Employment Discrimination Law

 Keneth Jhon D. Uy

Divine Word College of Laoag

Abstract:

This article analyzes employment discrimination law in the Philippines. The law prohibits discrimination based on protected characteristics, such as sex, age, marital status, disability, and single motherhood, in employment, terms, conditions, promotion, and termination. The primary legal safeguards are found in the Labor Code, relevant Republic Acts, and independent legislation. Employers found in violation may be subject to fines, imprisonment, or both.

Keywords: Sex Discrimination (RA 6725, 1989), Age Discrimination (RA 10911, 2016), Sexual Harassment (RA 7877, 1995), Magna Carta of Women (RA 9710), Sex-Based Discrimination, Workplace Discrimination

Introduction.

Research on Philippine anti-discrimination laws focuses on advancing workplace equality by ensuring every employee's right to fair treatment. The legislative framework in the Philippines offers robust protection against workplace discrimination. The provisions of the Philippine Labor Code are fundamental to regulating labor standards, defining employer obligations, and safeguarding workers' rights. The Code serves several key purposes: protecting worker rights, promoting industrial peace, ensuring compliance and accountability, supporting economic development, and addressing social justice. The Labor Code, also known as Presidential Decree No. 442, was enacted in 1974 and has been amended to adapt to labor market changes. It consolidates labor and social laws to protect workers, promote employment, and maintain industrial peace. The Code establishes regulations for employment practices, working conditions, employee benefits, and the organization of labor unions and collective bargaining. Its key provisions address working conditions, employment standards, labor relations, recruitment and placement, and the goal of full employment.

Recruitment and Placement.

Only Filipino citizens or corporations, partnerships, or entities in which Filipino citizens own and control at least 75% of the authorized and voting capital stock are allowed to participate in recruitment and placement activities, locally or abroad. If an organization wishes to bring in foreign workers, it must first obtain an employment permit from the Department of Labor and Employment (DOLE). Learn more about work permits in the Philippines. Companies looking to hire foreign workers must collaborate with licensed organizations, and government oversight is necessary for both domestic and foreign placements to ensure ethical and lawful behavior. Included five regulations and requirements: Authorized entities, Filipino ownership, Licensing and bonding, Prohibition of direct hires, and Contract verification. Conditions of Employment cover many aspects of being employed in the country. Below are some of the key provisions: 8provision conditions of employment: working Hours, Meal Periods, Rest Periods, Paid Holiday, and Wage/Salary.

Condition	Compensation Adjustment
When clinical personnel who, due to Demand or urgency, needs to work 6 days or 48 hours a week instead of 5 days or 40 hours	Rate for the 6th day = Regular daily pay + 30%
Overtime hours, beyond 8 hours daily	Overtime rate = Regular hourly wage x 125%
Overtime hours, beyond 8 hours during a holiday	Overtime rate = Rate of the first eight hours on a            holiday or rest day x 130%
Working night shift, between 10:00 PM and 6:00 AM	Nightshift rate = Regular hourly rate x 110%
Working on a holiday	Regular daily rate x 200%
Working on a holiday when it’s also the scheduled rest day	(Regular wage x 200%) + 30% thereof

Republic Act No. 11058 (RA 11058), known as the Occupational Safety and Health (OSH) Law, mandates that businesses in the Philippines provide a safe workplace. The law requires adherence to OSH standards, maintenance of a hazard-free environment, provision of safety training, communication of potential hazards, and supply of personal protective equipment. Employer obligations include ensuring a safe environment, providing information and training, supplying necessary equipment, maintaining compliance, encouraging worker participation, preparing for emergencies, and offering health insurance.

Sex Discrimination, Age Discrimination, Sexual Harassment

Discrimination is defined as unfavorable treatment based on sex, gender identity, or pregnancy. Sexual harassment, considered a form of sex discrimination, involves unwelcome sexual advances or conduct under Philippine law. Both sex discrimination and sexual harassment negatively affect employee well-being. Disciplinary actions, such as temporary suspension, may be imposed on offenders.

To prevent age discrimination, employers are advised not to inquire about an applicant's age or birthdate during interviews. The focus should remain on evaluating the applicant's skills and qualifications.

Conclusion:

Job discrimination remains a significant barrier to workplace equity and productivity. The enforcement of robust anti-discrimination policies, promotion of diversity, and implementation of fair employment practices enable organizations to foster a more inclusive and ethical work environment. Both employers and employees must remain informed and proactive in addressing job discrimination to ensure fairness and equal opportunities for all.

Personal reflection: Avoiding intrusive questions about employees is essential to maintaining workplace productivity and equity. Unfavorable treatment based on sex, gender identity, or pregnancy constitutes discrimination, while sexual harassment involves unwelcome advances or conduct as defined by law. Experiencing such scenarios in a supervisory role has negatively impacted my mental health.

 

Reference:

Thorat, S., &Attewell, P. (2007). The legacy of social exclusion: A correspondence study of job discrimination in India. Economic and political weekly, 4141-4145.https://www.jstor.org/stable/40276548

Magna Carta of Women (Republic Act 9710). Implementing Rules and Regulations.https://pcw.gov.ph/faq-republic-act-9710-the-magna-carta-of-women/

This Act, which is a consolidation of Senate Bill No. 1558 and House Bill No. 8794, was passed by the Senate of the Philippines and the House of Representatives on February 6, 2019.https://lawphil.net/statutes/repacts/ra2019/ra_11313_2019.html

Nacarv. Gallery Frames,716 Phil. 2Per J. Peralta, EnBanc].67 (2013). DARIO NACAR, PETITIONER,
vs. GALLERY FRAMES AND/OR FELIPE BORDEY, JR., RESPONDENTS. The LawPhil Project. https://lawphil.net/judjuris/juri2013/aug2013/gr_189871_2013.html

LABOR CODE, art. 294. Republic Act No. 10151 (2010) renumbered Article 279 of the Labor Code to Article 294. This was reiterated in DOLE Department Advisory No. 1, series of 2015.

 

Ethical responsibility of Philippine business Process Outsourcing (BPO) companies during disasters: Protecting Employees in Typhoons, Earthquakes, and Pandemics

 By JANELLA MARIE P. PASION

 Divine Word College of Laoag, Ilocos Norte, Philippines

Abstract

The Philippines' Business Process Outsourcing industry employs millions of workers whose livelihoods depend on the 24/7 global operations. But the Philippines is also one of the most disaster-prone countries, experiencing earthquakes, typhoons, floods, and pandemics. BPO employees often have to choose between their work and safety, or risk their livelihood by staying at home during such disasters, which is a challenging situation for them. This article explores how these BPO companies fulfill their ethical and social obligations to protect employees during such difficult times. Through case studies and industry reports, it addresses issues, identifies solutions, and offers suggestions for integrating employee welfare and disaster preparedness into business practices.

Keywords: Business Process Outsourcing (BPO), Employee Safety, Disaster Preparedness, Ethical Responsibility, Social Responsibility, Workplace Welfare, Disaster Resilience, Occupational Health, Philippines, Crisis Management

Introduction

Consider the scenario in which an employee wakes to rising floodwaters and heavy rainfall. A message from work requests that the employee log in, yet the office, located only a few kilometers away, is inaccessible due to submerged roads and damaged power lines. In such circumstances, the decision to report to work becomes fraught with risk.

For many Philippine BPO employees, this is the reality whenever a typhoon strikes.

Despite being a significant contributor to the Philippines’ economy, BPO employees are vulnerable. Many of them live in low-lying areas, commute long distances, and frequently work graveyard shifts. Disasters put people’s safety at risk. Due to obligations to global clients, companies are under pressure to maintain business continuity in the meantime.

What responsibilities do BPO companies have to their employees’ safety and well-being during emergencies? To what extent are these responsibilities met or disregarded? These are just some of the crucial questions raised by this conflict.

BPO Employees’ Reality During Disasters

Many BPO employees were still required to remain on site and return to work after the magnitude 6.9 earthquake struck Cebu on September 30, 2025, despite ongoing aftershocks and visible structural concerns. Employees from several companies reportedly claimed they were threatened with notices to explain and the potential loss of incentives if they refused to resume operations (Philippine Star, 2025).

The Department of Labor and Employment (DOLE) discovered an “imminent danger “in a BPO workplace and ordered a temporary suspension. The inspection discovered lapses in disaster preparedness, including violations of occupational safety standards due to the company’s lack of an updated emergency response plan, proper evacuation systems, and structural safety guarantees, which led the regulators to order a stoppage of operations until the company complies (SunStar Cebu, 2025).

Similar concerns arose when Typhoon Uwan caused widespread flooding, leaving many BPO employees stranded. They also reported that some companies still required on-site work reporting, and those who refused due to safety concerns faced the risk of disciplinary action or forced leave deductions. The BPO industry Employees Network (BIEN) raised concerns about fairness and ethical responsibility during disasters. (Philippine Star, 2025b).

These incidents showed the lived reality of many BPO employees during disasters. They are forced to choose between their personal safety and job security. The verified reports by the reputable news outlets showed systemic issues with the industry’s disaster response practices and the need to reinforce the urgency of improving employer accountability.

Ethical and Legal Obligations of BPO Companies

Republic Act 11058 emphasizes that employers in the Philippines are legally required to maintain workplaces free from hazards that may cause injury or death. This law also protects the employee’s right to refuse unsafe work, especially during disasters such as typhoons, earthquakes, and floods (RA 11058, 2018). These protections are crucial for BPO employees who often travel long distances and work late-night shifts because disasters can make office conditions and commuting unsafe.

News reports cite that some companies find it challenging to adhere to these regulations in real-life emergencies. An example is during the 2025 Cebu earthquake, when several BPO employees claimed they were pressured to return to work after the emergency, despite aftershocks and uninspected buildings.

A report from the Philippine Star shows that some employees claimed that if they choose safety over returning to work, they will receive notice-to-explain or NTR. Following an instance of discovering “imminent danger” in a BPO facility, the Department of Labor and Employment (DOLE) ordered a work stoppage, citing inadequate emergency plans and safety systems (SunStar Cebu, 2025).

It is an employer’s ethical responsibility to protect their employees’ welfare and dignity. It is against basic moral obligations to force employees to work under hazardous situations, such as entering buildings that have not yet been cleared for structural safety and traveling flooded roads. According to some labor organizations, some BPO companies still required on-site reporting during Typhoon Uwan, and those employees who refused were at risk of losing incentives and having to use their leave credits (Philippine Star, 2025b). These incidents show a gap between actual workplace practices and legal obligations.

Overall, BPO companies’ legal and ethical obligations are clear. Employee safety should be prioritized, or it must come first. Respecting employees’ right to refuse unsafe work, having clear disaster protocols, and providing flexible work arrangements are not only compliance issues; they are also signs of humane and responsible leadership in an industry that operates through all kinds of emergencies.

Recommended Practices for BPOs

BPO companies must place employee safety at the center of their operations, especially during disasters. This is to uphold their ethical responsibility. The following practices help ensure ethical and responsible responses during emergencies.

1.     To create a strong Disaster-Preparedness Plan and Business-Continuity Plan

BPO companies should have clear, well-communicated plans in place during disasters or emergencies. Its employees need to know about possible work arrangements, such as on-site work stoppages, the possibility of remote work, and the available emergency leave options, so they will not be confused or forced to choose between safety and work.

1.     To Respect the Employees’ Right to Safety

Employees should not be forced to work under unsafe conditions. Respect should be given to employees’ right to refuse dangerous work without penalties or income loss.

1.     To Offer Practical Assistance

BPO companies may offer assistance that eases their burdens during emergencies or disasters. These may be transportation allowances, meals, temporary shelters, financial aid, or paid emergency leave.

1.     To Foster a People-First Culture

Employee safety and well-being must be the priority over business demands during disasters. The management of BPO companies should listen to their employees' concerns, communicate effectively and with empathy, and make valuable decisions that respect human lives.

1.     To Collaborate with Authorities

BPO companies should work closely with government agencies and industry groups to follow safety and labor regulations during disasters. Collaboration improves disaster response, strengthens accountability, and supports employee protection.

The Human Cost of Inaction

Employees risk their lives, lose trust in management, and endure trauma when companies prioritize business continuity over safety. On the other hand, those companies that respond with empathy, such as allowing them to work from home, providing allowances, giving employees the choice to prioritize safety, or simply suspending work, will gain loyalty, trust, and morale.

One labor advocate emphasized that “Profit must never come before employees’ safety and lives”.

Conclusion

BPO companies must integrate disaster resilience, safety, and employee welfare into their core operations, especially in a country that is prone to disasters. Ethical responsibility requires more than business continuity. It demands compassion, vision, and respect for human dignity.

Employees have the right to refuse unsafe work, and they should be aware of that. The policies and systems must be used correctly and genuinely by the employers. Policymakers should strengthen the monitoring and support of employee protection regulations.

The success of a company is not only about achieving goals and meeting client demands, but also about ensuring the safety of its employees' lives and making them feel valued and respected.

 

 

 

References

Philippine Star. (2025). Business as usual? Cebu BPO firms under fire for allegedly forcing workers to return after earthquake. Philippine Star.

Philippine Star. (2025b). BPO workers decry DOLE inaction amid firms' requirement for on-site reporting during Typhoon Uwan—The Philippine Star.

SunStar Cebu. (2025). Cebu BPO firm’s operation halted over quake safety lapses. SunStar Publishing.

Republic Act No. 11058. (2018). An Act Strengthening Compliance with Occupational Safety and Health Standards. Government of the Philippines.

BusinessMirror. (2025, July 24). BPO firms urged to adopt WFH amid rains. https://businessmirror.com.ph/2025/07/24/bpo-firms-urged-to-adopt-wfh-amid-rains/

SunStar. (2025). BPO industry urged to set practices during typhoon season. https://www.sunstar.com.ph/manila/bpo-industry-urged-to-set-best-practices-during-typhoon-season

The Philippine Star. (2025, November 23). BWC tells BPO sector: Adopt best practices. https://www.philstar.com/nation/2025/11/23/2489277/bwc-tells-bpo-sector-adopt-best-practices/amp/

GMA News. (2025, November 12). Member BPO firms comply with labor rules during calamities, IBPAP says. https://www.gmanetwork.com/news/topstories/nation/965878/ibpap-member-bpo-firms-comply-with-labor-rules-during-calamities/story/

SunStar Manila. (2025, November 12). DOLE orders probe of unsafe practices of BPO firms. https://www.sunstar.com.ph/manila/dole-orders-probe-of-unsafe-practices-of-bpo-firms

Philippine Daily Tribune. (2025, October 4). IOHSAD slams Cebu BPO firms for endangering workers during earthquake. https://tribune.net.ph/2025/10/04/iohsad-slams-cebu-bpo-firms-for-endangering-workers-during-earthquake

Philstar.com. (2025, November 10). BPO workers decry DOLE inaction as firms require on-site work during ‘Uwan’. https://www.philstar.com/headlines/2025/11/10/2486174/bpos-decry-dole-inaction-firms-require-site-work-during-uwan

The Filipino Times. (2025, November 15). DOLE probes BPO firms for allegedly forcing employees to work during typhoon Uwan. https://filipinotimes.net/latest-news/2025/11/15/dole-probes-bpo-firms-for-allegedly-forcing-employees-to-work-during-typhoon-uwan/

Department of Labor and Employment. (2020). Guidelines on occupational safety and health standards in the workplace. https://www.dole.gov.ph/occupational-safety-and-health-standards/

International Labour Organization. (2020). Business continuity planning: Guidance for employers. https://www.ilo.org/global/topics/safety-and-health-at-work/resources-library/publications/WCMS_749227/lang--en/index.htm

International Labour Organization. (2019). Safety and health at the heart of the future of work. https://www.ilo.org/global/publications/books/WCMS_686645/lang--en/index.htm

Republic of the Philippines. (2018). Republic Act No. 11058: An Act Strengthening Compliance with Occupational Safety and Health Standards. https://lawphil.net/statutes/repacts/ra2018/ra_11058_2018.html

World Health Organization. (2020). Occupational safety and health in public health emergencies. https://www.who.int/publications/i/item/WHO-2019-nCoV-OccupationalSafety-2020.1

United Nations Office for Disaster Risk Reduction. (2015). Sendai Framework for Disaster Risk Reduction 2015–2030. https://www.undrr.org/publication/sendai-framework-disaster-risk-reduction-2015-2030

 

 

 

 

https://demolitionnutsgrease.com/q9h97sj5?key=23b279e99ed6a529a30f577cdce2aeb9

Enhancing work performance through efficiency and job satisfaction: public school context

 NHIA JENICA PALACAY MIGUEL

DEPARTMENT OF EDUCATION – SCHOOLS DIVISION OF ILOCOS NORTE – DAVILA NATIONAL HIGH SCHOOL

Abstract

Efforts to enhance the competence and performance of administrative staff in the education sector, reflected in the quality of their work and services, are often hindered by inefficiency and dissatisfaction. Thus, this article analyzes the significance and influence of job satisfaction on their performance by examining factors such as career advancement possibilities, compensation and recognition, communication and relationships, and work environment and responsibilities. It also aims to explore the degree of efficiency and job satisfaction, to empower staff and support initiatives that improve working environments and promote work-life balance.

Keywords

Administrative Staff; Education Sector; Efficiency; Job Satisfaction; Career Advancement Possibilities; Compensation; Recognition; Communication; Relationship; Work Environment; Responsibilities

Introduction

Administrative staff play an indispensable role in the daily functioning of schools, as they oversee clerical work, documentation, financial transactions, and operational coordination that sustain institutional continuity and effectiveness. With expanding responsibilities, their role gains heightened significance. Even amid challenges such as restricted resources, excessive workloads, minimal support, and scarce professional development opportunities, they steadfastly fulfill their obligations with resolute dedication and loyalty.

Understanding job satisfaction involves recognizing its essence and underlying factors to enhance efficiency in administrative staff performance through better work and service quality. Employee engagement is shaped by a combination of organizational and psychological conditions, including clearly defined roles, constructive leadership, positive interpersonal relationships, opportunities for professional growth, acknowledgment of contributions, and the degree of independence granted in carrying out assigned tasks. These aspects foster a sense of motivation, value, and connection among employees, leading to increased productivity and commitment to organizational goals.

The recruitment, development, and retention of prospective educational administrators represent critical issues in the Philippine education sector. Dulog (2024) highlights persistent difficulties, including rundown school facilities, insufficient school personnel, and resource gaps. Professionalization is underway, yet surging demand for adaptable leaders in the face of social and technological evolution is constrained by insufficient numbers of qualified personnel and funding within institutions.

Addressing these issues demands greater funding from the government and institutions for staff training, solid organizational backing, and upgraded research facilities guided by strict rules and ethical standards. Elevating educational administration quality in the Philippines hinges on skilled personnel, varied programs, and compelling research incentives.

Efficiency and job satisfaction

Extensive studies indicate that job satisfaction significantly shapes employee performance, positioning it as a key determinant in productivity outcomes. Efficiency among administrative staff refers to their capacity to optimally leverage resources while executing managerial and operational tasks to achieve objectives. Meanwhile, job satisfaction emerges from the interplay of work environment, duties, evaluations, and staff responses, often described as a profound sense of "work fulfillment".

Demand Control Theory explains how specific job characteristics influence employees’ mental well-being, proposing that excessive workloads, unclear job expectations, limited advancement opportunities, and sustained occupational pressures contribute to heightened workplace stress when not counteracted by sufficient regulation or reinforcement. (Ankomah, R.O., & Dzikunu, C.K., 2024). Administrative staff working under demanding conditions and poorly defined responsibilities often experience reduced efficiency and diminished job satisfaction, which may manifest as increased occupational strain and reduced work effectiveness. (Bangalan, 2025; Edwards, R., 2018; Pa-ay, J.L., 2025). The theory links job stress to both performance and satisfaction, noting that administrative personnel perform duties more effectively and efficiently under low stress, with recognition, rewards, and skill-building training from management. It also emphasizes that formal organizational structures, well-defined roles and responsibilities, and effective coordination within institutions can substantially enhance outcomes for administrative staff. Early detection of personnel encountering such challenges facilitates the implementation of refined selection procedures or robust primary prevention initiatives by the education sector.

Moreover, an individual's overall job satisfaction is determined by the magnitude of the discrepancy between their expectations or desires for specific job facets and the outcomes actually attained. The subjective importance ascribed to each facet serves as a critical moderator, amplifying the intensity of resultant satisfaction or dissatisfaction. As articulated by Omoz-Oarhe et al. (2022), the valence individuals attach to particular job attributes exerts a disproportionate influence on affective responses: high-valence attributes elicit pronounced elevations in satisfaction when expectations are met and correspondingly severe decrements when unmet, relative to low-valence attributes.

According to Locke’s Range of Affect Theory (1976), the level of importance individuals assign to particular job elements significantly influences their emotional responses, such that unmet expectations in highly valued areas tend to produce stronger dissatisfaction than unmet expectations in less valued aspects of work. Within the context of administrative work, this framework enables staff to identify which aspects of their roles most strongly affect their satisfaction or dissatisfaction, allowing organizations to address critical concerns more effectively (Kurniawati et al., 2024).

Administrative staff performance has been widely examined in organizational studies due to its influence on institutional effectiveness and individual professional growth. Rather than viewing performance as a single construct, scholars describe it as a multidimensional outcome shaped by an employee’s ability to meet assigned responsibilities, the quality of task execution, and the level of effort exerted within a given timeframe. Performance is further influenced by personal competencies, motivation, work attitudes, and the extent to which individuals understand their roles and expectations. From an organizational perspective, performance also reflects how effectively employees align their actions with institutional objectives and administrative directives, highlighting the importance of structured systems, guidance, and leadership support in achieving desired outcomes (Paais & Pattiruhu, 2020; Sabuhari et al., 2020; Wolor et al., 2022; Mohzana et al., 2025).

Performance appraisals benefit both organizations and their employees by delivering feedback on performance, which is vital for strategic development planning. A well-designed performance evaluation system relies on clearly defined criteria, measurable and attainable indicators, and alignment with actual job functions to ensure fairness, accuracy, and practical usefulness in assessing employee contributions. Performance evaluation approaches divide into past-oriented and future-oriented categories, each with distinct advantages and limitations. Past-oriented methods encompass checklists, rating scales, and critical incident techniques, whereas future-oriented techniques include self-assessments, psychological testing, and management by objectives. This aims to enhance institutional efficiency by addressing misalignments in employee output, while providing structured feedback to boost engagement and clarify expectations. They enable informed decisions on career progression, rewards, and corrective actions, ultimately fostering individual and collective improvement.

Conclusion

Efficiency and job satisfaction among administrative staff in the education sector are closely linked, with structured support systems playing a pivotal role in enhancing both. Effective administrative reinforcement reduces stress levels, minimizes operational errors, and enhances performance, leading to better retention. Instrumental support, such as tangible resources and workload assistance, alongside emotional and informational support, demonstrates a stronger tie to elevated satisfaction than vague encouragement alone among education personnel. Factors like compensation, advancement prospects, and colleague interactions further drive overall fulfillment. Focused training, optimal work settings, and balanced workloads elevate efficiency and morale, while equitable recruitment, promotions, rewards, and recognition sustain long-term performance and loyalty. Institutions prioritizing these factors experience reduced staff turnover and more smoother operations.

This article aims to shed further light on the critical role and impact of job satisfaction in driving the performance of administrative staff within the education sector. Benefits for these professionals should be allocated proportionally to their contributions toward both the institution and society broadly, guided by core principles of distributive justice. Far from being mere peripheral elements, administrative staff represent vital components of the organizational framework. Instead of being overlooked or taken for granted, they deserve the essential resources required to produce high-quality work and services, complemented by empowerment and support to refine their work environment and achieve work-life harmony.

REFERENCES

Ankomah, R.O. & Dzikunu, C.K. (2024). Occupational Stress and Administrators’ Levels of Job Satisfaction in The University of Education, Winneba. International Multidisciplinary Journal of Research and Education. 02(01). 078-0198. https://doi.org/10.64712/imjre.v2i1.286

Bangalan, A.C. (2025). Challenges Encountered by the Administrative Officers of the Department of Education in Lower Apayao. International Journal for Multidisciplinary Research. 07(03). 1-19. https://www.ijfmr.com/papers/2025/3/44606.pdf

Dulog, S. M. (2024). The Challenges and Opportunities in Educational Administration: A Perspective from the Philippines. International Multidisciplinary Journal of Research for Innovation, Sustainability, and Excellence. 01(03). 79-84. https://risejournals.org/index.php/imjrise/article/view/186

Edwards, R. (2018). An Elaboration of the Administrative Theory of the 14 Principles of Management by Henri Fayol. International Journal for Empirical Education and Research. 01(01). 41-52. https://doi.org/10.35935/edr/21.5241

Kurniawati et al. (2024). The Influence of Job Satisfaction on Employee Performance of Educational Staff. European Journal of Business and Management Research. 09(03). 148-156. http://dx.doi.org/10.24018/ejbmr.2024.9.3.2326

Mohzana, M., Fahrurrozi, M., & Abdurrosyidin, R. (2025). Improving the Performance of Administrative Staff: An Analysis of Evaluation and Its Implications in Mataram City High Schools. Educational Process: International Journal. 15. 01-16. https://doi.org/10.22521/edupij.2025.15.117

Omoz-Oarhe et al. (2022). The Effect of Job Satisfaction on Employees’ Productivity. International Journal of Management, Social Sciences, Peace and Conflict Studies. 05(02). 371-384. https://www.ijmsspcs.com/index.php/IJMSSPCS/article/view/371

Paais, M., & Pattiruhu, J. R. (2020). Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance. Journal of Asian Finance, Economics and Business. 07(08), 577–588. https://doi.org/10.13106/JAFEB.2020.VOL7.NO8.577

Pa-ay, J.L. (2025). Organizational Culture and Job Satisfaction: A Study Among Non-Teaching Personnel in the DepEd District of Bokod. International Journal of the Humanities and Social Sciences. 04(02). 1298-1307. https://doi.org/10.69651/PIJHSS0402121

Sabuhari, R., Sudiro, A., Irawanto, D. W., & Rahayu, M. (2020). The effects of human resource flexibility, employee competency, organizational culture adaptation and job satisfaction on employee performance. Management Science Letters. 10. 1777-1786. https://doi.org/10.5267/j.msl.2020.1.001

Wolor, C. W., Ardiansyah, A., Rofaida, R., Nurkhin, A., & Rababah, M. A. (2022). Impact of Toxic Leadership on Employee Performance. Health Psychology Research. 10(4).        1–10. https://doi.org/10.52965/001C.57551

https://demolitionnutsgrease.com/q9h97sj5?key=23b279e99ed6a529a30f577cdce2aeb9

Job Satisfaction: Its Significance in the Evolving Corporate Landscape

 Albert Francis Tan

Northern Christian College of Laoag

Abstract       

            This article will analyze the pivotal role and significance of the human resource or workforce in the corporate environment. It will help trace the contribution of human resources through job satisfaction, offering a comprehensive examination of its role in societal development and its relevance in the contemporary era, where corporations are increasingly sophisticated in their policies and standards, particularly in human resource management. Furthermore, the article will explore the impact of workforce satisfaction on their effectiveness and efficiency in their roles, highlighting their role as a formidable and crucial factor in the company’s growth and success, whether job satisfaction is a boon or a detriment.

Keywords

Job Satisfaction; Job Dissatisfaction; Bankruptcy; Conducive Environment; Strike; Stoppage of Work; Positive Reinforcement; Negative Reinforcement

Introduction

            The corporate landscape is in continuous evolution, necessitating a corresponding shift in its responsibilities. Initially characterized by straightforward rules and regulations, corporate policies have evolved into more sophisticated, intricate frameworks to navigate a dynamic environment. Within every corporation, its most valuable assets, second only to capital or financial resources, are its human resources. Without these human resources, a company cannot achieve sustained growth. Consequently, retaining the right individuals and talent is paramount to the company’s development.

            For millennia, since the inception of industrialization, the workforce has been overlooked and undervalued by management primarily for for-profit maximization. This is evident in its dark history, where the workforce has been disregarded for the sake of profitability. Corporations undermined the need for a conducive, healthy work environment, often providing minimal or no benefits. The past industrial revolution painted a grim picture of the arduous conditions endured by workers during work hours. Benefits were limited, protections were inadequate, and social benefits were nonexistent.

            At the dawn of the 21st century, the emphasis shifted towards the development and sustenance of its workforce. New, more effective policies were implemented to address the evolving needs of its workforce, thereby ensuring continued effectiveness and efficiency. It is paramount to foster a collaborative, harmonious atmosphere in the workplace. In this regard, most companies now strive to create a corporate environment that is welcoming, professional, and conducive to the well-being of every individual in the organization. The retention of a pool of competent and productive employees remains a constant concern for managers. Job satisfaction emerges as a pivotal factor in achieving this objective, as it facilitates a harmonious balance between work and the stress employees experience.

Job Satisfaction, Job Dissatisfaction, and Bankruptcy

            In today’s business landscape, companies are increasingly recognizing the critical role of an effective and efficient workforce in achieving their objectives, both in terms of profitability and sustainability. Workforce satisfaction has gained significant attention as it is the backbone of any company and the driving force behind its success.

            Job satisfaction is a complex, multifaceted concept that can mean different things to different individuals. It is often associated with motivation, though the two mean different things. “Job satisfaction is more an attitude, an internal state. It could be associated with a personal feeling of achievement, either quantitative or qualitative.” (Buchanan, 2006)

            Job satisfaction is a crucial factor for both employee well-being and organizational success. This ultimately leads to enhanced performance, improved retention, and a positive work environment. Satisfied employees tend to be more motivated, productive, and loyal, whereas dissatisfaction can lead to decreased performance and increased turnover. Furthermore, job satisfaction has consistently been a double-edged sword, capable of both positive and negative outcomes. For employees, it is often perceived as a means to achieve their personal goals, whether through promotions or other avenues. Conversely, some employees view it as an ineffective tool, particularly those who are disengaged and only present for financial reasons. In such cases, job satisfaction is irrelevant and does not contribute to the company’s success as long as they fulfill their basic responsibilities. Job satisfaction can be conceptualized as the extent to which an employee derives positive emotional attachments from their employment, thereby leading to greater job satisfaction and, subsequently, enhancing their effectiveness and efficiency. The positive emotional state achieved through the successful completion of assigned tasks serves as a testament to the promotion of job satisfaction (Al-Haidan et al., 2022; Oluwatayo & Adetoro, 2020; Nduati & Wanyoike, 2022; Siahaan, 2022; Hudson et al., 2020).

            Although individuals experience satisfaction, some may remain dissatisfied with their current employment. Job dissatisfaction can both cause and result from financial distress, potentially leading to bankruptcy. Furthermore, a company’s bankruptcy can lead to job insecurity and employee dissatisfaction. This phenomenon is evident in the corporate landscape of the Philippines, where companies with dissatisfied employees have contributed to the demise of various businesses, as evidenced by numerous bank and business closures (e.g., in cottage, small, and medium-sized industries) across the country.

            Workplace dissatisfaction can also lead to strikes, work stoppages, and other forms of employee unrest. These actions can gradually disrupt the establishment's daily operations, negatively impacting its standing and stability as mass withdrawals and a loss of confidence in the company become increasingly likely. Financial strain is one factor contributing to unpreparedness to cope with dissatisfaction, as employees may feel underpaid or lack opportunities for advancement. This can lead to significant financial distress, resulting in overwhelming debt and the need to file for bankruptcy (Bain and Gray, Feb 2024).

            Career change risk can also contribute to employee dissatisfaction, as it motivates them to change careers or pursue higher education. This can increase financial vulnerability for both parties involved. Lastly, poor decision-making also contributes to employee unhappiness (Bain and Gray, Feb. 2024), as individuals may feel pressured to “keep up” with trends or lifestyles, leading to poor budgeting and ultimately insolvency.

            It is undeniable that when employees are content, happy, and satisfied in their jobs, they tend to produce better output and become more efficient. Providing a better and conducive workplace is a moral obligation of the company towards its employees. Furthermore, a fair and justifiable compensation package, including remuneration pay, plays a vital role in ensuring employee satisfaction and fostering a culture of fairness and respect.

            A well-defined system of wage packages, incentives, performance bonuses, benefits, merits, and awards not only eliminates employee concerns regarding their performance but also builds confidence between the management and the workforce. 

            For the company or management, the impact of job satisfaction and dissatisfaction is equally significant. A delighted workforce is more likely to achieve the company’s objectives, experience lower turnover, and produce higher output. While this may entail increased incentives and benefits for employees, the associated expenses are relatively minor compared to the substantial contributions and output they generate. Consequently, a more positive and conducive work environment is fostered, benefiting everyone involved. Conversely, dissatisfaction can result in increased disruptions, reduced or no production, abandonment of work, and similar consequences. These actions may ultimately lead to the company’s insolvency due to their negative impact on investors and customers, potentially resulting in bankruptcy.

            In the Philippine corporate environment, the employer-employee relationship has proven pivotal in determining a company’s success or failure. Companies with unionized labor forces actively intervene to address the concerns of both parties, reaching a mutually beneficial solution and preventing undesirable outcomes. This practice is commonly observed in companies that use an “end-of-contract” system, in which employees are hired only on a seasonal, trial, or temporary basis. This system creates a loophole that allows employers to terminate contracts before they are regularized, thereby avoiding the payment of benefits. While the Department of Labor and Employment has taken steps to discourage employers from using this practice, many still do so, particularly in the fast-food industry. Although it may be necessary for companies to adhere to this mechanism due to financial constraints and low profitability, this does not justify implementing such a tool. Consequently, many individuals find themselves unemployed and must undergo the arduous process of job searching again shortly after, which adds to employees' financial burden.

 

            Therefore, the morality and ethical values of job satisfaction and dissatisfaction depend on both parties involved. Satisfied employees will always yield better results and create loyalty to the company. On the other hand, employees who are dissatisfied with their current jobs for various reasons, whether or not related to the company’s policies, should also be considered. This is because human cognition is diverse, and preferences vary from one individual to another. Furthermore, the company also has a responsibility to provide a humane working environment for its employees, thereby eliminating job dissatisfaction. While wages and salaries may be the primary concern for employees, well-organized, systematic management also helps alleviate job dissatisfaction in the workplace. 

Conclusion

            This article provides an overview of the significant transformations and challenges the workforce has faced throughout its history, from its inception to the present day. A well-established set of policies and regulations serves as a guiding framework for both management and employees, fostering a harmonious relationship and dispelling any uncertainties regarding their compensation and benefits. Consequently, this approach contributes to enhanced job satisfaction. While wages alone do not guarantee a seamless relationship between management and employees, they serve as a valuable tool in cultivating a more conducive working environment and ultimately leading to job satisfaction and loyalty.

            To the employees, job satisfaction plays a pivotal role in enhancing motivation and performance. When employees are satisfied with their jobs, it fosters motivation, leading them to perform more efficiently and produce higher yields that exceed expectations. Furthermore, job satisfaction instills a sense of purpose and fulfillment, which positively impacts an employee’s emotional connection to their work. Consequently, it reduces absenteeism, as contented employees are less likely to miss work. Moreover, job satisfaction served as a mechanism that facilitated common ground between employees and management, ultimately improving the well-being of both parties. 

 

 

References

The Importance of Job Satisfaction. Charleston Southern University. July 20, 2023.

Employee Satisfaction: The Cornerstone of Business Success. Lyra Health. September 9, 2024.

The Mediating Role of Job Satisfaction on Compensation, Work Environment, and Employee Performance: Evidence from Indonesia - Entrepreneurship and Sustainability Issues. Vsl Entrepreneurship and Sustainability Center, Vol 8(2), pages 735-750, December 2020.

Why Job Satisfaction Should be a Priority for HR Leaders. HR Vision Event. April 8, 2025.

What is Job Satisfaction? The Effect on Employee Performance. Bain and Gray. February 7, 2024.

Closure or Cessation of Business - Labor Law PH. April 19, 2025.

5 Common Causes of Bankruptcy. Mark P. Cussen. November 20, 2025.

Analyzing the impact of employee job satisfaction on their job behavior: An analysis from the perspective of job performance. Journal of Open Innovation: Technology, Market and Complexity. Vol. 10, Issue 4, December 2024, 100427. Md. Abu Issa Gazi, Mohd Faizal Yusof, et al.

Job Satisfaction: Understanding the Meaning, Importance, and Dimensions. May 2024. Journal of Management and Entrepreneurship. Belur O. Baxi and Dipole Arte.

The Significant Relationship between Work Performance and Job Satisfaction in the Philippines. June 2013. Annierah M Usop, Maeda Langguyuan Kadtong, Datu Amir, and Sajid O Usop.

 

 

https://demolitionnutsgrease.com/q9h97sj5?key=23b279e99ed6a529a30f577cdce2aeb9