. Major Final Output---------------------------------------------------------------------111
Appendices
A. Curriculum Vitae of the Researcher-------------------------------------------117
B. Research Instruments-------------------------------------------------------------123
C. Editing Sheet
D. Turnitin Certificate
E. Certificate Originality
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List of Tables
Table
Page
1
List of Coded Institution -----------------------------------------------------42
2
Number of Questionnaires Distributed-----------------------------------46
3
Frequency and Percentage Distribution in terms of Gender,
Status and Age-----------------------------------------------------------------53
4
Frequency and Percentage Distribution in terms of Educational
Attainment, and Eligibility---------------------------------------------------57
5
Frequency and Percentage Distribution in terms of Position,
Compensation, and Years in Service-------------------------------------60
6
Mean Responses in Terms of Salary-------------------------------------64
7
Mean Responses in Terms of Environment-----------------------------66
8
Mean Response in Terms of Reward/Recognition--------------------69
9
Mean Response in terms of Organizational Structure---------------72
10
Mean Response in terms of Organizational Management----------74
11
Mean Response in Terms of Professional Competencies-----------77
12
Mean Response in terms of Personal Competencies----------------80
13
Variance in Job Satisfaction of Public Librarians to Private
Librarians in Various Areas of Satisfaction------------------------------83
14
Motivators for Salary Satisfaction-----------------------------------------87
15
Motivators for Environment Satisfaction---------------------------------88
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16
Motivators for Reward/Recognition Satisfaction----------------------90
17
Motivators for Organizational Structure Satisfaction-----------------92
18
Motivators for Organizational Management Satisfaction------------94
19
Respondents’ Preferred Motivators of Job satisfaction--------------95
Figure
Title
Page
1
Maslow’s Hierarchy Diagram-----------------------------------------------14
2
Conceptual Framework------------------------------------------------------51
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Acknowledgment
The researcher expresses her deepest and sincerest gratitude to those who
have extended help in the realization of this research particularly the following:
To her adviser, Dr. Augusta Rosario A. Villamater for the kindness and
invaluable guidance provided while conducting this research. Her sincerity and
motivation have deeply inspired the researcher;
To the panelists, Dr. Benilda N. Villenas, Dr. Felixberto M. Mercado and Ms.
Myrna M. Casipit for their advice, consideration, and expertise in this field. Their
constructive criticisms have helped in the successful completion of this study;
To Mr. JovitCallejo who helped in the reckoning process of the valuable data;
To Bicol Region Librarian Council officers, for providing valuable information;
To the respondents who did not hesitate to participate and provide information
in the survey process;
To herfamily, friends, and colleagues for the encouragement, inspiration, and
support;
To the Commission on Higher Education (CHED), for the financial support and
opportunity to be able to finish the Master’s in Library and Information Science
Program;
Above all, praise and glory to God, Almighty, for His mercy and guidance in the
completion of this study.
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I.
Research Title
: JOB SATISFACTION OF LIBRARIANS IN PUBLIC
AND PRIVATE ACADEMIC LIBRARIES IN BICOL
REGION AND ITS PERCEIVED EFFECT ON THE
IMPROVEMENT OF THEIR COMPETENCIES
II.
Name of Researcher
Degree
Specialization
Name of Research Adviser
III.
Final Research Output
1.
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: Rita D. Alarcon, RL
: Master of Library and Information Science
: Library and Information Science
: AUGUSTA ROSARIO A. VILLAMATER, Ed.D
Abstract
Job hopping, high turned over rate and lack of professional librarians are the
frequent scenario in some educational institutions inthe Bicol region. Low level of job
satisfaction and lack of motivation to work caused by some factors were seen as the
possible causes of these problems. This study investigated the level of job
satisfactionof academic librarians in public and private librarians in Bicol region and
determined which factors affect their satisfaction and motivation to work.
Descriptive survey method with the Likert-scale type was used in this research.
The study used three types of combined and enhanced survey instruments: The Job
Satisfaction Survey (JSS) from Vocational Psychological Research; Minnesota
Satisfaction Questionnaire (MSQ); and the National Competency-Based Standard for
Filipino Librarians (NCBSFL). Survey Instrument was administered through the use of
social media such as email and Facebook; personal handling through the help of
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Bicol Region Librarians’ Council in reaching out to the respondents. Descriptive
survey methods using frequency distribution, weighted mean and standard deviation
were applied.
The study discovered that the satisfaction level of librarians in the Bicol region
was not as high as what organization or Institution is expected for. The respondent's
response was interpreted as “Satisfied” with their job with a general average mean of
3.85 or a standard deviation of 0.529. It is also clear that the demographic profile of
the respondent has a significant effect on their job satisfaction and motivation to work
that was supported by previous related studies.
The result shows that librarians in public have a general average mean of 3.99 or
0.487 standard deviation, while librarians in private institutions have 3.78 or 0.546
standard deviation. It implied that librarians in public are more satisfied compared to
librarians in private institution in terms of salary, environment, rewards/recognition,
organizational structure, organizational management, and professional and personal
competencies. The recommendation includes evaluation of salary for both public and
private libraries, improvement of the environment, reward/recognition and support
from administration for continuous enhancement of professional and personal skills
of the librarians.
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Background
a.
Rationale of the Research
Academic Institutions in the Bicol region faced scarcity on qualified librarians
to hire; lack of librarians especially in some remote areas has been observed;
frequent job transfer from private to public institution has been noted; some older
librarians are left behind by the young ones for better opportunities; some Academic
libraries in small colleges ended up hiring under qualified employee contrary to the
required standard just to fill in the position due to compensation issues. These issues
may have a devastating effect on the part of the human resource management of
academic libraries. Institutions waste money on excessive turnover for recruitment
and training. It also affects the organizations' flow of operation and risks the
confidentiality of the institution. One possible cause of these problems is due to the
absence of job commitment, low morale and low level of job satisfaction of the
librarians as it influences many aspects of our work such as productivity,
performance, energy, enthusiasm to work and turnover intention. To be able to
handle the above problems, an investigation has been carried out to determine the
level of job satisfaction of librarians in terms of salary, environment, organizational
management, organizational structure, and their competencies and determine what
specific factors affect their motivation to work. Determining the level of job
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satisfaction of the respondents through the survey is the best way to gather facts and
formulate solutions to the mentioned problems.
b.
Purpose of the Research
The study investigated the level of job satisfaction of librarians in academic
libraries in the Bicol Region. It aimed to identify factors that influence motivation and
competencies among these librarians. It intended to know the reasons for frequent
turnover and lack of librarians in some areas in the Bicol region and find a solution to
resolve the issues. Specifically, the study focused on the following questions:
1. What is the demographic profile of academic librarians working in public and
private libraries in terms of:
a) gender
b) status
c) age
d) educational attainment
e) eligibility
f) position/designation
g) level of compensation and
h) Years in service?
2. What is the perceived level of job satisfaction of academic librarians working in
public and private libraries in the Bicol region in terms of:
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a) salary
b) environment
c) reward/recognition
d) organizational structure,
e) organizational management,
f) professional competencies and
g) personal competencies?
3. Does job satisfaction of librarians in public institutions vary from the job
satisfaction of librarians in private institutions?
4. What are the factors that motivate most of the job satisfaction of academic
librarians working in public and private libraries in terms of:
a) salary
b) environment
c) reward/recognition
d) organizational structure
e) organizational management?
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c.
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Theoretical Framework
Job satisfaction can be associated to two famous motivational theories due to
the relevancy of the proposed study which will be explained on the following theories,
the Maslow's' (1943) hierarchy of need and the two-factor theory by Herzberg (1959).
The Maslow's (1943) hierarchy of needs is one of the best known and widely
adopted theories of motivation. Hierarchy of needs theory remains useful in
understanding employees' motivation, and state of satisfaction. Abraham Maslow
states that our action is motivated in order to attain certain needs. Our most basic
need is for physical survival, and this will be the first thing that motivates our
behavior. Once that level is fulfilled the next level up is what motivates us, and so on.
Employees find greater satisfaction in those jobs which are able to satisfy a
maximum of the Maslow needs. Jobs which fulfill an employee’s need for selfactualization or a desire for self-fulfillment are most satisfying. It was one of the first
theories to examine the important contributors to job satisfaction.
Figure 1 illustrates the Maslow’s hierarchy diagram and suggests that human
needs form a five-level hierarchy consisting of physiological needs, safety,
belongingness/love, esteem, and self-actualization. Maslow's hierarchy of needs
postulates that there are essential needs that need to be met first (such as,
physiological needs and safety), before more complex needs can be met (such as,
belongingness and self-esteem).
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Figure 1. Maslow’s hierarchy of needs diagram.
This five-stage model can be divided into deficiency needs and growth needs.
The first four levels are often referred to as deficiency needs (D-needs), and the top
level is known as growth or being needs (B-needs).
The deficiency needs are said to motivate people when they are not met. Also,
the need to fulfill such needs will become stronger the longer the duration they are
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denied. For example, the longer a person goes without food, the hungrier they will
become.
One must satisfy the lower level deficit needs before progressing on to meet
higher level growth needs. When a deficit need has been satisfied it will go away,
and our activities become habitually directed towards meeting the next set of needs
that we have yet to satisfy. These then become our salient needs. However, growth
needs continue to be felt and may even become stronger once they have been
engaged. Once these growth needs have been reasonably satisfied, one may be
able to reach the highest level called self-actualization.
Two-Factor Theory of Motivation by Frederick Herzberg
According to Rue (2016), the theory was originated in 1959 when Herzberg
conducted a study with 200 engineers and accountants as the subjects. They were
asked to recollect their experiences and feelings (positive or negative) they had at
work, and the reasons behind the way they felt. Based on the subjective data from
the respondents, Herzberg began to analyze their job attitudes. From the study, he
proposed a two-factor approach when attempting to understand motivation among
employees (Rue, 2016). According to this theory, there are two types of factors that
influence motivation and satisfaction among individuals, particularly those who work
in the employment sector. The Two-Factor Theory includes two types of factors that
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affect how motivated or satisfied an employee is at work. These are comprised of
hygiene factors and motivator factors
Hygiene factors are those that need to be addressed by a business in such a
way that they would not result in the employee's unpleasant experiences and feelings
at work. The satisfaction of hygiene factors motivates employees in their work.
The hygiene factors are wages, salaries and other financial remuneration,
company policy and administration, quality of interpersonal relations, working
conditions, feelings of job security, and quality of supervision.
The two-factor theory of motivation can be used to analyze any evidence of
de-motivated employees at work. Applying Herzberg's model, these pieces of
evidence may include a low level of productivity, poor quality of production and/or
service, poor employee-employer relationships, strikes and industrial disputes
concerning pay and/or working condition complaints. Following a thorough
assessment on the hygiene factors of the business and the motivator factors
concerning employees at work, Herzberg suggested that the business' management
to apply three methods in which work can be rearranged: Job Enlargement, job
Rotation, and job Enrichment. To summarize: Hygiene factors are needed to ensure
that an employee does not become dissatisfied. They do not lead to higher levels of
motivation, but without them, there is dissatisfaction.
Motivation factors are needed in order to motivate an employee to a higher-level
performance.
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These two motivational theories of Maslow's and Herzberg has an important
connection and can be relatively associate with the job satisfaction that this study
investigated. The Hierarchy of Needs (Maslow 1954) was used to understand
respondents' needs on how they are motivated in their work, job satisfaction was able
to maintain through the given factors such as salary, environment,
reward/recognition, organizational structure, organizational management, and
professional and personal competencies. The two-factor theory of motivation is used
to ensure that the level of job satisfaction of librarians is met at work and there should
a motivational factor to sustain the high level of job satisfaction.
d.
Literature Survey
The various related literature and studies that were reviewed in terms of their
relevance to the problems were the subjectsof the succeeding discussions.
Importance of job satisfaction is being discussed to understand its relevance in the
study.
The importance of job satisfaction in the development of academic libraries in
public and private institution brought a significant change in our society, the library is
not just a repository or a place to study, it is an integral part of the teaching program;
a partner in promoting and providing research needs of the student and the teaching
institution being managed by professional librarians who have the technical
capabilities to administer the department. Rendering quality services to library users
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can be gratifying on the part of a librarian if they are satisfied with their job. Job
satisfaction creates peace of mind and fosters relaxation leading to more
enthusiasm, as well as more innovative work. Job satisfaction is a key element of
motivation which gives employees energy to continue to perform their job adequately
and effectively. It is defined as the extent to which people like (satisfaction) or dislike
(dissatisfaction) their jobs (Tinuoye, et al., 2016).
Odembo (2013) states that job satisfaction ensures the right employees are
recruited and retained in an organization. It also maintains productivity by keeping
the workforce constantly engaged and motivated, ill effects of role conflicts and jobinduced stress thus minimize labor turnover for great employees. A work environment
is made up of a different of factors that can also be the factor in job satisfaction of an
employee; it includes company culture, management styles, hierarchies, and human
resources policies. Employee satisfaction is the degree to which employees feel
personally fulfilled and content in their job roles. Turnover happens when they are o
longer satisfied with their works brought about by some factors whether voluntarily or
involuntarily which affect performance in the workforce. But, if the unemployment rate
of a certain country is high; or the number of license librarians is high then they have
to be satisfied with their job if they need to keep their position. This might be the
result of involuntary factors.
Leysen and Boyd (as cited by Das, 2015) found out that most library
professionals are not satisfied with the various aspect related to job satisfaction.
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Thus, suggested that the management must take necessary steps to develop and
sustain policies that will enhance factors of job satisfaction, such as: administrative
policy, working/environment condition, compensation, relationship with coworker, job
stability, personal and professional advancement, status, responsibility, so that they
can provide and make better services to users, in order to improve the productivity of
the library professionals and responds to the institutional objectives.
Jarayaman and Kumar (2013) suggest that to improve the satisfaction level of
library professionals and achieve library goals, care should be developed toward job
related factors such as independence, variety, social status of the professionals
good supervisory techniques, point of moral values, authority towards work,
utilization of ability of professionals, strong and favorable library policies,
responsibility, promotion, recognition and achievement, maintenance of a good
relationship with co-workers, encourage to using the creativity of the professionals in
their job to achieve the satisfaction towards job.
Ramune, Vilmante, andMilit (2010) state that job satisfaction can be an
important indicator of how employees feel about their jobs and can be a predictor of
work behaviors such as organizational citizenship, absenteeism, and turnover. It is
also correlated with life satisfaction. This correlation is reciprocal, meaning people
who are satisfied with life tend to be satisfied with their job and people who are
satisfied with their job tend to be satisfied with their life.
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Job satisfaction can be associated with how organizational structure is being
implemented or adapted in an institution. Subha (2013) cited that the concept of
Work-Life Balance is defined as "a perception together with an appropriate estimate
among "work" and "way of life. This study found out that practices of work-life
balance were adopted in several firms in reducing the conflict of work- and life
amongst current employees in order to increase the performance of their firm. It has
been suggested that the firms are required to modify themselves to reflect further
routes so that their firm's work-life balance practices can persuade their performance,
including, high-cost savings, enhanced productivity, and reduced the rate of turnover.
Corpuz (2013) stressed that job satisfaction can be linked to a mental attitude
where self-confidence or self-esteem can make the individual perform his/her work
either willingly and enthusiastically or poorly or reluctantly. Individuals differ in how
they respond to the condition of work, while some employees may be highly satisfied
with a particular job other may find it the same condition extremely dissatisfying. Low
morale contributes to labor problems, attempts to organize labor unions, excessive
employee turnover, labor grievances, and organizational climate. Grievances,
absenteeism, and turnover are frequently used as indirect measures of employee
morale.
He further states that there are factors that can influence the morale of an
employee that affect their job satisfaction such as:
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1. Non- work – related factors such as age, sex, and work values – which
influence the attitude of an employee about things around him/her.
2. Management practices or the quality aspect of the job – good pay policies
create a positive attitude toward the job, fair, considerate, and competent boss
creates a positive feeling of satisfaction with supervision.
3. Outside factors – The frustration and difficulties people face in their
personal lives contributed to the general decline in job satisfaction throughout the
workforce.
4. State of communication in the firm - effective communication between
employees and management builds employee morale. Participation and involvement
in company promote teamwork and harmony among all employees.
Contrary, Phillips, and Gully (2014) states that some employers now are
looking for the difference between satisfied and engage-when employees are going
above and beyond (their job description) and have an emotional attachment to the
company, "satisfied are not good enough" thus, evaluation is needed to know and
address what has to do to sustain and improved the current level of their job
satisfaction. He further stressed that satisfied employees stay longer and are more
productive than unhappy employees, increases employees' organizational citizenship
behavior or discretionary behavior such as helping others.
Librarians' job satisfaction can be determined by some factors or determinants
that affect their motivation to work. SalamaandCourtney (as cited by Ikonne &
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Onuoha, 2015) found out that different variables predict employees' job satisfaction
for a different profession. This is due to the fact that different professions have to deal
with different challenges and stressors which impact employees' job satisfaction. In
relation to job satisfaction of librarians, it was observed that librarians' job satisfaction
is correlated with their age, working experience, salary and promotional opportunities
in the library.
Further, Ikonne and Onuoha (2015) cited that job satisfaction cannot be
discussed in the absence of motivation. He found out that High levels of job
satisfaction are observed in those professions that are with academic rank, with a
good relationship with co-workers, nature of assigned duties, and variety of work.
Their sources of dissatisfaction are due to lack of opportunities for promotion,
recognition of accomplishment and salary.
Contrary to the above studies, Olusegun (2013)states that there was no
significant difference in the turnover intention of library personnel by their place of
work (i.e. Federal and State Universities). While Dambawinna (2012) found out that
there is no correlation between job satisfaction level on gender, age, position,
education level, and work experience. Further, Somvir and Kaushik (2012) revealed
that their job satisfaction is not related to their sex, type of library in which they
worked, or their vocational needs, but rather on the characteristics of their job
environments.
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Salary is one of the most important factors why employees are satisfied with
their job. Other factors can also influence the level of workforce job satisfaction.
Hafeez (2015) states that salary is topmost factors for job satisfaction so as with the
interpersonal relationship and employee loyalty are also one of these factors. He
argues that if the institution wanted their employee to become satisfied for their job,
they must formulate good policies, worthy pay scales and improve the working
condition; this can direct to high employee satisfaction if they are satisfied, they are
likely to become helpful and attentive to their library clientele.
G. Dukic and D. Dukic (2014) found out that the strongest motivating factor for
keeping the present job was found to be job security, whereas salary was the best
motivator for employees to work harder, high self-perceived status also made them
satisfied with their jobs. They also discovered that the majority of the academic
librarians were satisfied with their jobs because they had attractive salaries and
wages. To support with job motivation as a predictor of job satisfaction among
professional and non-professional library staff shown that library staff derived the
most satisfaction from salary/pay, library policies and administration, advancement
and personal growth and job security.
A well-structured Organization has a strong effect on job satisfaction of the
librarians. Ikonne and Onuoha (2015) urge that job security, satisfactory
relationships with supervisors, satisfactory interactions with colleagues and
satisfactory interactions with information users/customers/clients were significant
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factors that influence librarians' job satisfaction. They recommended that library
administrators should consider improving salary levels and fringe benefits of the
librarians to improve their working conditions and grant librarians' opportunities to
conduct research to achieve a level of job satisfaction. Remuneration paid to
librarians in the form of salaries or wages during a stipulated period in one way or
another impact their job satisfaction, individuals have infinite needs and money that
provides the means to satisfy some of these needs. In relation to remuneration as a
factor of job satisfaction for librarians, most senior and principal librarians are more
satisfied with their job than the lower cadre academic librarians According to them,
this is because the higher the education the more the job becomes satisfactory
because it would attract a higher pay package. Level of education has a significant
effect on the payment structure of an academic librarian, and it revealed that
librarians with higher academic rank are more satisfied than non-faculty groups.
Javier (2014) found out that majority of respondents in his study are female,
thus, suggest that Human Resource Offices create programs that will increase the
level of satisfaction of these female employees, another is that majority of the LPU
employees are married, which is an indication that majority of them are
breadwinners. He further recommends that the top management should design
programs that will improve the present salaries and benefits this will ensure
increasing the level of job satisfaction of these employees from High to Very High.
Almost one-third of the teaching personnel are still in their bachelor’s degree level.
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HR should vigorously pursue the continuing education program of the employees and
require them to finish their master’s and doctorate degrees.
As to the level of job satisfaction, it was found out that maintenance factors
and the motivation/satisfiers factors are in the High level. He believed that although
this is already a “good” level, still, there is an indication that the level can be
increased from High to Very High, which can be done in the form of improved or
better human resource management and development programs in the form of better
benefits, better working conditions, training to supervisory levels so their level of
supervision can be improved, or better growth and development opportunities for the
employees.
In the case of highly rated job satisfaction or willingness to work of the
respondents to a public institution, this can be related to the study of Calaguas
(2017) where he found out that in terms of job security, participants had permanents
tenure and was all working for government schools. In the Philippines, graduates of
teacher education programs would always aspire to be employed in a government
school because working for a government school is always tantamount to having a
permanent tenure. After graduation, graduates would find employment first in private
schools and would use such employment to gain the necessary teaching experience.
And since these fresh graduates still have to wait to take the Licensure Examination,
being employed in private schools is always a viable option. Being licensed is not
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necessarily a requirement to be hired in a private school while it is always a
requirement to be hired in a government school.
The result of his study can be related to the turned over rate of librarians in the
private institutions which is what other private institutions in the Bicol region are
experiencing. Librarians tend to transfer from private to public libraries due to tenure
and salary issues. The study further states that an employee will never be motivated
if there is uncertainty in employment and job security, work fulfilling and satisfying are
the determinants of job satisfaction; this can be highlighted by the years of services
in the company. Buildings of alliances across organizations and positive relationship
are helpful for employees to make the workplace more enjoyable and accomplish
their work and organizational goals.
Akpojotor (2016) states that a work environment constitutes those factors or
qualities in the design of a thing, especially a workplace or equipment used by people
at work, that contribute to comfort, efficiency, safety and ease of use and the quality
of working conditions. The physical working environment is a prerequisite for job
satisfaction of librarians, especially a conducive environment with the latest facilities
to render services to clientele. Consequently, the work environment plays a vital role
because it influences job satisfaction as employees are concerned with comfortable
physical work that will ultimately render the more positive level of job satisfaction.
Qasimet al. (2012) revealed that the degree to which companies offer
personal and professional growth opportunities for employees plays into the overall
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work environment. Opportunities to learn new skills, take on new responsibilities,
achieve higher compensation and gain new positions can allow employees to set and
work towards goals, conveying a sense of personal achievement that boosts
employee satisfaction. Employees rarely prefer to remain static in their careers for
long. Rather, most people continually look for opportunities to advance. Providing
these opportunities can keep your employee turnover levels under control, as
employees stick with you for longer to achieve their personal and career goals.
Rue et al. (2016) state that organizational reward systems often have a
significant impact on the level of an employee of satisfaction. In addition to their
direct impact, the manners in which the extrinsic rewards are dispersed can affect the
intrinsic rewards (and satisfaction) of the recipient, example if everyone received an
across- the- board pay increase of 5 percent, it is hard to derive any feeling of
accomplishment from the reward. However, if pay raises are related directly to
performance, an employee who received a healthy pay increase will more than likely
also experience accomplishment and satisfaction.
Ikonne and Onuoha (2015) state that promotion is an activity that carried out
by a specified committee in a university for the purpose of evaluating and elevating
deserving librarians for services rendered during a stipulated period. It is usually an
annual exercise in most organizations where employees are assessed based on
acceptable criteria, especially on their contributions, performance, and productivity
over a specific period. Promotion results have a strong impact on job satisfaction as
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compared to recognition and achievement. Management should take consideration
that promotion is a positive motivating tool in ensuring that an employee attains goals
at a higher level. In the same vein and researchers have the same findings and views
that job satisfaction is strongly associated with opportunities for promotion.
Organizational Structure and Management has been considered by different
business owners and managers in every Institution. Managers utilize different
management styles; they can be collaborative, working alongside subordinates to
accomplish tasks. Managers can be facilitative, stepping aside and making sure that
employees always have the tools, materials, and information they need to do their
jobs. Managers can also be coercive and overbearing, micro-managing employees'
every move. No single management style is better than another. The best
management style for any given situation depends on the nature of the work being
performed and the needs and preferences of employees doing the work. Fitting the
right management style with the right situation can increase employee satisfaction,
keeping turnover rates low which can be adapted to an academic library (Odembo,
2013).
G. Dukic and D, Dukic (2014) cites that understanding the level of job
satisfaction of librarian is one of the aspects of library management thus; it is
interrelated to Human resources management as it attributed to one another. Staff
should be directed toward a common goal, at the same time accepting and
respecting their personalities, needs and rights. In this context, managers need to
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consider how employees perceive different aspects of their work, and if necessary,
promptly react and make necessary adjustments. This means that library
administrators must constantly assess the human resources function in the library
and pay attention to the morale of the employees. Satisfied employees are generally
more committed to their work and contribute more to their organizations. Due to
intensive technological development, unstoppable globalization, increasing
competition, and economic uncertainty, human resource management has been
going through significant transformations in recent years. As this is a highly complex
issue, human resource management can be approached from different angles.
The success of the whole library system is dependent on how organizational
management is being managed by the institution. The way and manner an employee
is treated are important and to a certain degree contributes to his/her job satisfaction
and dissatisfaction and was defined fairness as equal treatment, receiving the same
services and benefits as other people, this is called "organizational Justice". Fairness
has to do with the required benefits and equal treatment received for services
rendered. Fairness in the workplace excludes prejudice, bias, favoritism, and
tribalism. Because of observable favoritism, bias and tribalism in most organizations,
individuals should first assess the ratio of their contribution (input) to the resulting
economic or social compensation (output) and then compare the ratio with that of
others. He further asserted that receiving too much (over-compensation) and too little
(under-compensation) is evaluated as unfair (Adams as cited by Tinouye, 2016).
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Acceptable criteria should be used by employers to ensure that employees
receive fair treatment. This is because, when an employee is not treated fairly, the
consequence is that he/she tends to reduce the fairness by altering input (i.e.
working less or output) and, in essence, stealing from the company. It means that if
employees are treated fairly in the workplace, it would contribute to their job
satisfaction and employees’ job satisfaction depends on the level of organizational
justice being perceived by the employees
The Importance of training to support competency of librarians has been an
inclination in every academic library. To become competitive and pace with the
technological advancement of today's generation the human resource management
of every Institution must engage in training support or endorsement for their
employees or librarians of academic libraries; Training creates a supportive
workplace, it allows you to reinforce skills and knowledge to improve job
performance, it brings employees to optimum performance and high level of
information to address the technological development in the workplace. But many
employees and organization find development opportunities expensive and may
delay the completion of the project due to the required days to attend the training. But
what really the organizations' benefits of attending seminars/training? Does the return
of investment from training and development of employees worthy?
Training improved improves employee performance, a greater understanding
of the responsibilities and function. Having a competent employee, it helps the
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organization to be on top and high standard that helps the company to become a
strong competitor within the industry. Training program address weaknesses that
allow the employee to improve and strengthen skills. A development program brings
all employees to a higher level so they all have similar skills and knowledge. This
helps reduce any weak links within the company who rely heavily on others to
complete basic work tasks. A robust training and development program ensures that
employees have a consistent experience and background knowledge. Reduced
employee turnover – employees are more likely to feel valued if they are invested in
and given a chance to attend training and seminars. Training and development are
seen as an additional company benefit. Recruitment costs, therefore, go down due to
staff retention.
Professional and Personal Competencies of an employee were seen as an
important factor in achieving productivity and job satisfaction. Mortel (2017) cited that
Staff training is essential to achieving the best from an employee. It is a means to
instill new skills and knowledge in an employee to face challenges in the workplace.
Training is necessary to face the realities at work on a daily basis. She further
stressed that most employers see the training of employees as a means of achieving
a high level of productivity and job satisfaction as it increased motivation and
improved job performance. She emphasized that libraries need a staff that is capable
in all facets of work to provide excellent service to library users.
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Mortel (2017) urged that training is very important because it gives the trainee
a feeling of satisfaction and achievement with the ability to provide services that
would satisfy clients. He stressed that lack of training results in a lack of ability to use
existing knowledge which causes ineffective services, lack of customer satisfaction
and lower productivity. Training fosters an increase in professionalism and better
management methods, whereas lack of training can cause frustration and lack of job
satisfaction. Library assistants require a certain amount of training to allow them to
have a high level of job confidence and satisfaction.
Professional competencies of a librarian in today's generation are very much
needed, libraries should not only focus on improving library resources, tools, and
technology. They should also invest in improving the professional and personal
competencies of the librarian which are the front liner in the library. Although many
libraries still adhere to the traditional skills such as classification, cataloging, and
indexing due to its easy to use or because librarians are already attuned to the way
they do their works; due to technology barriers especially in the older librarians.
Library professionals should acquire skills to deal with information in the new
technological environment. Thus, librarians must possess professional and personal
competencies and technical skills to become effective managers of information and
become aware of the new trends and needed skills in the library profession to serve
well library clientele and support the educational objectives of an organization.
Professional competencies relate to librarian's knowledge of various information
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sources, technology, management, and research and the ability to use these areas of
knowledge for providing library and information services. Personal competencies
represent a set of skills, attitudes, and values that enable librarians to work efficiently;
be good communicators; demonstrate value-added nature of their contributions and
survive in the new world of work (Mortel, 2017).
Schwartz and Marcum (as cited by Mortel, 2017) asserted that librarians also
need technological expertise, like web developer, technological literacy and coding.
Wherein advocated different types of leadership called transformational leadership
and we are fully into the digital environment, which calls for a different kind of
leadership. Our new environment calls for new thinking and experimentation with
new processes and procedures. He further states that digital leaders have a different
combination of skills, attitude, knowledge, and their professional and personal
experiences. They must, therefore, be flexible and adaptable and possess a wide
intellectual curiosity and hunger for knowledge. They look globally for solution and
challenges and hunger for constant learning. They maintain a more egalitarian and
results-oriented approach than the leaders who came before them.
Farooq, Ulla, Iqbal, and Hussain (2016) found out that there is a significant
gap between the perceptions of university librarians about their present skills and
required skills. The present level of skills is lower than the desired level of
competence. Sa'ari, Manaf, Baba and Adenan (2014) found out that personal
competency influence performance of the librarians, they state that personal skills,
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such as communication, negotiation concern for others, teamwork and interpersonal
competencies such as time management risk-taking, passionate and energetic
behavior influenced the librarians' innovative performance.
Motivation is an employee's intrinsic enthusiasm about and drives to
accomplish activities related to work. Motivation is that internal drive that causes an
individual to decide to take action (Heathfield, 2017). Motivation is very important in
human resource management; motivated employees become more productive and
engaged in their work that leads to high quality of library services. On the other side,
Saka and Salman (2014) found out that due to the high rate of unemployment in
Nigeria, library personnel were well committed to their jobs despite the moderate
level of motivation; with the moderate level of job satisfaction of library personnel,
there is a tendency that the intrinsic and extrinsic motivations were either at
moderate level or haphazardly offered. The implication of haphazard provision of
motivation is that the library personnel were extrinsically motivated as opposed to
intrinsic motivation.
To motivate employee, the employer or human resource officer should
recognize individual differences – they differ in terms of attitude, personality and
other individual variables. Match people to the job – high achiever should be sought
for a job likely to suits her/his qualification. Use goals – Ensure that employees have
hard specific goals and feedback on how they are doing in pursuit of this goal.
Ensure that goals are perceived as attainable.
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e.
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Significance of the Research
The study will adopt a comparative study approach when carried out will able
to know the state of job satisfaction of librarians in public and in private academic
libraries in the Bicol Region. It will also disclose who among librarians in private and
public (SUCs) academic libraries are more satisfied in their job in terms of salary,
environment, rewards/recognition, organizational structure, organizational
management, and competencies. The findings will able to provide the basis for the
improvement of the human resource management of an institution. Librarians will be
informed and become aware of the needed competencies that must be possessed
and will be obliged to improve the quality of services in the academic libraries.
f. Statement of Desired Outcomes
The expected outcome of this study is to improve the quality of library services
in Bicol region, support librarians attain a high level of job satisfaction to become
effective in their job or task and be able to attain organizational goals. Likewise, the
study will provide educational sector a quality research and high academic status to
resolve the problem regarding lack for librarians and to improve skills and
competencies of all academic libraries in Bicol region
g. Target Beneficiaries of Research Results
This study will benefit the Educational Institution where they will provide the
actual status of their librarians; the human resource management of an Institution
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will be able to evaluate formulate measures and policies that will improve their
human resource policy; the librarians council (BRLC) will be supplied by the current
status of its members and will be able to know the problems that need to be
addressed in the Bicol Region; librarians will be aware of their perceived satisfaction
that will lead to the improvement of their job. Librarianship/ profession will be
aware of the issues and other concerns surrounding the organization as stated in the
research problem and be able to adopt the outcome of the research to enhance and
improve the quality of the profession. Thru the expected outcome, the quality of
education will improve through the delivery of services in the library which is vital in
the research and academic needs of the students and faculty.
h. Definition of Terms
Defined hereunder are significant terms to enable the readers to better
comprehend to this research.
Academic Librarians are the people or persons in charge of the academic
library, library workers trained in the field of library science or librarianship with an at
least first degree; they are the people to whom the collection, preservation, use, and
transmission of information and knowledge are entrusted (Odembo, 2013).
The academic library is a library that is attached to a higher education
institution which serves two complementary purposes to support the school's
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curriculum and to support the research of the university faculty and students.
(Ozioko, 2014).
BRLC stands for Bicol Region Librarians Council.
Competency is the ability of an individual to do a job properly. It is a set
of defined behaviors that provide a structured guide enabling the identification,
evaluation, and development of the behaviors in individual employees.
Employee Maintenance is an administration and monitoring of workplace
safety, health and welfare policies to maintain a competent workforce and comply
with statutory standard and regulations.
Employee Relations is a range of employee involvement/participation
schemes in union or non-union workplaces. In a union environment, it also includes
negotiation between management and union representatives over decisions affecting
employment contract.
Employee Retention Strategy refers to the means, plan or set of decisionmaking behavior put in place by organizations to keep their competent workforce.
(Odembo, 2013).
The employee is a person in the service of another under contract of hire,
express or implied, oral or written where the employer has the right or power to
control and direct the employee in the material detail on how the work is to be
performed (Arthur, 1995) as cited by Odembo (2013).
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Human Resource policies are rules and guidelines put in place by
companies to hire, train, promote, compensate, appraise and terminate an employee
Human resource strategy is a plan or method in achieving a particular goal
usually over a long period of time designed to develop the skills, attitudes, and
behaviors among staff that will help the organization meet its goals. Human resource
strategy consists of principles for managing the workforce through HR policies and
practices. It covers the various areas of human resources functions such as
recruitment, compensation, performance management, reward and recognition,
employee relations and training.
Job Satisfaction is attitudes and feelings toward their job; Contentment (or
lack of it) arising out of the interplay of employee's positive and negative feelings
toward his or her work.
Job Satisfaction Survey (JSS) is a survey instrument made to measure the
scale to assess employee attitudes about the job and aspect of the job created by
Spector, P. E. (1997).
Librarian is a professionally trained person responsible for the care of
a library and its contents, including the selection, processing, and organization
of materials and the delivery of information, instruction, and loan services to meet the
needs of its users.
Higher Education Institution refers to the higher education in the Philippines
that offered various degree programs in a wide selection of colleges and universities
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public and private institution. Administered and regulated by the commission on
higher education (CHED).
Human behavior related to the intrinsic nature of the work, but not necessarily
to the surrounding circumstances or the environment. Motivating factors include
achievement, advancement, autonomy, personal growth, recognition, responsibility,
and the work itself.
Motivators are internal and external factors that stimulate desire and energy
in people to be continually interested and committed to a job, role or subject, or to
make an effort to attain a goal.
Organization refers to a social arrangement which pursues collective goals,
controls its own performances and has boundary separating it from its environment
Harrison (as stated by Odembo (2013).
Organizational Management is the process of organizing, planning, leading
and controlling resources within an entity with the overall aim of achieving its
objectives. The organizational management of a business needs to be able to make
decisions and resolve issues in order to be both effective and beneficial.
PLAI stands for Philippines Association, Incorporation
Professional is a person formally certified by a professional body of belonging
to a specific profession by virtue of having completed a required course of studies
and/or practice. And whose competence can usually be measured against an
established set of standards.
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Professional Association a body of persons engaged in the same
profession, form usually to control entry in the profession, maintain standards, and
represent the professor in discussion with other bodies.
Professional Competence is a capability to perform the duties of one's
profession generally or to perform a particular professional task, with the skill of an
acceptable quality.
The reward is anything given by organizations to employees in response to
their contribution and performance. It may be a financial or non-financial reward.
(Odembo, 2013)
Salary is an agreed-upon and regular compensation for employment that may
be paid in any frequency but, in common practice, is paid on monthly and not on
hourly, daily, weekly, or piece-work basis.
SUC stands for School Universities and Colleges in the Philippines.
Target population refers to all the members of a real hypothetical set of
people,
events or objects to which a researcher wishes to generalize the results of a research
study.
Technophobic refers to anxiety about present and future in the action with
computers or computer-related technology. (The Philippine Journal of Psychology)
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i.
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Scope and Limitation of the Study
The study focused on Bicol Region areas in Albay, Camarines Sur, Camarines
Norte, Catanduanes, Masbate, and Sorsogon. The study aimed to survey librarians
employed in public and private academic libraries situated specifically within the
cities and municipalities of the Bicol Region. Other areas in Bicol Region located in
far-flung areas have been considered as the limitation of the study due to
accessibility and safety issues. To anticipate the possible withdrawal and nonparticipation of the respondent, the study used full enumeration types of distribution
and was able to retrieved Seventy (70) survey questionnaire.
The researcher obtained seventy (70) responses from intended respondents,
forth three (43) of which are from private schools; Twenty (20) from the public and
seven (7) are unanswered survey due to no librarians based on the interviewed
personnel.
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Table 1
List of Coded Institution
#
Code Used
Type of School
#
39
Code Used
Type of School
#
Code Used
Type of School
CN1-3
Private
77
CS1-9
Private
Private
SUC
1
A1-1
Private
2
A1-2
Private
40
CN1-4
78
CS2-1
3
A1-3
Private
41
CN1-5
Private
79
CS2-10
SUC
4
A1-4
Private
42
CN1-6
Private
80
CS2-11
SUC
5
A1-5
Private
43
CN1-7
Private
81
CS2-12
SUC
6
A1-6
Private
44
CN1-8
Private
82
CS2-2
SUC
7
A1-7
Private
45
CN1-9
Private
83
CS2-3
SUC
8
A1-8
Private
46
CN2-1
SUC
84
CS2-4
SUC
9
A1-9
Private
47
CN2-2
SUC
85
CS2-5
SUC
10
A1-10
Private
48
CN2-3
SUC
86
CS2-6
SUC
11
A1-11
Private
49
CN2-4
SUC
87
CS2-7
SUC
12
A1-12
Private
50
CS1-1
Private
88
CS2-8
SUC
13
A1-13
Private
51
CS1-10
Private
89
CS2-9
SUC
14
A1-14
Private
52
CS1-11
Private
90
M1-1
Private
15
A1-15
Private
53
CS1-12
Private
91
M1-2
Private
16
A1-16
Private
54
CS1-13
Private
92
M1-3
Private
17
A1-17
Private
55
CS1-14
Private
93
M1-4
Private
18
A1-18
Private
56
CS1-15
Private
94
M1-5
Private
19
A1-19
Private
57
CS1-16
Private
95
M1-6
Private
20
A1-20
Private
58
CS1-17
Private
96
M1-7
Private
21
A1-21
Private
59
CS1-18
Private
97
M2-1
SUC
22
A1-22
Private
60
CS1-19
Private
98
S1-1
Private
23
A1-23
Private
61
CS1-2
Private
99
S1-10
Private
24
A1-24
Private
62
CS1-20
Private
100
S1-11
Private
25
A1-25
Private
63
CS1-21
Private
101
S1-12
Private
26
A1-26
Private
64
CS1-22
Private
102
S1-2
Private
27
A2-1
SUC
65
CS1-23
Private
103
S1-3
Private
28
29
A2-2
SUC
Private
Private
CS1-25
Private
104
105
S1-4
SUC
66
67
CS1-24
A2-3
S1-5
Private
30
31
A2-4
SUC
Private
Private
SUC
CS1-27
Private
106
107
S1-6
A2-5
68
69
CS1-26
S1-7
Private
32
33
34
35
36
37
38
C1-1
Private
CS1-28
Private
Private
Private
Private
SUC
SUC
Private
Private
CS1-3
CS1-4
CS1-5
CS1-6
CS1-7
CS1-8
Private
Private
Private
Private
Private
Private
108
109
110
111
112
113
114
S1-8
C1-2
C1-3
C2-1
C2-2
CN1-1
CN1-2
70
71
72
73
74
75
76
S1-9
S2-1
S2-2
S2-3
S2-4
S2-5
Private
SUC
SUC
SUC
SUC
SUC
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These codes were used to protect the confidentiality of the respondents’
Institutions.
3.
Description of Method or Approach
a.
Research Design
The study used descriptive-survey design to determine the level of job
satisfaction of the respondents, identified factors that affect their job satisfaction,
identified issues and described the current situation of the librarian profession in the
Bicol region.
Part I of the questionnaire was used mainly to gather the frequency and
percentage distribution of the demographic profiles of the respondents. Significance
and implications of the demographics result are analyzed and discussed for number
4 research question.
Part II used weighted mean and standard deviation to determine the perceived
level of job satisfaction of the respondents in terms of salary, environment, reward
a/recognition, organizational structure, organizational management, and the level of
professional and personal competencies.
Part III Rank means were used for the non-parametric question to determine
the rank of the variables which has high importance to the respondents. Out of five
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variables, respondents chose 1 as the highest and 5 is the lowest. The result was
interpreted using the applicable and well-tested statistical methods above.
b.
Research Instrument
The study used a survey questionnaire using Likert' type scale in measuring
data. Some self-made questions; adapted and enhanced questionnaires from the
following instrument:
1. Minnesota Satisfaction Questionnaire (MSQ) (1975). MSQ was acquired
from Vocational Psychology Research, University of Minnesota website by following
the stated copyright conditions. The MSQ was acquired through an open source
website that can be utilized for free provided that statement of conditions will be
followed.
2. Job Satisfaction Survey (JSS) by Spector, P. (1994) with permission from
the author. Request sent thru email with a reply.
3. Some modified competency-based questions based on the Professional
Regulatory Board for Librarians Resolution No. 3, Series of 2015, with approved
permission from Honorable Lourdes T. David.
The NCBSFL instrument consisted of a listing of personal and professional
competencies of librarians adapting the National Competency-Based Standard for
Filipino Librarians (NCBSFL) which was formulated by the members of the board for
librarians of the Professional Regulation Commission. The request to use NCBSFL
as questionnaire has been sent to Honorable Lourdes T. David, Members for
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Philippine Board for Librarians, only selected items in questionnaire has been
adapted.
The questionnaire has three main parts namely:
Part I for the demographic profile which deals with the profile of the
respondents that includes gender, status, age, educational attainment, Eligibility,
designation/ position, level of compensation, and a number of years in service.
Part II questionnaire used scale for perceived level of job satisfaction in for Six
areas with two sub-areas namely: salary satisfaction, environment satisfaction,
rewards/recognition satisfaction, organizational satisfaction, organizational
management satisfaction and competencies (in two areas); personal and
professional. With the following numeric equivalent for the interpretation of weighted
means.
Legend:
4.21 – 5.00 = Strongly Satisfied
3.41 – 4.20 = Satisfied
2.61 – 3.40 = Neutral
1.81 – 2.60 = Dissatisfied
1.00 – 1.80 = Strongly Dissatisfied
Part III is for motivating factors that affect the job satisfaction of librarians in
terms of salary, environment, rewards/recognition, organizational structure, and
organizational management, this is to determine which factor affect most the level of
job satisfaction of the respondents, they will be asked to indicate which variables by
checking on the choices with five selections, 1 as the highest and 5 as the lowest.
Legend:
1 = Most Important
4 = Less Important
2= Greatly Important
5 = Least Important
3 = Neutrally Important
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Legend for the questionnaire to determine which instrument has been
adapted/enhanced and used are the following:
Job Satisfaction Survey (JSS) by Spector – one asterisk ( *); Minnesota Satisfaction
Questionnaire (MSQ) by Vocational Psychological Association - two asterisks (**);
National Competency-Based Standards for Filipino Librarians (NCBSFL) – three
asterisks (***); Self-made questionnaire has no asterisk symbol.
c.
Data Gathering Procedure
Data was gathered by collecting answered questionnaire one to ten days after
distribution, through replied emails and messages using the social media Gmail and
Facebook account. Data was gathered based on the number of receptive
respondents from target participants in various academic libraries in the Bicol
Region.
Table 2
Number of Questionnaires Distributed
SUCs Public Academic
Library
29
Private Academic
Library
85
No. of the questionnaire
distributed
No. of questionnaire
/response retrieved
Approx. 200
70
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d.
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Respondents/Units of Analysis/Subjects of the Study
The target respondents areNinety-Three (93) academic librarians who are
active members of Bicol Region Librarians Council. Full enumeration types of
distribution in 114 academic institutions in the Bicol region. The actual number of
participant depends on the Higher Education Institution who will respond to the
survey. Two hundred questionnaire was distributed to anticipate the withdrawal and
for possible non-participation of some Institution especially the public academic
libraries that requires rigid process before the request was approved and for those
academic libraries that do not have assigned librarian. Using the science of research,
the researcher used at least 50 plus 1 unit of analysis.
e.
Sampling Design and Procedures
To test the effectiveness of the questionnaire, a pre-test/survey was
administered to 14 respondents or 10 per cent of the actual respondents (10 from
colleague, 4 from students) the pilot study was done prior to the distribution of the
questionnaire to the intended respondents and was computed using the simple
percentage technique to analyze the data.
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f.
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Research Locale/Study Site
The study site covered (CHED) recognized Higher Education Institution (HEI)
in six (6) provinces in Bicol region namely: Albay, Camarines Sur, Camarines Norte,
Catanduanes, Masbate, and Sorsogon.
Other areas in Bicol Region located in far-flung areas that can cause or
possibly harm the researcher due to the unfamiliarity of the site, insurgency situation/
issues, and difficulty in transportation or other risk factors that can endanger the
researcher was considered as delimitation.
g. Assumption
Librarians in the Bicol Region have different motivational approach when it
comes to job satisfaction; they have a different orientation on how to be satisfied with
their work. The study has the following assumption:
1. The demographic profile of the respondent has a significant effect on the
job satisfaction of the respondents.
2. Level of job satisfaction of academic librarians in private institution has a
significant effect in terms of salary, environment, rewards/recognition, organizational
management, organizational structure, and competencies.
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3. There are factors that affect the Level of job satisfaction of academic
librarians in public and private institution in terms of salary, environment,
rewards/recognition, organizational management, organizational structure, and
competencies.
h.
Data Analysis
1. Frequency
A percentage frequency distribution is a display of data that specifies
the percentage of observations that exist for each data point or grouping of
data points. It is a particularly useful method of expressing the relative
frequency of survey responses and other data.
P=
𝑓𝑥 100
𝑁
Where:
P = percentage
F = frequency
N = number of all respondents
2.
Weighted mean (x)
A procedure for combining the means of two or more groups of different
sizes; it takes the sizes of the groups into account when computing the overall
or grand mean.
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X = Σfx
N
Where:
x = weighted mean
f = frequency
x = value of each item
N = total number of participants
Σ = Sum of
3.
Mean Rank or ranking in statistics
Non-parametric/ that refers to the data transformation in which
numerical or ordinal values are replaced bytheir rank when the data are
sorted.
Where:
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i. Conceptual Framework
F
Figure 2. The conceptual paradigm of the study.
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This study conceptualized that the levels of job satisfaction of Librarians in
Bicol Region significantly affect the quality of services in their work. The study found
out that there are several aspects that affect the level of job satisfaction of academic
librarians in private and public libraries in the Bicol region. Those are in terms of
salary, environment, reward/recognition, organizational structure, organizational
management, professional and personal competencies. There are also factors that
affect their motivation to attain a high level of job satisfaction. Once the level of
satisfaction is attained, positive outcomes are achieved such as quality library
services, high morale of librarians, the realization of organizational goals, and highquality education through quality research.
Above figure is the graphical representation of the overview of the research
study regarding the relationship of job satisfaction to excellent library services that
have been proved in this study. The conceptual framework shows and illustrates the
process by which job satisfaction is attained.
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4.
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Results and Discussion
This part deals primarily on the essential components of the gathered data; its
presentation, analysis, and interpretation of the computed data.
Part I Demographic Profile of the Respondents
Table 3
Frequency and Percentage Distribution in terms of Gender, Status, and Age
Gender
Categories
Female
Male
Total
Type of School
Public
Private
Frequency
Percentage
Frequency
Percentage
16
80.00%
42
97.67%
4
20.00%
1
2.33%
20
100.00%
43
100.00%
Total
Frequency
58
5
63
Percentage
92.06%
7.94%
100.00%
Status
Type of School
Categories
Single
Married
Widow
Total
Public
Frequency
10
9
1
20
Percentage
50.00%
45.00%
5.00%
100.00%
Private
Frequency
Percentage
13
30.23%
29
67.44%
1
2.33%
43
100.00%
Total
Frequency
23
38
2
63
Percentage
36.51%
60.32%
3.17%
100.00%
Age
Type of School
Categories
20 - 25 years old
26 - 30 years old
31 - 35 years old
36 - 40 years old
41 - 45 years old
46 - 50 years old
Total
Frequenc
y
2
5
5
3
3
2
20
Total
Private
Public
Percentage
Frequency
Percentage
Frequency
Percentage
10.00%
25.00%
25.00%
15.00%
15.00%
10.00%
6
4
11
7
5
10
13.95%
9.30%
25.58%
16.28%
11.63%
23.26%
8
9
16
10
8
12
12.70%
14.29%
25.40%
15.87%
12.70%
19.05%
100.00%
43
100.00%
63
100.00%
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As to gender, the highest percentage of the respondents is female which
constitutes 42 or 92.06 %, while male constitutes 5 or 7.94 %. Result implied that
gender has no direct effect on the job satisfaction of the librarians for both public and
private academic libraries. This showed that female has the highest number over
their male counterpart in the librarianship or librarian profession since librarian tasks
are feminist in nature. This could be supported by the study of Onuoha, Samuel, and
Ojo (2015) that gender has no significant influence on the job satisfaction of library
staff in private universities in Ogun State, Nigeria.
As to status, being married has the highest percentage with 38 or 60.32 %
followed by a single with 23 or 36.51%, the widow has 2 or 3.17% of respondents.
The result shows that the highest percentage of respondents came from age
bracket of 31 to 35years old for both public and private academic libraries, wherein
the peak age of marrying is within this bracket. Marital status may affect job
satisfaction of the respondents as it influences the commitment of the individual. As
to the job satisfaction of the respondents, this could mean that a married person is
much more satisfied or motivated to keep their work and become financially stable to
sustain for their living. Married people are more committed than single as they need a
stable job for the economic safety and obligation of their family. In corroboration,
Amarasena, Ajward, and Haque (2015) found out that marital status has an influence
on the satisfaction of librarians due to personal necessity and the need to have a
stable source of income.
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As to age, the highest percentage belongs to 31 to 35 yrs. old with 16 or
25.40%from both the public and private academic libraries, while lowest belongs to
20 to 25 yrs. old and 41 to 50 yrs. old with the same number of respondents of 8 or
12.70% percent.
This implies that age can have a positive or negative effect on the job
satisfaction every of employee or librarians, younger and older librarian may have
both higher job satisfaction, while age in the middle might have low satisfaction. This
could be due to, younger librarians are enthusiastic to work in the early years of their
career then will decline as it goes to the next stage especially if there is need that is
not met (such as rewards, recognition, salary increase, educational advancement)
and rises again if needs are met especially if older employees have reached the
establishment stage in their career and would not want to transfer from one job to
another. Older employees also consider huge retirement benefits that they will
receive that is why they are motivation and job satisfaction is high.
To support the claims, Ekere and Ugwa (2011) found out that overall job
satisfaction is u-shaped in relation to age and that job satisfaction declines on
average until the age of approximately thirty-one years and rises thereafter.
Amarasena, Ajward, and Haque (2015) explained age has been associated with job
satisfaction, but the nature of the relationship is not clear. It has been reported that
age significantly influences job satisfaction wherein older workers are more likely to
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be satisfied than younger workers. Iroegbu (2015) states that motivation was
stronger for older than for younger employees. Older employees seemed to be
more satisfied intrinsically with their jobs than younger employees. This may be
due to the perks that come with maintaining a long career, including higher
salaries, better benefits, and success in the workplace.
To neutralize, Mortel (2017) stressed that age can either have a positive or
negative effect on the job satisfaction of Librarians. She further stressed that age has
an effect on their personal competencies when it comes to information organization
wherein younger librarians adapt to technological knowledge and some older tend to
be technophobic.
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Table 4
Frequency and Percentage Distribution in Terms of Educational Attainment and
Eligibility
Educational Attainment
Type of School
Public
Categories
Total
Private
Frequency
Percentage
Frequency
Percentage
Frequency
Percentage
BLIS Graduate
3
15.00%
15
37.21%
18
30.16%
With Master's
Units
14
70.00%
14
33.33%
28
45.16%
-
-
4
9.52%
4
6.45%
With Doctorate
Units
2
10.00%
3
7.14%
5
8.06%
Doctorate
Graduate
1
5.00%
5
11.90%
6
9.68%
20
100.00%
43
100.00%
63
Master's Graduate
Total
100.00%
Eligibility
N
The frequency of
respondent with
License
Percentage
Public
20
18
90.00%
Private
43
31
72.09%
Total
63
49
77.78%
Type of School
As for educational attainment, respondents with Master's Units got the highest
percentage with 28 or 45.16% While a graduate of master's degree has the lowest
percentage of 4 or 6.45%.
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This implies that librarians in the Bicol region are willing to pursue educational
advancement but had not finished the degree for somewhat reasons. This might be
due to, pursuing in Master and Doctoral educational require financial, emotional and
even psychological support, that is why the reasons why librarians tend to stop in
advancing their education in which affect their job satisfaction and motivation, but
once the librarians were able to finish their higher education it will have positive effect
on their job satisfaction. As what Mortel (2017) states in her study that as the librarian
pursue high education level, they also become more professionally competent and
more satisfied with their job. This was supported by Tiu et al. (2013) who also found
out that librarians who have appropriate educational attainment show positive work
attitude which in turn improve employee attitude and job satisfaction. Contrary,
Konya, Matic, and Pavlovic (2016) also revealed that education is yet another factor
which can influence organizational commitment in a way that people with lower
educational level and qualification are more committed to their organizations, as they
rarely change their jobs.
As to the eligibility of the respondents, the table shows the frequency of
respondents with licensure examination in librarianship, wherein out of 20 only 18 or
90% in public libraries have a license. In private academic libraries, out of 43
respondents, only 31 or 72.09% has a license. Overall only 49 or of 63 respondents
are illegible or have a license in librarianship.
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The result shows that not all librarians in Bicol region have a license in
librarianship thus, some academic libraries tend to hire librarians even without a
license, this only proved that there is a shortage or lack of librarians in Bicol region.
Eligibility may impact the job satisfaction of librarian as it gives a person a feeling of
confidence in the job. Konya, Matic and Pavlovic (2016) states that employees with
higher eligibility or qualifications often have stronger ambitions and desire for
advancement, so they are committed to the values of the organization in order to
achieve organizational goals, therefore achieving their own goals as well, on the
other side employee without eligibility or license can cause demotivated as it is found
out in the study of Mortel (2017) that low grade is given to Non-license librarian than
caused them to feel inferior and low self –esteem, but as observed the competency
of work does not necessarily vary even if the librarian is license or not. Calaguas
(2017) found out that fresh graduates acquired experience in the private institution
while waiting for Licensure Examination, being licensed is not necessarily a
requirement to be hired in a private school while it is always a requirement to be
hired in a government school. That is why based on the finding, government or public
libraries has a higher percentage of license respondents than of in private libraries.
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Table 5
Frequency and Percentage Distribution in terms of Position, Compensation, and Years in
Service
Position/ Designation
Categories
Librarian 1
Librarian 2
Librarian 3
Librarian 4
Others
Total
Type of School
Public
Private
Frequency
Percentage
Frequency
Percentage
12
60.00%
25
58.14%
2
10.00%
3
6.98%
2
10.00%
2
4.65%
0
0
0
0
4
20.00%
13
30.23%
20
100.00%
43
100.00%
Total
Frequency
37
5
4
0
17
63
Percentage
58.73%
7.94%
6.35%
0
26.98%
100.00%
Level of Compensation
Type of School
Public
Categories
Frequency
3
10
4
2
1
20
P 10,000 and below
P 10,001 - P 15,000
P 15,001 - P 20,000
P 20,001 - P 25,000
P 25,001 - P 30,000
P 30,001 - P 35,000
P 35,001 - P 40,000
P 40,001 and above
Total
Total
Private
Percentage
15.00%
50.00%
20.00%
10.00%
5.00%
100.00%
Frequency
8
17
9
2
5
1
1
43
Percentage
18.60%
39.53%
20.93%
4.65%
11.63%
2.33%
2.33%
100.00%
Frequency
8
17
12
12
9
2
1
2
63
Percentage
12.70%
26.98%
19.05%
19.05%
14.29%
3.17%
1.59%
3.17%
100.00%
Years in Service
Type of School
Categories
Public
Total
Private
Frequency
Percentage
Frequency
Percentage
Frequency
Percentage
1 - 5 years
6 - 10 years
11
4
55.00%
20.00%
16
11
37.21%
25.58%
27
15
42.86%
23.81%
11 - 15 years
16 - 20 years
2
2
10.00%
10.00%
4
6
9.30%
13.95%
6
8
9.52%
12.70%
21 - 25 years
-
-
4
9.30%
4
6.35%
26 - 30 years
-
-
1
2.33%
1
1.59%
31 - 35 years
1
5.00%
1
2.33%
2
3.17%
Total
20
100.00%
43
100.00%
63
100.00%
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As to position/designation, librarian 1 position has the highest frequency with
37 or 58.73% and the lowest is librarian 3 with 4 or 6.35%.
The above findings show that majority of the librarians from both public and
private academic libraries in Bicol region possessed Librarian I position. This implies
that promotion to the higherlevel position is static in some public and private
university in Bicol region especially in public institution where it takes years to
advance in the next position as it requires an additional budget for salary adjustment.
An institution might not consider promotion due to the fact that if the position goes up
there must be a corresponding increase in the salary. Librarians with longer
experience and high position may demand higher pay and allowances but on the
other side, it has a positive effect on the job satisfaction of the librarians. Ghiansi and
Limoni (as cited by Mortel, 2017) imply that librarians that belong to top management
position have high satisfaction level than those from middle management level and
rank and file position, which means position/designation significantly affect the job
satisfaction of the respondent.
As to the level of compensation bracket, 10,001-15,000 has the highest
number with 17 or 26.98% while the 35,001-40,000 bracket has 1 or 1.59% with the
lowest number of respondents.
The result shows that a number of librarians receiving a salary from 10,00115,000 is higher than another bracket (mostly employed in private academic
libraries). Public librarians who received higher salary bracket have low turnout. It is
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
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revealed that In Bicol region, the level of compensation in public institution is much
higher than in private institution, this might be the reason why librarians wanted to
transfer from private to public libraries, thus causing lack of professional librarians in
the private sector. Mabaso and Dlamini (2017) stressed that the increasing needs of
librarians with high living costs obliged them to look for higher income that can
guarantee their future and life satisfaction. Moreover, if individuals believe they are
not compensated well, therefore a state of emotional dissatisfaction will be
developed. These emotional discrepancies will grow and accumulate over time thus
make employees unhappy and unsatisfied working for the organization. Oyovwe,
Tinuoye, Omeluzor, and Akpojotor (2016) revealed that the level of compensation
affects the job satisfaction of the librarians. But the salary level that will be offered to
the librarians must be assessed first due to various things to consider especially in
private sector such as, ration of their contribution (input) to the resulting economics
(output) and compares the ration with that others, receiving too high salary and too
low salary is unfair that can be resulted in low job satisfaction.
As to the number of years in service, result shows, 1-5 years of service has
the highest frequency with 27 or 42.86%, while 26 to 30 years of service is the lowest
with 1 or 1.59%. Data revealed that majority of the librarians rendered longer time in
their position in 1-5 years in the library profession. It implies that the librarian tends to
be dedicated in the first 1 to 5 years of services this might be due to high expectation
on their job, they tend to be motivated in this stage, as the number of years increase,
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the job satisfaction decreases then the motivational needs has to be increased as
what the hygiene theory of Herzberg wanted to emphasize. It is being reinforced in
the study of Das (2015) where he found out that the majority of library professionals
have put in 3-6 years of experience in the library profession. It is also noted that the
length of service in the library can be affected by other factors such as promotion,
professional development, status, and other personal factors. They tend to stay in
their job longer if they are satisfied and happy with the benefits that they received.
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Table 6
Mean Responses in Terms of Salary
Type of School
Public
Statements
1. The way I am contented
with the compensation of my
job
2.The amount of pay for the
work I do
3.The chance to make as
much money as I do
4. The way my job provides
for steady employment.
5.The chances for a salary
increase
6.The benefits that my
company provides
7.The way layoffs and
transfer are avoided in my job
8.How my pay compares
with that far similar jobs in
other companies
9. The way I am satisfied
with the benefits package I
receive
10.How my supervisor
ensures I am fairly
compensated
Average
Legend:
Total
Private
Mean
(Std.
Dev.)
Verbal
Interpretatio
n
Mean
(Std. Dev.)
Verbal
Interpretati
on
Mean
(Std.
Dev.)
Verbal
Interpretatio
n
4.20
(0.894)
Satisfied
3.49
(0.910)
Satisfied
3.71
(0.958)
Satisfied
4.15
(0.875)
3.70
(1.129)
3.95
(1.146)
3.70
(1.031)
4.20
(0.894)
3.85
(1.226)
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
3.53
(0.882)
3.49
(0.736)
3.65
(0.720)
3.47
(0.797)
3.37
(0.787)
3.60
(0.695)
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
3.73
(0.919)
3.56
(0.876)
3.75
(0.879)
3.54
(0.877)
3.63
(0.903)
3.68
(0.895)
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
3.90
(1.252)
Satisfied
3.28
(0.734)
Neutral
3.48
(0.965)
Satisfied
4.05
(1.050)
Satisfied
3.42
(0.731)
Satisfied
3.62
(0.888)
Satisfied
4.00
(0.973)
Satisfied
3.47
(0.702)
Satisfied
3.63
(0.829)
Satisfied
3.97
(0.957)
Satisfied
3.48
(0.614)
Satisfied
3.63
(0.768)
Satisfied
4.21 – 5.00 = Strongly Satisfied
3.41 – 4.20 = Satisfied
2.61 – 3.40 = Neutral
1.81 – 2.60 = Dissatisfied
1.00 – 1.80 = Strongly Dissatisfied
Table 6 shows the respondents’ perception in terms of salary. The highest
recorded mean is 3.73 verbally interpreted as “Satisfied” with Std. of (0.919) was
given to “The amount of pay for the work I do”. Lowest recorded mean is 3.48
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interpreted as “Satisfied” with Std. of (0.965) is given to “How my pay compares with
that far similar jobs in other companies”. Average mean of 3.63 interpreted as
“Satisfied” with SD of (0.763). Mean from public sectors’ librarians is higher than the
private sectors’ librarians.
The result implies that respondents perceived that they are compensated fairly
in their job, they think that what they received is enough pay for their work. This might
be due to the minimum standard level of salary being implemented in the region.
While for the lowest mean for the "How my pay compares with that far similar jobs in
other companies" is because they know that other institution offered high salaries to
other librarians, especially in the case of other areas in Bicol where they have to
pirate librarians from other school and offer high salary compared to what salary they
have. Librarians in public institution are more satisfied than in private, this might
because public or government institutions implement standard salary bracket which
is double the salary offered by the private institution.
Salary has been known to affect ones’ job commitment and satisfaction in the
company, most experts agree that a reasonable salary for a given job is needed to
attract and retain employees. Tinuoye, Akpojotor, and Omeluzur (2016) and Parvin
and Kabir (2011) asserted that the pay and benefits that a person receives are
among the factors that can influence a person's level of job satisfaction. It is also
recommended by Ikonne and Onuoha (2013) to the library administrator to improve
the salary and fringe benefit of librarians to realize job satisfaction. This result
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signifies that librarians' job satisfaction is dependent on the remuneration received in
the form of salaries and wages within a specified period as agreed by both parties
(employer and employee).
Table 7
Mean Responses in Terms of Environment
Type of School
Total
Statements
1. The physical surrounding
where I work
2. The facilities are maintained
to ensure a physically safe
working environment
3. The atmosphere of the
campus is welcoming and
supportive of differences in
races, gender, religion etc.
4. The campus security
measures policies
5. The pleasantness of the
working condition.
6. Being able to do things that
don’t go against my religious
belief
7. The safety of a company's
physical working condition
8. The company is a better place
to work than other organizations
in this field
9. The spirit of cooperation
among my co-workers
10. The social position in the
community that goes with the
job
Average
Legend:
Public
Mean
(Std.
Dev.)
3.70
(0.979)
Verbal
Interpretation
Satisfied
Private
Mean
(Std.
Dev.)
3.70
(0.803)
Verbal
Interpret
ation
Satisfied
Mean
(Std.
Dev.)
3.70
(0.854)
Verbal
Interpretat
ion
Satisfied
3.70
(0.979)
Strongly
Satisfied
3.79
(0.804)
Satisfied
3.76
(0.856)
Satisfied
4.25
(0.639)
Strongly
Satisfied
3.95
(0.615)
Satisfied
4.05
(0.633)
Satisfied
3.70
(0.979)
3.70
(0.979)
Satisfied
Satisfied
3.88
(0.662)
3.67
(0.808)
Satisfied
Satisfied
3.83
(0.773)
3.68
(0.858)
Satisfied
Satisfied
4.00
(0.725)
Satisfied
3.98
(0.672)
Satisfied
3.98
(0.684)
Satisfied
3.80
(0.894)
Satisfied
3.84
(0.688)
Satisfied
3.83
(0.752)
Satisfied
3.80
(0.768)
Satisfied
3.72
(0.826)
Satisfied
3.75
(0.803)
Satisfied
3.80
(0.616)
Satisfied
3.84
(0.721)
Satisfied
3.83
(0.685)
Satisfied
3.90
(0.641)
Satisfied
3.86
(0.743)
Satisfied
3.87
(0.707)
Satisfied
3.84
3.82
3.83
Satisfied
Satisfied
Satisfied
(0.700)
(0.615)
(0.637)
4.21 – 5.00 = Strongly Satisfied 1.81 – 2.60 = Dissatisfied
3.41 – 4.20 = Satisfied
1.00 – 1.80 = Strongly Dissatisfied
2.61-3.40= Neutral
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Table 7 presents the respondents’ perception in terms of Environment. The
highest recorded mean is 4.05 with Std. of (0.633) and interpreted as “Satisfied” was
given to “The atmosphere of the campus is welcoming and supportive of differences
in races, gender, religion etc.” The lowest recorded mean is 3.68 with Std. of (0.858)
verbally interpreted as “Satisfied” was given to "The pleasantness of the working
condition.” The average mean of 3.83 with Std. of (0.637) interpreted as “Satisfied”.
Mean from public sectors’ librarians is higher than the private sectors’ librarians.
Librarians in Bicol region are now aware of the importance of gender equality
when it comes in entertaining library customer with different races. It implies that
library administration has sound policies that support gender equality and a
welcoming atmosphere to other religions such as materials pertains to different types
of belief, materials for understanding sexuality and other races. While in the lowest
rated mean for "The pleasantness of the working condition" could mean that
librarians are not fully satisfied with their hours of work, rest periods, and work
schedules, it might due to the setting in almost libraries that library hours are from
8:00 AM to 8:00 PM to accommodate the all clienteles. Work in the libraries may
require intensive mental and physical demand especially during accreditation, ISO
evaluation, and other requirements to be compiled.
These could all affect the Job satisfaction of the librarians. A conducive
environment with the latest facilities can be a factor in rendering quality services to
clientele. Robbins et al. (as cited by Parvin&Kabir, 2011) discoursed that work
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environment plays a vital role because it influences job satisfaction as employees are
concerned with a comfortable physical work that will ultimately render the more
positive level of job satisfaction. Accordingly, Qasim et al. (2012) state that the quality
of the physical environment in which work is done must be conducive to the working
personnel when the physical environment is not conducive, librarians would not
contribute effectively in their daily and routine tasks. In addition, lack of favorable
working conditions can poorly affect a worker's mental and physical well-being as
working hours, temperature, ventilation, noise, hygiene, lighting, and resources, are
all part of working conditions that are necessary and required for workers 'job
satisfaction.
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Table 8
Mean Response in Terms of Reward/Recognition
Type of School
Public
Statements
1. The company is well
known for people who want
to advance their career
2. The feeling of personal
accomplishment and pride
3. The opportunities to
increase and expand my skills
4. The recognition I got for
the work I do
5. The way I notice when I do
a good job
6. With what I received
training and seminars related
to my job
7. The opportunity to be part
of company decision making
8. The opportunity for
advancement for the job
9. The praise I get for doing a
good job.
10. The chance to be
promoted
Average
Legend:
Mean
(Std. Dev.)
Verbal
Interpretati
on
3.80
(0.616)
Satisfied
4.00
(0.562)
3.85
(0.489)
3.60
(0.681)
3.55
(0.686)
3.85
(0.489)
Total
Private
Strongly
Satisfied
Strongly
Satisfied
Satisfied
Satisfied
Satisfied
3.85
Satisfied
(0.671)
3.50
Satisfied
(0.827)
3.45
Satisfied
(0.826)
3.55
Satisfied
(0.759)
3.70
Satisfied
(0.468)
4.21 – 5.00 = Strongly Satisfied
3.41 – 4.20 = Satisfied
2.61 – 3.40 = Neutral
Mean
(Std. Dev.)
3.63
(0.655)
3.70
(0.708)
3.58
(0.763)
3.60
(0.728)
3.60
(0.695)
3.53
(0.767)
Verbal
Interpretat
ion
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Mean
(Std.
Dev.)
3.68
(0.643)
3.79
(0.676)
3.67
(0.696)
3.60
(0.708)
3.59
(0.687)
3.63
(0.703)
3.53
3.63
Satisfied
(0.767)
(0.747)
3.49
3.49
Satisfied
(0.703)
(0.738)
3.60
3.56
Satisfied
(0.760)
(0.778)
3.47
3.49
Satisfied
(0.735)
(0.738)
3.57
3.61
Satisfied
(0.595)
(0.557)
1.81 – 2.60 = Dissatisfied
1.00 – 1.80 = Strongly Dissatisfied
Verbal
Interpretati
on
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
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Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
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Table 8 shows the respondents’ perception in terms of Reward/ Recognition.
As can be seen, the highest recorded mean is 3.79 with Std. of (0.676), interpreted
as “Satisfied” was given to “The feeling of personal accomplishment and pride.” The
lowest recorded mean is 3.68 with Std. of (0.858), verbally interpreted as “Satisfied”
is given to “The opportunity for advancement for the job” and “The chance to be
promoted”. Average mean of 3.61 and a standard deviation of (0.557) interpreted as
“Satisfied”. Mean from public sectors’ librarians is higher than the private sectors’
librarians.
The result implied that librarians in Bicol region are contented and happy when
it comes from achieving something in their job, they felt that their effort to do a good
job is being recognized and valued, accomplishments may be rewarded in forms of
gift such as vacation trip, token, certificate of award or recognition. Rewarding one’s
work is fulfilling and increases one’s motivation to work that will lead to job
satisfaction this is the usual scenario in every organization in which job satisfaction of
employees are affected. For the lowest mean “The chance to be promoted” could
means that they are not fully supported by the administration in some aspect that
they do in which they believed that could help them in terms of promotion, such as
support for pursuing education and other activities such as training, seminars,
workshop and other activities or opportunities that can contribute or could help them
to be promoted. Enrolling in Doctorate or Master’s degrees which is very expensive
aside from so many requirements to prepare or comply. Some institutions are erratic
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
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in giving promotion to their employees, especially small colleges as promotion
requires additional expenses or additional budget to compensate the promoted
librarians.
Ikonne and Onuoha (2013) stressed that promotion for librarians is one of the
basic factors that generate job satisfaction for academic librarians. Qasim et al.
(2012) also asserted that management should consider promotion as a positive
motivating tool in ensuring that an employee attains goals at a higher level it also
suggests that the annual promotion of librarians has a strong influence on their job
satisfaction and would encourage them to deliver effective services to the library
clientele. Reward system encourages the employee to become motivated, thereby
increasing their participation in contributing innovative ideas, which leads to high
organizational innovation (Khan, 2015).
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
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Table 9
Mean Response in terms of Organizational Structure
Type of School
Statements
1. The way my boss backs up
his/her employee (with top
management)
2. The support from my supervisor
for my professional growth and
development
3. The comfortable I feel in the
company to do my job
4. The facilities and equipment that
I need in order to do my work right
5. My involvement in decisions
that affect our organizational
community
6. The position in my job is aligned
with the organizational mission
7. The chance to do new and
original things on my own
8. The spirit of cooperation
Public
Mean
Verbal
(Std.
Interpretat
Dev.)
ion
3.55
(0.945)
Satisfied
Private
Mean
Verbal
(Std.
Interpretat
Dev.)
ion
3.67
(0.837)
Satisfied
3.95
(0.999)
3.77
(0.922)
4.15
(0.671)
3.50
(0.889)
3.95
(0.759)
Satisfied
Satisfied
Satisfied
Satisfied
3.77
(0.812)
3.81
(0.764)
3.70
(0.773)
Total
Mean
(Std. Dev.)
Satisfied
Satisfied
Satisfied
Satisfied
4.20
4.02
Satisfied
Satisfied
(0.696)
(0.672)
3.95
3.84
Satisfied
Satisfied
(0.605)
(0.754)
3.90
3.86
Satisfied
Satisfied
(0.641)
(0.833)
9. The chance to do work that is
4.20
3.88
Satisfied
Satisfied
well suited to my abilities
(0.616)
(0.731)
10. The way company policies are
4.00
3.84
Satisfied
Satisfied
put into practice
(0.562)
(0.814)
3.94
3.82
Average
Satisfied
Satisfied
(0.533)
(0.650)
Legend:
4.21 – 5.00 = Strongly Satisfied
1.81 – 2.60 = Dissatisfied
3.41 – 4.20 = Satisfied
1.00 – 1.80 = Strongly Dissatisfied
2.61 – 3.40 = Neutral
Verbal
Interpretati
on
3.63
(0.867)
Satisfied
3.83
(0.943)
Satisfied
3.89
(0.785)
3.71
(0.812)
3.78
(0.771)
4.08
(0.679)
3.87
(0.707)
3.87
(0.772)
3.98
(0.707)
3.89
(0.743)
3.85
(0.614)
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Table 9 shows the respondents’ perception in terms of Organizational
Structure. As can be seen, the highest recorded mean is 4.08 with Std. of (0.679)
interpreted as “Satisfied was given to “The position in my job is aligned with the
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
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Document Code: DCAVRKMI-F-GRFR
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organizational mission”. The lowest recorded mean is 3.63 and a standard deviation
of (0.867) verbally interpreted as “Satisfied” is given to "The way my boss backs up
his/her employee (with top management)”. With the average mean of 3.85 with Std.
of (0.614) interpreted as “Satisfied”. Mean from public sectors’ librarians is higher
than the private sectors’ librarians.
It implies that the respondents are satisfied with the way administration is
imposing organizational policies, the composition of organizational structures and
another organizational task in which they believed it is aligned with their job
description. This only means that administrations are committed to implement or find
best ways to keep good employees or librarians as it has an effect to individuals'
attitudes and behaviors, it empowers employees a sense of organizational
commitment that can improve organizations productivity and lessen the turnover rate
within an institution. For the lowest mean given by the respondents to “The way my
boss backs up his/her employee (with top management)" it may due to the fact that
some managers or head of the libraries received recommendation from subordinates
but fails to convince top management to act on what employees wanted to voice out
such as salary concern or other matter that only the top management can decide.
To support with, Das (2015) found out that satisfaction with administrative
policies shows a positive effect on the librarians. Properly administered administrative
policies and procedures, management's sympathetic attitude towards the problems of
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
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library professionals, positive attitude in sending the employees for updating their
knowledge can lead to better performance.
Table 10
Mean Response in Terms of Organizational Management
Type of School
Statements
1. The way priorities, goals, and
vision of the company are
explained
2. Those who do well on the job
stand a fair chance of being
promoted
3. The way how organization
communicate with employees
4. The way the company treats
its employees
5. The policies and practices
towards employees of this
company
6. I have confidence and trust in
the judgment of senior/high
management.
7. The people in senior/high
management respect my
personal rights
8. The personal relationship
between my boss and his/her
employees
9. The way my supervisor and I
understand each other
10. The company keep
employees informed about
matters/issues affecting all
offices/departments
Average
Legend:
Public
Mean
Verbal
(Std.
Interpretat
Dev.)
ion
Total
Private
Mean
(Std. Dev.)
Verbal
Interpretat
ion
Mean
(Std. Dev.)
Verbal
Interpretati
on
4.05
(0.686)
Satisfied
3.84
(0.721)
Satisfied
3.90
(0.712)
Satisfied
3.80
(0.894)
Satisfied
3.70
(0.803)
Satisfied
3.73
(0.827)
Satisfied
4.00
(0.649)
4.05
(0.510)
Satisfied
Satisfied
3.70
(0.708)
3.77
(0.718)
Satisfied
Satisfied
3.79
(0.699)
3.86
(0.669)
Satisfied
Satisfied
4.15
(0.745)
Satisfied
3.84
(0.652)
Satisfied
3.94
(0.693)
Satisfied
3.85
(0.671)
Satisfied
3.74
(0.759)
Satisfied
3.78
(0.728)
Satisfied
4.05
(0.686)
Satisfied
3.91
(0.718)
Satisfied
3.95
(0.705)
Satisfied
4.05
(0.605)
Satisfied
3.86
(0.743)
Satisfied
3.92
(0.703)
Satisfied
4.00
(0.725)
Satisfied
3.93
(0.669)
Satisfied
3.95
(0.682)
Satisfied
3.90
(0.641)
Satisfied
3.81
(0.794)
Satisfied
3.84
(0.745)
Satisfied
3.99
(0.492)
Satisfied
3.81
(0.609)
Satisfied
3.87
(0.577)
Satisfied
4.21 – 5.00 = Strongly Satisfied
3.41 – 4.20 = Satisfied
2.61 – 3.40 = Neutral
1.81 – 2.60 = Dissatisfied
1.00 – 1.80 = Strongly Dissatisfied
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 75 of 127
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Table 10 shows the respondents’ perception in terms of Organizational
Management. As can be seen, the highest recorded mean is 3.95 with Std. of
(0.705) interpreted as “Satisfied” was given to “The people in senior/high
management respect my personal rights”. The lowest recorded mean is 3.63 with
Std. of (0.867) verbally interpreted as “Satisfied” is given to “Those who do well on the
job stand a fair chance of being promoted” The average mean of 3.87 with Std. of
(0.577) interpreted as “Satisfied”. Mean from public sectors’ librarians is higher than
the private sectors’ librarians.
This implies that in today's organization especially in library management, the
senior manager gives respect or valued employees in whatever position they are.
Managers are shifting to a more dynamic way of management on handling people;
managers appreciate the unique talents and capabilities of their colleagues and are
grateful for the effort and performance of their teams. In terms of “Those who do well
on the job stand a fair chance of being promoted", it shows that librarians believed it is
less applied in their organizations. This could be based on their experience that they
believed their accomplishment may give them a chance to be promoted but was not
have a chance to have it.
The organization is the foundation of management without proper planning;
organizing; directing; and controlling are unlikely to be worthwhile and hence cannot
be implemented effectively. The success of an organization or business is depending
on the group effort and harmonious support from each other member to accomplish
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
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certain goals. Khan and Hossain (2015) found out that library associations and
interest groups addressing university library management, human resources, and
staff development are interested in building partnerships internationally for more
effective practices and meet new challenges to face dramatic changes due to a wide
variety of factors. They insisted that Library administrators must constantly assess
how effective the HR function is in the library by assessing their current needs and
the climate in their operation.
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
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Table 11
Mean Response in Terms of Professional Competencies
Type of School
Public
Statements
1. Formulates policies and procedures
to be observed in the selection and
acquisition of library resources in all
formats
2. Applies relevant bibliographic
control standards (RDA), AACR2,
Doblin core, etc.) to organize
materials and resources
3. Provides information for
establishing library-wide collection
management policies
4. Interprets usage data for the
electronic journal and databases
subscriptions to e-resources applicable
within the institutional context (e.g.
proxy services, single sign-on etc.)
5. Identifies and applies appropriate
methods and techniques for storage,
repair, and preservation of library
materials
6. Demonstrate a general knowledge
of the library automation systems in
use and specific knowledge of the
operations that apply to circulation
procedures
7. Stays well informed on all matter
pertaining to his/her duties as reader’s
advisory
8. Promotes the library as a center of
lifelong learning for the community
9. Defines and provides outreach
services to increase children’s and
their families’ use of library services
and resources
10. Receives, opens, forwards or
delete e-mail messages as may be
necessary or appropriate
Average
Legend:
Total
Private
Mean
(Std.
Dev.)
Verbal
Interpretati
on
Mean
(Std. Dev.)
Verbal
Interpretati
on
Mean
(Std. Dev.)
Verbal
Interpretat
ion
4.25
(0.639)
Strongly
Satisfied
3.81
(0.932)
Satisfied
3.95
(0.869)
Satisfied
4.30
(0.571)
Strongly
Satisfied
3.88
(0.931)
Satisfied
4.02
(0.852)
Satisfied
4.25
(0.550)
Strongly
Satisfied
3.98
(0.771)
Satisfied
4.06
(0.716)
Satisfied
4.15
(0.587)
Satisfied
3.74
(0.902)
Satisfied
3.87
(0.833)
Satisfied
4.25
(0.550)
Strongly
Satisfied
3.67
(0.808)
Satisfied
3.86
(0.780)
Satisfied
4.30
(0.571)
Strongly
Satisfied
3.74
(0.848)
Satisfied
3.92
(0.809)
Satisfied
4.30
(0.571)
Strongly
Satisfied
3.84
(0.814)
Satisfied
3.98
(0.772)
Satisfied
4.10
(0.718)
Satisfied
4.00
(0.756)
Satisfied
4.03
(0.740)
Satisfied
4.00
(0.649)
Satisfied
3.91
(0.781)
Satisfied
3.94
(0.738)
Satisfied
4.15
(0.671)
Satisfied
3.79
(0.861)
Satisfied
3.90
(0.817)
Satisfied
4.21
(0.538)
Strongly
Satisfied
3.84
(0.731)
Satisfied
3.95
(0.693)
Satisfied
4.21 – 5.00 = Strongly Satisfied
3.41 – 4.20 = Satisfied
2.61 – 3.40 = Neutral
1.81 – 2.60 = Dissatisfied
1.00 – 1.80 = Strongly Dissatisfied
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 78 of 127
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Table 11 shows the respondents’ perception in terms of Professional
Competencies. As can be seen, the highest recorded mean is 4.06 with a Std. of
(0.716) interpreted as “Satisfied” was given to “Provides information for establishing
library-wide collection management policies”. The lowest recorded mean is 3.86 with
Std. of (0.780) verbally interpreted as “Satisfied” is given to “Identifies and applies
appropriate methods and techniques for storage, repair and preservation of library
materials”. The average mean of 3.95 and a standard deviation of (0.693) interpreted
as “Satisfied”. Mean from public sectors’ librarians is higher than the private sectors’
librarians.
The result shows that librarians as part of being professional, they are
professionally competent in various aspects of competencies, the respondent
believed that that they have the skills and competencies in providing information
pertaining to library collection management policies wherein it sets out the principles
according to which library services acquire, maintains, stores and makes accessible
the collections it holds to library users it is more on implementing policies. While for
the lowest response of the respondents, it shows that they need to update their
hands on skills or technical skills in proper preservation and maintenance of
materials which can be acquired through continuous training and seminars being
offered by the various associations. Training and seminars can be expensive that
requires financial support from the administration. Professional competencies are
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
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Document Code: DCAVRKMI-F-GRFR
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very important in any institution or organization, without the competencies of the
employee, the progress of the company will be stagnant.
Tinuoye, Akpojotor, and Omeluzur (2016) asserted that to become
professionally competent, employees must undergo a series of training. It gives a
trainee a feeling of satisfaction and achievement with the ability to provide services
that would satisfy clients. Lack of training results to lack of ability to use existing
knowledge which causes ineffective in services, low customer satisfaction, and lower
productivity. Professional skills increase professionalism and improved management
methods that will lead to job satisfaction of employees. Sambo (2014) also found out
that attention should be given to LIS professionals to improve their professional skills
and academic qualification. It is therefore recommended that opportunities should be
provided to improve their professional qualifications. Above studies was
corroborated by Okoye (2013), where he stressed that respondents agreed with all
the listed strategies which were meant to enhance competencies of professional
librarians. This fact emphasizes the need they felt for self-development, professional
growth and realization of their full potentials through continuous updating of their
knowledge and skills. Anyaoku, Osuigwe, and Oguaka (2015) recommend that library
leaders should employ good management skills that are all inclusive of harnessing
technology and recognizing the needs of employees that work with the tools.
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
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Table 12
Mean Response in Terms of Personal Competencies
Type of School
Statements
1. Communicate clearly and
effectively both verbally and in
writing
2. Gives due consideration to the
perceptions, perspectives
communication needs of each
audience and
3. Create an environment that
fosters two-way communication
4. Possesses appropriate
communication strategies to
resolve conflicts constructively.
5. Organizes the library
collection as well as public areas
to make them more conducive
for library use
6. Create a customer service plan
7. Instill in the users the need to
follow library policies and
applies sound and fair judgment
when violation thereof or
deviation therefrom takes place
8. Demonstrate faith in the
library ‘s mission and vision,
works to achieve it and inspire
others to do the same
9. Seek opportunities to apply
new knowledge and to share best
practices, research and
experiences with colleagues
10. Understand and adhere to the
mission, vision, and values of
their role in society
Average
Legend:
Public
Mean
Verbal
(Std.
Interpretat
Dev.)
ion
Private
Mean
Verbal
(Std.
Interpretat
Dev.)
ion
Total
Mean
(Std.
Dev.)
Verbal
Interpretati
on
4.15
(0.489)
Satisfied
4.14
(0.774)
Satisfied
4.14
(0.692)
Satisfied
4.20
(0.523)
Satisfied
4.14
(0.774)
Satisfied
4.16
(0.700)
Satisfied
4.35
(0.671)
Strongly
Satisfied
4.14
(0.743)
Satisfied
4.21
(0.722)
Strongly
Satisfied
4.30
(0.657)
Strongly
Satisfied
4.14
(0.675)
Satisfied
4.19
(0.669)
Satisfied
4.30
(0.733)
Strongly
Satisfied
4.16
(0.785)
Satisfied
4.21
(0.765)
Strongly
Satisfied
4.20
(0.616)
Satisfied
4.09
(0.713)
Satisfied
4.15
(0.760)
Strongly
Satisfied
4.25
(0.851)
Strongly
Satisfied
4.19
(0.824)
Satisfied
4.21
(0.826)
Strongly
Satisfied
4.30
(0.801)
Strongly
Satisfied
4.14
(0.861)
Satisfied
4.19
(0.840)
Satisfied
4.30
(0.657)
Strongly
Satisfied
4.21
(0.709)
Strongly
Satisfied
4.24
(0.689)
Strongly
Satisfied
4.35
(0.671)
Strongly
Satisfied
4.12
(0.879)
Satisfied
4.19
(0.820)
Satisfied
4.27
(0.574)
Strongly
Satisfied
4.15
(0.908)
Satisfied
4.19
(0.812)
Satisfied
4.21 – 5.00 = Strongly Satisfied
3.41 – 4.20 = Satisfied
2.61 – 3.40 = Neutral
1.81 – 2.60 = Dissatisfied
1.00 – 1.80 = Strongly Dissatisfied
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 81 of 127
Revision No.: 3
Effectivity Date: January 2018
Prepared by: DCAVRKMI
Reviewed by: QMR
Approved by: President
Table 12 presents the respondents’ perception in terms of Personal
Competencies. As can be seen, the highest recorded mean is 4.24 with a Std. of
(0.689) interpreted as “Highly Satisfied” was given to “Seek opportunities to apply
new knowledge and to share best practices, research and experiences with
colleagues”. The lowest recorded mean is 4.14 with a Std. of (0.692) verbally
interpreted as “Satisfied” is given to “Communicate clearly and effectively both
verbally and in writing” The average mean of 4.19 and a standard deviation of (0.812)
interpreted as “Satisfied”. Mean from public sectors’ librarians is higher than the
private sectors’ librarians.
The result implies that librarians are confident that they have high opportunity
to acquire new knowledge and skills and believed that they already possessed it and
are capable of imparting it to other librarians and library clientele. Librarians need to
possess not only professional skills but of personal skills to effectively communicate
and connect to all library stakeholder. In the case of "Communicate clearly and
effectively both verbally and in writing” librarians feel that they need to continuously
enhance those skills, it seems that they need to engage for more training, seminars
and workshop, continues education to become fully satisfied or even felt strongly
satisfied with that aspect.
To support, Das (2015) found out that respondents have felt that there is no
scope for personal growth and development; and the majority of the respondents
have stated that personal achievement cannot be possible. It is being discoursed in
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the study of Khan and Hossain (2015) where they state that training helps employee
master knowledge, skill, and ability which would contribute to innovation in terms of
products, production processes, and management practices in daily operation
Hence, training develops the knowledge, skill, and ability of employees to perform
effectively in their job that will lead to higher organizational innovation. Okoye (2013)
described that competencies which represent a set of skills, attitudes and values
"that enable librarians to work effectively, be good communicators, be able to focus
on continuous learning throughout their careers, be able to demonstrate the valueadded nature of their contributions, and survive in the new world of work"
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Table 13
Variance in Job Satisfaction of Public Librarians to Private Librarians in Various
Areas of Satisfaction
Type of School
Public
Areas
A. In terms of Salary
B. In terms of Environment
C. In terms of
Reward/Recognition
D. In terms of
Organizational Structure
E. In terms of
Organizational
Management
F1. In terms of Professional
Competencies
F2. In terms of Personal
Competence
Mean
(Std.
Dev.)
3.97
(0.957)
3.84
(0.700)
3.70
(0.468)
3.94
(0.533)
3.99
(0.492)
Verbal
Interpretation
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Private
Mean
Verbal
(Std.
Interpretati
Dev.)
on
3.48
Satisfied
(0.614)
3.82
Satisfied
(0.615)
3.57
Satisfied
(0.595)
3.82
Satisfied
(0.650)
3.81
(0.609)
Satisfied
Total
Mean
(Std.
Dev.)
3.63
(0.768)
3.83
(0.637)
3.61
(0.557)
3.85
(0.614)
3.87
(0.577)
4.21
Strongly
3.84
3.95
Satisfied
(0.538)
Satisfied
(0.731)
(0.693)
4.27
Strongly
4.15
4.19
Satisfied
(0.574)
Satisfied
(0.908)
(0.812)
3.99
3.78
3.85
General Average
Satisfied
Satisfied
(0.487)
(0.546)
(0.529)
Legend:
4.21 – 5.00 = Strongly Satisfied
1.81 – 2.60 = Dissatisfied
3.41 – 4.20 = Satisfied
1.00 – 1.80 = Strongly Dissatisfied
2.61 – 3.40 = Neutral
Verbal
Interpretatio
n
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Satisfied
Table 13 presents respondents’ overall response in all areas of satisfaction. As
can be seen, the highest recorded mean is 4.19 with a Std. of (0.812) interpreted as
“Strongly Satisfied” was given to “Personal Competencies”. Lowest recorded mean is
3.61 with Std. of 0.557 interpreted as “Satisfied” for Reward/Recognition almost the
same as for the Salary Satisfaction. General average mean from public librarians is
higher than private librarians in all areas of satisfaction.
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The table above implies that librarians are more satisfied with their job in terms
of Personal competencies, it seems, they believed that they can effectively
communicate, give due consideration to others, can resolve conflict constructively,
demonstrate loyalty and faith on the administration, and other personal competencies
that the librarian must possess. For the lowest rated satisfaction in terms of
Rewards/recognition and Salary, it seems librarians are not satisfied with the
outcome of their hard work and implies that administrators not giving more
importance on their accomplishment and work.
Parvin and Kabir (as cited by Tinuoye, Akpojotor, & Omeluzur, 2016) found
that there are a variety of factors that can influence a person’s level of job
satisfaction, such as level of pay and benefits, perceived fairness of the promotion
system within a company, the quality of working conditions, leadership, social
relationships and the job itself (the variety of tasks involved, interests and challenges
the job generates and the clarity of the job description/requirements). Ikonne and
Onuoha (2013) found out that job security, satisfactory relationships with supervisors,
satisfactory interactions with colleagues and satisfactory interactions with information
users/customers/clients were significant factors that influence librarians’ job
satisfaction.
The result shows that satisfaction level of librarians in public academic
libraries varies or higher than of librarians working in private academic libraries in all
aspect of satisfaction. Given the general average mean of 3.99 with STD. of (0.487)
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verbally interpreted as “satisfied” for public librarians and an average mean of 3.85
with STD. (0.529) interpreted as “satisfied” for private librarians, there is a difference
in their level of job satisfaction.
These might be due to the good compensation and other benefits that the
government is implementing aside from constitutional guarantee or security of tenure
that protects government employed librarians. Another reason might due to the
salary of librarians in public institution wherein entry level is much higher than of the
other private libraries. Further, a government body can easily formulate policies and
laws that can protect the public workers, salary increase can easily endorse by
various government agencies and body; other public employees are supported by the
law that mandate equal protection and benefits for all the government employees.
While Private institutions have to consider financial issues that hinder them to
implement a salary increase and other. The most affected by this are those private
colleges where the budget is a concern.
To support with, Calaguas (2017) found out that, in terms of job security,
participants had permanents tenure in government schools. Like in the Philippines,
graduates of teacher education programs would always aspire to be employed in a
government school because working for a government school is always tantamount
to having a permanent tenure. After graduation, graduates would find employment
first in private schools and would use such employment to gain the necessary
teaching experience.
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III Preferred Motivators by the Respondents
Table 14
Motivators for Salary Satisfaction
Public
Factors
Mean
Rank
Final
Rank
Private
Verbal
Interpretati
on
Mean
Rank
Final
Rank
Verbal
Interpretati
on
Overal
l Rank
Promotion
Neutrally
Less
2.65
3
3.53
4
(Horizontal, vertical or Dry
Important
Important
promotion)
Good wages
Most
Most
(Fixed monthly rate,
2.20
1.5
1.93
1
Important
Important
overtime pay, etc.)
Most
Greatly
Job security(company status,
2.20
1.5
2.49
2
Important
Important
position in the company, etc)
Less
Neutrally
Benefits package(company
3.40
4
3.07
3
Important
Important
car, health insurance, etc)
Company pay policy
Least
Least
(payroll schedule, cash bond
4.55
5
3.86
5
Important
Important
policy, commission, etc)
*Ranked with 1 as most important and 5 as least important among the given factors
Legend: 1 = Most Important
2 = Greatly Important
3 = Neutrally Important
4 = Less Important
5 = Least Important
4
1
2
3
5
Table 14 shows respondents’ preferred motivators for salary satisfaction. As
can be seen, Good wages ranked 1 or “Most Important” which implies that among the
listed factors for salary satisfaction, respondents highly preferred Good wages/salary
for both private and public libraries as their motivators. It further implied that one of
the most important aspects of a job for most librarians is the wage it pays, as it allows
librarians to make a living from their labor and the primary source of income where
the prime necessity of a person can be afforded if workers earned enough money.
Librarians who earn high wages can afford more descent lifestyles than those who
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earn a lower wage, in which low wage earner tend to look for another job that will
result to frequent turned over of the position. It is practical to consider good wages or
salary as the prime concern in applying for a job than other factors such as
promotion, job security benefits company pay policy comes next as their preferred
motivators. In a broader sense, salary fuel librarians’ motivation to work.
In support, Laskowska (as cited by Dukic, 2014) found that that salary or good
wages were the best motivators for employees to work harder. Ikonne and Onuoha
(2015) recommend that Library administrators should consider improving first the
salary levels of the librarians. It is believed that the more attractive their salaries are,
the more satisfied and committed they will be in their services. Das (2015) found out
that majority of the library professionals feel paternalistic attitudes to the employee's
concerning salary, and that should pay attention to the pay scales of librarians.
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Table 15
Motivators for Environment Satisfaction
Public
Private
Verbal
Verbal
Factors
Mean
Final
Mean
Final
Interpretatio
Interpretati
Rank
Rank
Rank
Rank
n
on
Least
Least
3.45
5
3.72
5
Challenging tasks
Important
Important
Good working
Greatly
Greatly
2.80
2
2.67
2
conditions
Important
Important
Duties and
Most
Less
2.40
1
3.00
4
responsibility
Important
Important
Security and safety of
Neutrally
Most
3.05
3
2.65
1
the facilities
Important
Important
Less
Neutrally
3.30
4
2.95
3
Important
Important
Significance of work
*Ranked with 1 as most important and 5 as least important among the given factors
Legend: 1 = Most Important
2 = Greatly Important
3 = Neutrally Important
4 = Less Important
5 = Least Important
Overall
Ranking
5
1
3
2
4
Table 15 shows respondents’ preferred motivators in terms of environment
satisfaction. Good working conditions ranked 1 or the “Most Important” motivators for
environment satisfaction. This only proved that librarians concern primarily on the
safety of the workplace. An environment should be safe where employees can do
their jobs without the fear of injury or death. Working in a good working environment
can create positivity and quality in work, the task can be easily done if the working
environment suits the working person. A good working atmosphere such as ventilated
working areas in the library will be an advantage for the librarians. If the librarians
see how the institution invest for the safety of their employee, they will feel their
importance that will definitely gain employee loyalty to the administration and will be
more motivated to work.
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This can be attested by Raheela (as cited by Igbashal, Beetseh, &Kumba,
2016) who found out that a good working environment affects librarian job
satisfaction. The study revealed that one of the many challenges for a business is to
satisfy its employees in order to cope up with the ever-changing and evolving
environment and to achieve success and remain in the competition. In order to
increase efficiency, effectiveness, productivity and job commitment of employees, the
business must satisfy the needs of its employees by providing good working
conditions.
The result indicates a positive relationship between the working environment
and employee job satisfaction. Kyumana (2017) revealed that low job satisfaction of
librarians was caused by the working environment. It was pointed out that their
working conditions were not favorable at all; the lack of air conditioners diminishes
the attractiveness of the library environment to both students to read and staff to
conduct their work comfortably. The maintenance and repair of the available facilities
took a long time to be done due to bureaucracy.
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Table 16
Motivators for Reward/Recognition Satisfaction
Public
Private
Verbal
Verbal
Factors
Mean
Final
Mean
Final
Interpretat
Interpretat
Rank
Rank
Rank
Rank
ion
ion
Recognition for
Greatly
Less
2.90
2
3.23
4
achievement
Important
Important
Opportunity for
Most
Most
2.30
1
2.44
1
advancement
Important
Important
Personal
Less
Greatly
3.05
4
2.81
2
accomplishment
Important
Important
Least
Least
3.75
5
3.53
5
Fostered initiatives
Important
Important
Neutrally
Neutrally
3.00
3
2.93
3
Career growth
Important
Important
*Ranked with 1 as most important and 5 as least important among the given factors
Legend: 1 = Most Important
2 = Greatly Important
3 = Neutrally Important
4 = Less Important
5 = Least Important
Overall
Rank
4
1
2
5
3
Table 16 shows respondents’ preferred motivators. Among listed motivators for
Reward/recognition Satisfaction, as can be seen, “Opportunity for Advancement” was
ranked 1 or “most important” for the librarians. This implied that, librarians in Bicol
region look for an opportunity for advancement when it comes to rewards and
recognition, this is common to every employee that they cling to look for any
opportunity to advance in their career, when career paths were clear, individuals
tended to be more motivated, with tangible goals to work towards. At times when
career paths were faint or unrealistic, individuals tended to be less motivated, less
focused and more uncertain. An employee who has a stagnant career tends to be
dissatisfied with their Job. Librarians seem to respond to appreciation expressed
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through recognition of their good work because it confirms their work is valued by
others. When employees and their work are valued, there is a tendency that they
become more enthusiastic to do their task then the productivity improved and
maintains good work especially if they are aspiring to be promoted.
This can be supported in the study of Daud (2015) where he found out that
opportunity for growth has been proven to have a positive relationship with job
satisfaction, He further confirms that job satisfaction ascends when they are valued
by their superior and provides an opportunity for growth and promotion. Igbashal,
Beetseh, and Kumba (2016) also found out that an adequate opportunity for
advancement is one of the employees satisfies in order to cope up with the everchanging and evolving environment and to achieve success and to remain in the
competition.
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Table 17
Motivators for Organizational Structure Satisfaction
Public
Private
Verbal
Verbal
Factors
Mean
Final
Mean
Final
Interpretatio
Interpretati
Rank
Rank
Rank
Rank
n
on
Greatly
Greatly
Alignment of the job to
2.60
2
2.65
2
Important
Important
the company's mission
Most
Less
Business relationship w/
2.35
1
3.05
4
Important
Important
immediate superior
Neutrally
Neutrally
2.85
3
2.86
3
Job decision making
Important
Important
Less
Most
3.15
4
2.37
1
Quality of work
Important
Important
Least
Least
4.05
5
4.07
5
Availability of resources
Important
Important
*Ranked with 1 as most important and 5 as least important among the given factors
Legend: 1 = Most Important
2 = Greatly Important
3 = Neutrally Important
4 = Less Important
5 = Least Important
Overall
Rank
2
3
4
1
5
Table 17 shows respondents' preferred motivators. As can be seen "Quality of
Work" was in rank 1 or "Most Important" for the librarians as the motivating factors in
terms of organizational structure. It shows that respondents are more committed to
producing quality work and accomplish their task with great courage and
commitment. This time, librarians from public and private libraries have different
views, public librarians are more concern over "Business relationship w/ immediate
superior” while private librarians chose "Quality of work". This could due to the
security of tenure of public librarians wherein they already knew that even if they do
not focus on the quality of their work, they are very much secure with their position,
hence they have to work on their relationship with the superior to gain more trust,
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while private librarians have to work hard because they knew that they are being
evaluated based on their work or output, hence, quality of work must be higher.
Rizi and Kazempour (as cited by Ademodi & Akintomide, 2015) reaffirm that an
appreciation of the requirements of the working librarians and making efforts in
meeting their job satisfaction have an effect on the quality of services provided by
libraries. Organizational structure is important for every institution as it provides
guidance and clarity on specific human resource issues, such as managerial
authority.
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Table 18
Motivators for Organizational Management Satisfaction
Public
Factors
Mean Rank
Final
Rank
Interaction with higher
management
3.00
3
Morale and values of
employees
Company values and
policies
2.35
1
2.70
2
3.65
5
Company’s organization
structure/hierarchy
Private
Verbal
Interpretati
on
Neutrally
Important
Most
Important
Greatly
Important
Least
Important
Mean
Rank
Final
Rank
2.91
3
1.79
1
2.63
2
3.58
4
Less
Fairness and equality of
3.30
4
4.09
5
Important
higher management
*Ranked with 1 as most important and 5 as least important among the given factors
Legend: 1 = Most Important
2 = Greatly Important 3 = Neutrally Important
4 = Less Important
5 = Least Important
Verbal
Interpretat
ion
Neutrally
Important
Overall
Rank
Most
Important
Greatly
Important
Less
Important
1
Least
Important
5
3
2
4
Table 18 shows respondents' preferred motivators. As can be seen, Morale
and Values of Employees ranked 1 or "Most Important" aspect in Organizational
management. It implies that librarians are more concern about the importance of the
"Morale and Values of Employees" that they received from the employer or the
Institution. All other factors are superseded as they are more concern on how they
are being valued and appreciated in the workplace. Librarians tend to become
effective in their job if they are properly acknowledged and respected especially if the
institution is implementing sound and good management policies.
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This can be justified by Defa (as cited by Dukic, 2014) that Library staff should
be directed towards a common goal, at the same time accepting and respecting their
personalities, needs and rights. In this context, managers need to consider how
employees perceive different aspects of their work, and if necessary, promptly react
and make necessary adjustments. This means that library administrators must
constantly assess the human resources function in the library and pay attention to
the morale of the employees.
Table 19
Respondents’ Preferred Motivators of Job satisfaction
Areas of Satisfaction
Salary Satisfaction
Organizational Structure Satisfaction
Environment Satisfaction
Organizational Management. Satisfaction
Reward/Recognition Satisfaction
Most Important Motivators
Good wages
Quality of work
Good working conditions
Morale and values of employees
Opportunity for advancement
Table 19 shows all “Most Important” motivators in all areas of satisfaction. As
can be seen, Good Wages, Quality of Work, good Working conditions, Morale and
Values of Employees, and Opportunity for Advancement emerged rank 1 or with
“Most Important” factor that makes them motivated to their job. The above satisfying
factors must be considered by the library administrator and Institution if they wish to
improve the satisfaction level of their librarians, in returns, organizational goals can
be easier to achieve and quality of library services will be higher than what expected.
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During the survey, the proponent was able to interview some school
administrators, it was found out that they do not have librarians, some are designed
and /or was pirated by other schools by offering a higher salary, some schools hired
librarians who are already in their retiring age, some librarians in state universities
have an arranged duty/schedule with another campus (Monday, Tuesday and
Wednesday to another campus, then Thursday and Friday to other State Campus)
and some has totally no librarian. It is also noted that majority of the school which
has no librarians are those small colleges who has no capability to compete with the
State Universities and Colleges when it comes to salaries and benefits that other
schools being offered.
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Conclusions
In the light of the foregoing findings, the following conclusions were drawn:
1. Librarians in academic libraries in Bicol are dominated by female respondents
due to the stigma that this profession is for female only. It is concluded that
gender has no significant influence on the job satisfaction of the librarians.
Married librarians dominated the number of the respondents. It is clear that
marital status significantly influences their level of job satisfaction, married are
motivated to keep their job and willing to work hard to earn for their family. Age
affects the job satisfaction of the librarians; as younger librarians tend to have
a low satisfaction or not motivated on their job as compared to the older
librarians who already set their minds to works as to nearing retiring age. As
to educational attainment, with the percentage of BLIS Graduate, it shows that
not all librarians are graduates of Bachelor of Library and Information Science.
In taking up graduate schools, most of the librarians took Master’s unit but
some were not able to finish the degree. More so, respondents from the
private institution are most likely to finish their Master’s and Doctorate degree.
Moreover, few takerspassed the professional licensure examination resulting
to lack of librarians in the Bicol region, thus, some colleges are obliged to hire
librarians without a license. Furthermore, Librarian I position has the highest
number of respondents which indicates that most of colleges and university
seldom promote or advance to higher level of position. As to the salary/level of
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compensation of the respondents, it is evident that the highest number of
respondents received 10,001 to 15,000 salaries. The starting salary of
librarians from the public institution is a bit higher than of in private institution,
this might be the reason why librarians in private opted to transfer in public
libraries whenever there is a chance due to high starting salary. This further
concludes that salary has an impact on job satisfaction of librarians. As to the
number of years in service, it is concluded that librarians' willingness to work is
very high in the first five years of service in their job. Therefore, motivational
strategies must be supplied on the succeeding years to ensure that the job
satisfaction of the librarians will be sustained. It is clear that the number of
years in the service has an impact on the job satisfaction level of librarians. As
to eligibility, there is a shortage of librarians in Bicol region in terms of
eligibility, some private libraries hired librarian even without license contrary to
the mandated provision on Republic Act No. 9246 Section 26 or Illegal
Practice of Librarianship. But there are certain situations where violating the
law can be justified, this is due to lack of license librarians wherein even
government agencies such as CHED considered and allows the situation.
Eligible librarians can work with confidence and certainty, thus, it has an
impact on the job satisfaction level of the librarians.
2. The study found out that salary, work environment, promotion,
rewards/recognition, and competencies are variables that have strongly
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influenced the job satisfaction of librarians in academic libraries in Bicol
Region. It is obvious that salary and promotion have high influence on
librarians' job satisfaction. Promotion is necessary for achieving career growth
which impacts librarians' job satisfaction. A work environment which is an
aspect of ergonomics is an essential factor in keeping librarians or any
employees satisfied in their work. Organizational structure and management
also enhance job satisfaction of librarians. Whereas, support for training,
personal and professional development are very important to enhance
librarians personal and professional competencies to achieve and maintain
quality library service. The result serves as an important contribution to the
colleges and universities both private and public in the Bicol region.
3. With regard to the job satisfaction level between public and private librarians, it
is noted that librarians from the public are more satisfied in all aspects. This
might be due to the protection that they receive from the government
(protection of tenure, salaries and other benefits) and this is the reason that
librarians wished to transfer and employ in public that caused lack of
professional librarians from a private institution.
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Recommendations
Considering the findings of the study, the following recommendations are
made:
1. Demographic information can be used as a guide as to what necessary
adjustment or effective plan has to be applied in their institution.
Management of an academic institution in (public and private) must
constantly assess the demographic factors/characteristics of the librarians
which have been studied as it has a high impact on their job satisfaction
and commitment at work.
2. Management of academic libraries should make an effort to have an equal
salary to all librarians, there must be an equal opportunity for salary
increase both in private and public institution, ensure the safety of working
environment necessary for enhancing job satisfaction of the librarians,
management may invest in improving library facilities that will cater not only
the working librarians but also for library clienteles. Good remuneration
packages should be considered as it is the most important factors that
influence job satisfaction and make them stay longer with the organization.
Promotion should be considered to increase the librarian's morale and job
satisfaction. Management must review organizational structure to ensure
that the librarians are doing their task align to their job; opportunity for
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advancement must be laid down and supported; policies on requiring
quality of work must be created and implemented and; morale and values
of employees must be enriched; and support for continuous education
should be considered to pursue educational advancement.
3. An endorsement from Bicol Region Librarians Council (BRLC) and
Philippine Librarians Association, Inc. (PLAI) must be sought to voice out
the sentiment of librarians with regard to salary issues. A research or
benchmark must be conducted regularly by the government and private
sectors to determine what other Institutionsare offering to improve the job
satisfaction of their employees.
4. Library management should oblige and support librarians to attend
seminars, training, and workshops to enlighten with the current trend in
librarianship. Additional knowledge and skills will enable them to become
competent with their duties and cope with the dynamic changes in the
librarianship profession that will uplift and sustain their job satisfaction
level.
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8. Major Final Output
The study will generate a project to enhance professional and personal
competencies and skills of librarians in Bicol region through a three-day seminar as a
major final output.
Background
The study found out that the highest mean response for seven areas of
satisfaction is consistently given to Personal and Professional Competencies. The
result shows that librarians from public and private are "strongly satisfied" and
"satisfied" consecutively in terms of personal and professional competencies. As
such response (public), it is wise to use that aspect to sustain their favored response,
as to the private, “satisfied” can be raised to “strongly satisfied” to make their job
satisfaction on a higher level. Continuous enhancement of personal and professional
competencies will allow them to broaden and deepen each personal and professional
capabilities not only for the respondents but the entire librarians' profession in the
Bicol Region. As the world is becoming more competitive and more innovative that
requires constant improvement of competencies and skills, the necessity of
continuing professional development of practitioners in libraries is becoming more
significant as it will ensure that librarians will become ready to face the rapid
advances in computing and networking technologies, continues growth of the
information and knowledge economy and expectation of value-added personalized
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services in the library thus, it will result in quality library services and achievement of
organizational goals.
The project will focus on enhancing professional and personal development of
librarians through seminar wherein CPD units will be applied to promote and draw
support from the participants that will take five months from conception to completion
of the project. It will be a joint project of Bicol Region Librarians Council and various
universities and colleges in Bicol Region. The strategic project will be endorsed to the
Bicol Region Librarians Council (BRLC).
Goals and Objectives

Conduct seminar/training on personal competencies on the following domain:
Communication, Customer Service, Leadership, Lifelong Learning and
Personal Growth, Ethics and Values, and Interpersonal and Cultural.

Conduct seminar/training on professional competencies on the flowing
domain:
Selection and Acquisition, Cataloging, Collection Management, E-resources
Management, and Preservation of the collection.

Acquired personal and professional competencies that will be applied to
everyday life especially in providing quality library services and sustain
competitive advantage.
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Scope
The project will cover three days’ seminar/training of all librarians specifically
academic librarians in public and private in all areas in the Bicol Region. Nonacademic librarians and other library staff can also participate in this endeavor.
Activities/ Output
In terms of personal competencies, at the end of the seminar participant
must be able to: Communicate and applies various methods of communication
effectively, gain customer services techniques, improve leadership knowledge,
inculcate willingness to pursue lifelong learning and personal growth, acts in
accordance with the basic values and ethics in library services, maintain effective
relationships with others to achieve common goals, and possess cultural
competencies to enable them to engage dynamically, effectively and actively in
cultural programs of the country.
In terms of professional competencies, at the end of the seminar participant
must be able to: Increase or enhance knowledge how to manages and process
acquired library resources, process acquired materials technically, Know the
processes on collection management, know how to design and implement library
services to meet to needs and interest of all types of library users, acquired
knowledge of information tools and technology core competencies and know how to
manage information organization domain.
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Revision No.: 3
Effectivity Date: January 2018
Prepared by: DCAVRKMI
Reviewed by: QMR
Approved by: President
Key Stakeholders
Client
Librarians and Staff in Public and Private Academic Libraries in
Bicol Region
Sponsor
University and College Libraries Administrator, representatives
from supplier and prospect Vendor, Bookdealer/ Exhibitors.
Project manager
Rita D. Alarcon
Project Team Member
BRLC Officers and Members
Project Budget
Due to the expertise of BRLC in processing and budgeting of seminar
expenses, it will be subject for review of the council. Expenses covering resource
speaker fee and accommodation, foods, seminars kit, venue rental, token and
certificates, and other expenses will be drawn from the registration fee of the
prospective participants.
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 115 of 127
Revision No.: 3
Effectivity Date: January 2018
Prepared by: DCAVRKMI
Reviewed by: QMR
Approved by: President
Estimated Budget:
200,000.00
Expenses details:
The total amount of 160,000 will come
from Registration fee of 80 estimated
participants (80X2,500.00.)



Professional Fee for Three
Resource Speakers:
(includes Fares, accommodation,
token, and professional fee)
60,000.00
Venue (includes 1 Meal and 2
Snacks per day; 750/day for 2
days)
120,000.00
Miscellaneous
expenses(processing of
requirements and other required
expenses):
20,000.00
______________
Total 200,000.00
Constraints, Assumptions, Risks, and Dependencies
Constraints

Lack of budget and support from College and University
Administrator

Lack of time support from PLAI-BR Officers and Members due
to the hectic time schedule, availability of the Stakeholders.
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Assumptions
Risks and
Dependencies
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 116 of 127
Revision No.: 3
Effectivity Date: January 2018
Prepared by: DCAVRKMI
Reviewed by: QMR
Approved by: President

Support from BRLC and responsive institution.

Financial support from another group such as vendor, book
dealer, and other NGO's.

High Cost of Organizing the activity, noncommitment of
College and University Administrator, an Expert speaker from
Manila may not accept invitation due to distance.

The commitment of support from Colleges and Universities,
Cooperation of BRLC
Monitoring and Evaluation
An assessment will be conducted after the completion of the activity to monitor
and evaluate the effectiveness of the program.
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 117 of 127
Revision No.: 3
Effectivity Date: January 2018
Prepared by: DCAVRKMI
Reviewed by: QMR
Approved by: President
Appendices
A. Curriculum Vitae of the Researcher
RITA DEPOSITARIO ALARCON, RL, MLIS
Zone 1 Cararayan Naga City, Camarines Sur
Cell phone No. 09085301772
E-mail address: ritadalarcon@yahoo.com.ph, rita_depositario@hotmail.com
PROFESSIONAL EXPERIENCE
 November 9, 2004 – present
Librarian Cum OSA/Guidance
AMA Computer College Naga City
# 25 Magsaysay Avenue Naga City
 October 2013 – October 2014
Library Clerk
Main Library, University of Nueva Caceres
J. Hernandez St. Naga City
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 118 of 127
Revision No.: 3
Effectivity Date: January 2018
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Approved by: President
FORMAL EDUCATIONAL BACKGROUND & PROFESSIONAL DEVELOPMENT
 Master of Library and Information Science (MLIS)
Manuel S. Enverga University Foundation
Lucena City
 Master in Library Science (MLIS)
30 Units
University of Nueva Caceres
J. Hernandez Avenue, Igualdad St. Naga City
 Bachelor of Science and Secondary Education 1999-2003
15 units in special education, 9 units in elementary education
University of Nueva Caceres
J. Hernandez Avenue, Igualdad St. Naga City
 High School 1987-1991
Camarines Sur National High School
Peñafrancia Avenue Naga City
 Elementary 1981-1987
Tinago Central School,
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 119 of 127
Revision No.: 3
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Approved by: President
Tinago St. Naga City
SEMINAR/ WORKSHOP ATTENDED
 6th International Conference on Asia-Pacific: Library and Information
Education and Practice “A-LIEP 2015 “Asia Pacific LIS Exploring Unity and
Diversity”
Philippine International Convention Center, Pasay City Manila
October 28, 29,30, 2015
 36TH PASLI National Workshop “Envisioning the 21st Century School
Library”
RawisLegaspi City, Albay
April 23-25, 2014
 3rd Lib.Link Conference “Beyond Librarianship: Information as a way of
Life”
Makati City, Philippines
Ayala Foundation, Filipinas Heritage
10/17/2012-1019/2012
 National Conference on “Library management in the Philippine Setting:
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 120 of 127
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Principles & Best Practices”
Naga College Foundation Learning Resource Center
8/16/2012-8/17/2012
 PLAI National Congress 2011" Libraries for Progress"
Baguio City, Philippines
Philippine Librarians Association, Inc.
11/16/2011 – 11/18/2011
 Web Technologies: Training for Development of Library and Teaching
Resources
Raul S. Roco Public Library
National Library and Raul Roco Public Library
7/8/2009 - 7/10/2009
 Seminar Workshop on the Preservation of Movable and Immovable
Materials
Raul S. Roco Public Library
National Historical Institute and Raul S. Roco Public Library
2/25/2009 - 2/27/2009
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 121 of 127
Revision No.: 3
Effectivity Date: January 2018
Prepared by: DCAVRKMI
Reviewed by: QMR
Approved by: President
ELIGIBILITY & AWARDS
 PRC Board for Librarians License no. 0004002
 Recipient of five(5) and ten(10) years of employment service awards
AMA Computer College Naga
PERSONAL INFORMATION
 Birth Date: 10/10/1974
 Birth Place: Abella Naga City
 Civil Status: Married
 Religion: Roman Catholic
 Citizenship: Filipino
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
PERSONAL REFERENCES
Augusta Rosario A. Villamater, Ed. D, RL
Head Librarian
Manuel S. Enverga University Foundation
Lucena City
Mary Grace D. Ojeda
School Director
AMA Computer College Naga
Naga City
CP No. 09063731440
Lourdes F. Francisco, RL
Periodical Librarian
University of Nueva Caceres
Naga City
Amy A. Alegre, RL, MLIS
Librarian/ School Dean
Siruma Community College
Siruma, Camarines Sur
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 122 of 127
Revision No.: 3
Effectivity Date: January 2018
Prepared by: DCAVRKMI
Reviewed by: QMR
Approved by: President
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 123 of 127
Revision No.: 3
Effectivity Date: January 2018
Prepared by: DCAVRKMI
Reviewed by: QMR
Approved by: President
B. Research Instruments
QUESTIONNAIRE
The following information will help the study gain into our personal background. Please check
(/) or fill in the needed data in the space provided. Information will be treated with utmost
confidentiality.
Thank you.
PART I
Name: (optional) _______________________________________________________
School/Institution (optional)______________________________________________
Gender:
____ Male
____ Female
Status:
____ Single ____ Married ____ Widow
Age:
____ 20-25 ____ 26-30 ____ 31-35 ____ 36-40
____ 41-45 ____ 46-50
Educational Attainment:
PH.D.
______________
M.A. Degree
________
With Doctorate Unit
______
With M.A. Unit
______
Graduate of Bachelors Library and Information Science
__________
Eligibility:
Licensed Librarian _______
Other License ______
Position/Designation:
Librarian 1 ___ Librarian II ___ Librarian III ___ Librarian IV____ Others: ____
Level of Compensation:
7,000 -10,000 ___ 10,001–15,000 ___ 15,001–20,000___ 20,001–25,000 ____
25,001–30,000___ 30,001–35,000 ___ 35,001–40,000___ 40,001-45,000 ____
Years in Service:
01-05 yrs. ______ 06–10 yrs. ______ 11–15 yrs. ______ 16–20 yrs. ______
21-25 yrs. ______ 25–30 yrs. ______ 31–35 yrs. ______
PART II
The purpose of this questionnaire is to give you a chance to tell how you feel about your
present job, what things you are satisfied and what things you are not satisfied with. Please decide
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 124 of 127
Revision No.: 3
Effectivity Date: January 2018
Prepared by: DCAVRKMI
Reviewed by: QMR
Approved by: President
how you feel and rate the following statements by checking the box that corresponds the following, 1
as the highest and 5 as the lowest.
Scale
1- Strongly Satisfied
4- Dissatisfied
2- Satisfied
5- Strongly dissatisfied
3- Neither satisfied or dissatisfied
On my present job, this is how I feel about…
A. In terms of salary
1. The way I am contented with the compensation of my job*
2. The amount of pay for the work I do**
3.The chance to make as much money as I do**
4.The way my jobs provide for steady employment **
5. The chances for salary increase *
6.The benefits that my company provides*
7. The way layoffs and transfer are avoided in my job**
8.How my pay compares with that far similar jobs in other companies**
9. The way I am satisfied with the benefits package I receive*
10.How my supervisor ensures I am fairly compensated
On my present job, this is how I feel …
B. In terms of the environment
1.The physical surrounding where I work**
2. The facilities are maintained to ensure a physically safe working
environment**
3. The atmosphere of the campus is welcoming and supportive of
differences in races, gender, religion etc.**
4.The campus security measures policies
5The pleasantness of the working condition**
6. Being able to do things that don’t go against my religious belief**
7.The safety of a company's physical working condition**
8. The company is a better place to work than other organizations in this
field
9.The spirit of cooperation among my co-workers**
10.The social position in the community that goes with the job**
On my present job, this is how I feel …
C. In terms of reward/recognition
1. The company is well known for people who want to advance their career
2.The feeling of personal accomplishment and pride**
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 125 of 127
Revision No.: 3
Effectivity Date: January 2018
Prepared by: DCAVRKMI
Reviewed by: QMR
Approved by: President
3.The opportunities to increase and expand my skills
4. The recognition I got for the work I do**
5. The way I notice when I do a good job.*
6.With what I received training and seminars related to my job
7.The opportunity to be part of company decision making
8.The opportunity for advancement for the job**
9. The praise I get for doing a good job **
10.The chance to be promoted *
On my present job, this is how I feel …
D. In terms of organizational structure
1.The way my boss backs up his/her employee (with top management**
2. The support from my supervisor for my professional growth and
development*
3. The comfortable I feel in the company to do my job
4.The facilities and equipment that I need in order to do my work right
5.My involvement in decisions that affect our organizational community
6. The position in my job is aligned with the organizational mission
7.The chance to do new and original things on my own**
8.The spirit of cooperation**
9. The chance to do work that is well suited to my abilities**
10. The way company policies are put into practice**
On my present job, this is how I feel …
E. In terms of organizational management
1.The way priorities, goals, and vision of the company are explained
2. Those who do well on the job stand a fair chance of being promoted
3. The way how organization communicate with employees
4. The way the company treats its employees **
5.The policies and practices towards employees of this company
6. I have confidence and trust in the judgment of senior/high management
7.The people in senior/high management respect my personal rights
8. The personal relationship between my boss and his/her employees
9. . The way my supervisor and I understand each other.
10. The company keep employees informed about matters/issues affecting
all offices/departments
F. Competency
my present job, this is how I feel …
F.1 In terms of professional competencies ***
1.Formulates policies and procedures to be observed in the selection and
acquisition of library resources in all formats
2.Applies relevant bibliographic control standards (RDA), AACR2, Doblin
core ,etc.) to organize materials and resources
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 126 of 127
Revision No.: 3
Effectivity Date: January 2018
Prepared by: DCAVRKMI
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Approved by: President
3. Provides information for establishing library-wide collection
management policies
4.Interprets usage data for the electronic journal and databases
subscriptions to e-resources applicable within the institutional context (e.g.
proxy services, single sign-on etc.)
5.Identifies and applies appropriate methods and techniques for storage,
repair, and preservation of library materials
6.Demonstrate a general knowledge of the library automation systems in
use and specific knowledge of the operations that apply to circulation
procedures
7. Stays well informed on all matter pertaining to his/her duties as reader’s
advisory
8.Promotes the library as a center of lifelong learning for the community
9.Defines and provides outreach services to increase children’s and their
families’ use of library services and resources
10. Receives, opens, forwards or delete e-mail messages as may be
necessary or appropriate
F.2 Personal Competencies ***
1. Communicate clearly and effectively both verbally and in writing
2. Gives due consideration to the perceptions, perspectives
communication needs of each audience and
3. Create an environment that fosters two-way communication
4. Possesses appropriate communication strategies to resolve conflicts
constructively.
5. Organizes the library collection as well as public areas to make them
more conducive for library use
6. Create a customer service plan
7.Instill in the users the need to follow library policies and applies sound
and fair judgment when violation thereof or deviation therefrom takes
place
8. Demonstrate faith in the library ‘s mission and vision, works to achieve it
and inspire others to do the same
9.Seek opportunities to apply new knowledge and to share best practices,
research and experiences with colleagues
10. Understand and adhere to the mission, vision, and values of their role
in society
1
2
3
4
5
MANUEL S. ENVERGA UNIVERSITY FOUNDATION
Lucena City
An Autonomous University
DR. CESAR A. VILLARIBA RESEARCH AND
KNOWLEDGE MANAGEMENT INSTITUTE
QUALITY FORM
Document Code: DCAVRKMI-F-GRFR
Document Title: Graduate Research Final Report
Page No.: Page 127 of 127
Revision No.: 3
Effectivity Date: January 2018
Prepared by: DCAVRKMI
Reviewed by: QMR
Approved by: President
PART III.
Please rank the following items 1 to 5 in order of importance to you
(Where 1 is most important and 5 is least important). Please use each number once.
Motivators for Salary Satisfaction
__Promotion
__Good wages
__Job security
__Benefits package
Motivators for Org Structure Satisfaction
__ Alignment of the job to company's mission
__Business relationship w/ immediate superior
__Job decision making
__Quality of work
__Company pay policy
__ Availability of resources
Motivators for Environment
Motivators for Organizational Mgt. Satisfaction
Satisfaction
__ Challenging tasks
__ Interaction with higher management
__ Good working conditions
__ Morale and values of employees
__ Duties and responsibility
__ Company values and policies
__ Security and safety of the facilities __ Company’s organization structure/hierarchy
__ Significance of work
__ Fairness and equality of higher management
Motivators for Reward/Recognition Satisfaction
__ Recognition for achievement
__ Opportunity for advancement
__ Personal accomplishment
__ Fostered initiatives
__ Career growth