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CHAPTER I
INTRODUCTION
Background of the Study
JT MOLAND REALTY DEVELOPMENT CORPORATION is an urban real
estate development firm located at Gen. Luna St., Brgy, Sabang, Lipa City, Batangas.
Organized in 2006, under the management of Engr. Raul A. Montealto, President; Joselito
E. Tapay, Vice President for Sales and Admin; and Engr. Josef Nicole A. Olave, Vice
President for Construction. JT MOland Realty acquires real estate based on its profit-
making potential. At present, the group’s portfolio includes different subdivisions located
within the city of Lipa and another developed site in San Pascual, Batangas.
As an urban developer and manager of residential and commercial units, JT
MOland Realty has provided shareholders with above-average returns due to its keen
insight into Lipa City and Batangas Province markets. JT MOland Realty applies its
comprehension of the market and neighborhood trends to identify and acquire real estate
in areas with substantial benefit, appreciation potential, post-acquisition, and development.
"AS" pu dapat
A mentioned above, the researchers have been selected to conduct an internship
with the company, to perform tasks under the different departments including Procurement,
Conversion, Processing, Accounting, Human Resource, Cashier, and Quality Control. As
Accountancy Department
College of Business Management & Accountancy
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an accounting intern, they will be assigned to maintain financial reports, records, and
general ledger accounts. Also, to prepare journal entries, analyses, and account
reconciliations and assisting with monthly closing processes. The interns should focus on
contributing to the development and review of annual operating budgets and performance
projections as well as in maintaining documentation for accounts payable, purchasing, and
treasury and conducting internal audits. Aside from that, the researchers are willing to learn
how to work as part of the organization to compile and analyze data, track information, and
support the company or clients, as well as take on additional tasks or projects to learn more
about accounting and office operations.
Every organization in all business sectors is faced with the challenge of
continuously finding ways to effectively manage, improve, and stimulate the performance
of their employees. According to Harness (2018), employees are considered assets of a
company as much as a company's product or service portfolio, and they can make or break
a company. The article of Ashley Donohoe (2019) agreed with Harness stating, how the
employees perform daily in business will have an impact on business's success or failure.
Employee performance involves factors such as quality, quantity, and effectiveness of
work as well as the behaviors of employees shown in the workplace.
Harness (2018) also defines employee performance as to how well the workers
behave in the workplace and how well they perform the job duties that were assigned to
them. Based on the study of Mesiya (2019), employee performance is an important building
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block of an institute and factors which lay the foundation for high performance must be
investigated by the organizations and as a result, profitability. Performance is a major
multidimensional concept aimed at achieving results and has a strong link to strategic
targets of an organization.
According to Satria & Setiawati (2018), human resources are one source of
competitive advantage and key elements that are important for achieving success in
competing to achieve goals. Being aware of the importance of human resources in the
success of an organization enables an entity to achieve a higher competitive edge compared
to its competitors in the same industry. Thus, the more the employees exceed the
company’s expectations regarding their performance, the higher the entity’s competitive
advantage will be. In addition, focusing on employee performance has advantages for both
the company and the employee since it helps employees realize their full potential while
also enhancing overall performance.
Employee productivity, as defined by Harness (2018), is an assessment of an
employee's or a group of employees' efficiency. In most cases, the productivity of an
individual will be assessed in comparison to the average output of other employees doing
similar work. As such, a company should invest in its employees but also expect to get a
return on that investment through their employees' productivity.
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Job satisfaction, as defined by BasuMallick (2021), is an unquantifiable level of
contentment that employees feel when they are doing their jobs or when they are present
at work. He also enumerated some of the common factors that determine the employees’
satisfaction levels which includes having a company that cares for its employees,
encouraging employees to pursue their hobbies, providing promotions, being respected by
their peers, having work-life balance, and implementation of fair and inclusive policies.
Furthermore, many studies have shown that investing in improving job satisfaction is a
good investment for any business. The main reason of course is that, as a business, you
will want to have happy employees working for you. Many different studies and articles
show that employee satisfaction is one of the strongest predictors of long-term positive
company performance. High job satisfaction is also linked to performance, which in turn
is linked to higher profits. Those employees who feel happy and content in their roles are
much more likely to approach the tasks that they need to carry out with enthusiasm and
dedication. According to the study of Kadir, AlHosani, Ismail, and Sehan, employee
benefit plays a significant role for organizations that aim to accomplish their objectives and
goals. The poor benefits will lead to low performance and that will lead to low satisfaction
levels that will increase absenteeism in employees and the outcome will decrease.
The problem statement talks about the effects of employee benefits on employees’
work productivity and job satisfaction. This study will focus on identifying the different
employee benefits that the company provides to its employees and how these benefits affect
their employee’s work productivity and job satisfaction. Additionally, the research will
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find out if there is a significant relationship between employee benefits, work productivity,
and job satisfaction.
Rationale
Organizational success is largely determined by employee satisfaction, especially
in the housing development nature. Enhancing employee engagement is essential to
improving business operations since it boosts long-term employee productivity and keeps
valuable clients. Throughout this study, we will find out if the entity provides sufficient
small letter "I"
benefits for their employees such as paid time off, health Insurance, retirement benefit,
wellness programs, monetary incentives, and housing benefits which are being considered
in determining the employee’s work productivity and job satisfaction. Employees that offer
proper benefits are more likely to remain at their current position for an extended period of
time which is beneficial for the organization.
Action Research Question
Main Problem:
How does employee benefits affect employees’ work productivity and job
satisfaction?
Sub-Problems:
1. Does the entity provide sufficient benefits for employees?
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2. How does the company enhance the employees’ work productivity and job
satisfaction?
3. Is there a significant relationship between employee benefits and work
productivity?
4. Is there a significant relationship between employee benefits and job satisfaction?
5. Is there any significant relationship between work productivity and job satisfaction?
Null Hypotheses
The hypothesis serves as an assumption about the results of the research thus:
Hₒ1. There is no significant relationship between employee benefits and work
productivity.
Hₒ2. There is no significant relationship between employee benefits and job
satisfaction.
Hₒ3. There is no significant relationship between work productivity and job
satisfaction.
Goal of the Study
In light of the above background, the aim of the study is to determine the effect of
employee benefits on work productivity and job satisfaction of JT MOland Realty
Development Corporation. It is expected that the findings of this study will help highlight
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the different benefits that affect the employee’s work productivity and job satisfaction, to
address issues in relation to improving and enhancing the employee engagement in the
organization.
Objectives of the Study
This research will be guided by the following objectives:
Overall Objective
The main objective of this study is to identify the effects of giving employees
benefits to the staffs’ work productivity and job satisfaction in the organization.
Specific Objective
Arising from the main objective above, the specific objectives of this study are to:
(1) Determine the mandatory and additional benefits that the employees are
entitled to.
(2) Evaluate the ways on how the entity enhances the level of work productivity
and job satisfaction of the employees working at JT MOland Realty
Development Corporation.
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(3) Establish the effect of employee benefits to work productivity of the
employees working at JT MOland Realty Development Corporation.
(4) Discover the effect of employee benefits to job satisfaction of the employees
working at JT MOland Realty Development Corporation.
(5) Find out the relevance between work productivity and job satisfaction of the
employees’ working at JT MOland Realty Development Corporation.
Scope and Delimitations
This study will focus on the effects of employee benefits to the employees’
productivity and job satisfaction. The researchers will only deal with six employee benefits
which are paid time off, health insurance, retirement benefits, wellness programs, monetary
incentives, and housing benefits. Findings cannot be generalized to cover other dimensions
of employee benefits not covered in the study. In addition, the effects of employee benefits
on the two variables which are employees’ productivity and job satisfaction are the only
focus of this study. Any variables not included in this study will not be covered. This study
will be conducted in the JT MOland Realty Development Corporation, which operates in
the General Luna St. Sabang, Lipa City, Batangas with about 50-100 employees. Due to
the limited number of employees available, only 32 of them are mostly in the company so
the researcher will be considering all the 32 employees as their respondents for research.
The findings of this study will be based solely on the perception of the employees and not
those of the company as a whole. The data collected will only represent the views and
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experiences of the employees about the effects of employee benefits on the employee’s
productivity and job satisfaction. The data collected will only be used in this action research
paper and the respondents answer will be confidential. The study will take a total of four
months, commencing from September to December of the year 2022.
Significance of the Study
Employees’ influence is crucial to the overall performance of the entity so the
business owners require staff who can get the job done. To create consistent and unbiased
ways for evaluating employees, business executives must comprehend the main advantages
of employee performance. The following are the benefactors of this study:
Consumers. This study is significant to consumers since they are the targets of
business entities to obtain the company’s profitability. They will become aware of the
factors they need to consider, such as employee benefits, in order to know if the employees
are more engaged in their work, specifically the workers on site and sales agents.
Employees. This study is significant to the employees, given that they are one of
the main targets of this research. Upon reading the study, they will be able to gain
information regarding how their performance affects the company’s profitability. Aside
from that, they will know the importance and impact of having sufficient benefits in order
to improve their work performance.
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Investors. Investors play an important role in business entities, and the result of the
study will help them decide whether they should invest in a company or not, depending on
the growth and profitability of the entity. They will become aware of factors that affect
employees' performance and productivity such as employee benefits that may also
influence the demand for the product or service, the cost of making them, the general
economy, and the competition they face.
Top Management. The result of the study may help the management find ways to
improve their strategies, techniques, methods, and supplementary benefits and rewards for
the employees’ loyalty to the company. Furthermore, they will have an additional
advantage of engaging their employees, increasing both interest and enjoyment in
improving their performance and productivity, which may affect the company’s
profitability.
Researchers. This research study conducted by the researchers is significant to
them since they will become the future employees of business entities or other
organizations and agencies. This study may be helpful in providing knowledge that will be
beneficial to them in becoming good employees, and they will become aware of different
factors that may affect their performance in the near future.
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Other Researchers. The result of this study could be a great help to future
researchers. This study may provide valuable and reliable information regarding the factors
that affect the employees’ performance as well as how it affects the company’s
profitability.
Conceptual Framework
According to Bas Swaen and Tegan George (2022), conceptual framework
illustrates the expected relationship between the variables. It defines the relevant objectives
for the research process and maps out how the researchers come together to draw coherent
conclusions.
The study of Walker (2022) states that employee benefits were defined as any form
of perks or compensation that are provided to employees in addition to their base salaries
Remove "hypen"
and wages. It may include a health insurance plan, life insurance, paid time-off (PTO),
profit sharing, retirement benefits, and more. Based on Walker, any form of indirect pay
that is offered to an employee, either mandatory or voluntary, can be classified as an
employee benefit. Furthermore, according to the blog entitled, “Job Satisfaction &
Productivity: Rituals for Positive Work Culture”, job satisfaction and work productivity
positively encourage the other in a cyclical way. When we accomplish something
productive (for example, finishing a task on our to-do list) our brains release feel-good
chemicals like dopamine as a reward, which makes us feel satisfied and happy. On the
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other hand, based on their opinion, one of the biggest misconceptions in productivity is that
being busy is the same thing as being productive.
Employee Benefits
Paid time off
Monetary Incentives
Health insurance
Retirement benefits
Housing loans
Wellness programs
Work Productivity Job Satisfaction
Figure 1. Research Paradigm "Make it center"
In line with this, the researchers come up with the concept of correlating different
employee benefits such as paid time off, health insurance, retirement benefits, wellness
programs, housing loans, and monetary incentives to work productivity and job
satisfaction. First, the researchers will figure out if there is a relationship between employee
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benefits and work productivity; second, if there is a relationship between employee benefits
and job satisfaction; and lastly, to determine if there is a significant relationship between
work productivity and job satisfaction.
Definition of Terms
Employee Benefits. The non-wage compensation provided to employees by an
organization in addition to their normal salaries or wages. These benefits may include
group insurance (health, dental, life etc.)
Health Insurance. Health insurance is a system for the financing of medical
expenses by means of contributions or taxes paid into a common fund to pay for all or part
of health services specified in an insurance policy or the law. This is a type of insurance
that covers medical expenses that arise due to an illness. These expenses could be related
to hospitalization costs, cost of medicines or doctor consultation fees.
Job satisfaction. The level of contentment employees feel with their job. It is also
defined as the extent to which an employee feels self-motivated, content & satisfied with
his/her job.
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Housing benefits. A system of projects or services intended to support individuals
or families in need of shelter through providing temporary and permanent housing or giving
loans and discounts in purchasing a house.
Loans. Loans are a thing that is borrowed, especially a sum of money that is
expected to be paid back with interest.
Monetary Incentives. Monetary incentives are payments made to employees based
on their performance. Its purpose is to reward associates for excellent job performance
through money.
Paid Time off. Paid time off is a benefit program offered by many companies
which allows employees to take off for a specific number of days and still receive
compensation. This generally includes absences related to vacation, illness, or personal
circumstances.
Productivity. Productivity is commonly defined as a ratio between the output
volume and the volume of inputs. In other words, it measures how efficiently production
inputs, such as labor and capital, are being used in an economy to produce a given level of
output.
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Retirement Benefits. Retirement benefits is a cash benefit paid either in monthly
pension or as a lump sum to a member who can no longer work due to old age. Types of
retirement benefits. Monthly pension – a lifetime cash benefit paid to a retiree on a regular
basis.
Wellness Programs. Wellness programs are designed to maintain or improve
well-being through proper nutrition, weight loss, and preventive education.
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CHAPTER II
REVIEW OF RELATED LITERATURE
Employee Benefits
Employee benefits, according to Walker (2022), are any form of perks or
compensation that are provided to employees in addition to their base salaries and wages.
It may include a health insurance plan, life insurance, paid time off (PTO), profit sharing,
retirement benefits, and more. Any form of indirect pay offered to an employee, either
mandatory or voluntary, can be classified as an employee benefit. Some of the examples
of benefits that are not federally required include health insurance, retirement plans, life
insurance, and paid time off (PTO), although according to PeopleKeep’s 2022 Benefits
Survey Report, medical insurance is among the most popular employee benefits to offer,
and 87% of employees surveyed value it at their workplace. In addition, only 79% of
employers offer a PTO policy, while 93% of employees say that it is a vital component of
a benefit package. Furthermore, the survey revealed that 83% of employees say that an
employer’s benefit package is an essential factor in determining whether or not they will
accept a job. This means that entities should give much importance to offering an attractive
benefits package to job seekers so that they can attract and retain top talent. An entity’s
employee benefits package can also reflect its company values and will also show that the
employees’ needs outside the workplace are being recognized. When workers feel
rewarded and appreciated, they are more likely to stay at the company. This can also
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improve employee morale, leading to a better workplace environment. As a result, a
happier and more productive workforce is advantageous for employers.
Historically, benefits have played a major role in contributing to job satisfaction. A
study conducted among 600 U.S. employees by the Society for Human Resources
Management (SHRM) aimed to identify factors that influence overall employee
satisfaction and engagement in the workplace. According to the findings from the survey
conducted, benefits have been among the top five contributors to job satisfaction since
2002, with the exception of 2012, when this aspect was rated sixth. Even more noteworthy,
benefits were among the top two contributors from 2002 to 2010. In 2015, 60% of
employees rated benefits as a very important contributor to job satisfaction, keeping
benefits at the number three position. As the economy continues to improve and job seekers
become more confident in securing new positions, it is highly suggested that organizations
design competitive benefits packages to attract and retain top talent.
In addition, it became a challenge for every organization to maintain its profitability
while there is a continuous advancement in technology and new entrants in the market.
This profitability relies on the company’s performance, which comes from the collective
performance of the employees and departments. Therefore, in order to sustain and grow in
the present market, companies depend on the quality of their employees’ performance.
Because of this, the need to deprive an individual of various physical and mental barriers
has become a significant point of concern for employers (Ha, 2015). Job-related stress
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among employees affects their performance negatively, and this may result in reduced
productivity, decreased capability, job dissatisfaction, and high absenteeism (Ajayi, 2018).
This is the reason why there is a need for employee motivation since it reflects the
performance of the employees, departments, and ultimately the organization as a whole.
Given these reasons, William (2010) states that the practice of rewarding employees has
been proven to be successful in achieving and enhancing employee motivation. Reward-
based recognition or applause makes the employees more enthusiastic and inclined towards
contributing to the success of the company.
Paid Time off
Paid time off was one of the factors identified in the SHRM survey of 600 U.S.
employees conducted from November to December 2015, with 63% of employees
indicating that this was a very important contributor to job satisfaction and 71% satisfied
with this benefit at their organization. It also measured the effect of vacation time on an
employee’s productivity. It was found that vacation improves workforce productivity, and
77% of employees believe that employees who use their vacation time are more productive
than those who do not. A strong majority of human resource managers (78%) also say that
they are happier in their jobs when they take advantage of their available vacation time
(taking advantage of available vacation time improves employee job satisfaction).
Additionally, 9 out of 10 (90%) respondents agreed that employee vacations are considered
an important component in maintaining a positive organizational culture.
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Moreover, Abbasi and Hollman (2000) stated that the provision of leave to
employees shows concern for them, and each employee yearns to have a feeling of
recognition or association. When employees feel that they are associated with and cared
for, they tend to work harder and more efficiently, which enhances their productivity. This
is supported by the finding from the study by Bernthal and Wellins (2011), who found a
strong link between employee productivity and leave provisions. It was found that those
companies that provided leave to their employees had a significantly higher level of
production than those that did not. Apart from this, Ansari, Chimani, Baloch, and Bukhari
(2015) found in their study on the impact of work-life balance on employee productivity
that the provision of paid leave enhanced employee productivity and satisfaction across the
world. It is because it stimulates the employees’ nerves after relaxation to produce more,
as well as enhances a sense of employee association with the company.
The study by Pradhan and Tripathi (2021) discussed that trips and vacations are
proven to be efficient employee motivation techniques. They provide the employee with
appropriate breaks and prevent resistance and boredom. Usually, the frequency of wear and
tear and the need for vacation depends on several factors like the job’s role, employee’s
current situation in life (marital status, age, financial status, personal relations, health, and
past experiences), and the job’s geographical location. While the frequency and length of
vacations vary, Koopman (2002) states that it is highly recommended for companies to
take a minimum of one week’s vacation once a year.
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Furthermore, according to the Department of Labor and Employment’s (DOLE)
Employee Guidebook, every employee is entitled to 1 day of vacation and 1 day of sick
leave for every 24 days of actual service, or a total of 15 days of vacation and 15 days of
sick leave yearly with full pay. In addition, the employees are entitled to 13 days of vacation
leave, with an additional one day added each year beginning with their third year of service,
and any unused days are convertible to cash at the end of each year, as stated in the 2021
Philippines Benefits Summary. The maximum vacation leave is 18 days. Employees, on
the other hand, are entitled to 12 days for the first two years of their service, with an
additional 1 day every year beginning in the third year. The maximum total sick leave is
15 days, and all unused sick leave is also convertible into cash by the end of the year.
In addition to vacation and sick leave, many companies are giving paid days off for
employees in order for them to celebrate their birthday. Knowing that their birthday is a
significant enough event that their employer will offer them the day off makes employees
feel valued. Most employees who take advantage of this benefit often feel more loyal to
the company and enjoy working for them more. A small office party, a gift, or other kinds
of appreciation may be included in a company's birthday celebration at work on occasion.
It also gives businesses a chance to shine the spotlight on their employees, giving them a
chance to feel notified, welcomed, and appreciated on their special day. As a result, the
relationship between employer and employee is crucial since employees frequently suffer
from overwork or a sense of underappreciation. Having a day off to celebrate is another
way for companies to provide their employees with validation and to offer an incentive for
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their valuable employees to stay with the company as long as possible. Employees love
knowing they are important enough to get their own birthday off, and employers love being
able to keep their best employees happy and willing to work with them productively for
the long term (“Birthday Leave Benefit Attracts Employees in Singapore” 2020)).
Most people, even those with incredible jobs, aren’t thrilled about going to work
on their birthday. The organization can show that they care about the employees beyond
just their work output by encouraging them to take time off for celebrations. Similarly,
giving employees their day off makes them happier, and happy employees are 12 to 20%
more productive, and the greater the boost to employees’ happiness, the greater the
resulting boost to productivity, according to Sgroi’s (2015) study entitled “Happiness and
productivity: Understanding the Happy-Productive Worker”.
Health Insurance
Health is an important factor in the formation of human capital, and it has a crucial
role since it lays down a firm foundation for future productivity, as stated in the Study-phi
article on “What is the Role of Health in Human Capital Formation?”. The study conducted
by Owolabi, et al. (2016) concludes that there is a significant relationship between health
insurance and employee productivity. This conclusion implies that an increase of 1% in an
employee’s sense of belonging to health insurance leads to a 74.3% increase in employee
productivity. That is, when an employee feels secure in terms of his health insurance
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package, there is an inevitable enhancement in his productivity. It is therefore concluded
in the study that health insurance influences employees’ productivity.
Moreover, the study by O'Brien (2003) claimed that by offering health insurance,
the firm could attract employees who anticipate establishing a long-term employment
relationship. Firms might also provide health insurance if it boosts employees’ productivity
at work, lowers absenteeism, and reduces turnover. Additionally, workers in “good jobs”
are happier and more productive.
The study by Zirra and Mambula (2019) aimed to determine the impact of fringe
benefits on the performance of employees working at Nasco Group in Nigeria. Based on
the results of the survey conducted as part of the study, providing health protection benefits
has a positive and significant impact on employee performance. It also demonstrated that
employees of the Nasco Group are more motivated to work hard at their jobs and are
consequently more productive the more health protection benefits are offered to them.
According to Ballou (2018), having a quality health insurance plan is a key to job
satisfaction. In addition to this, happier and more secure employees are said to be more
productive. According to research from the University of Warwick by Oswald, Proto, and
Sgroi (n.d.), happy employees perform their jobs 12% better, while stressed, dissatisfied
workers perform 10% worse. This is also the reason why workers must make an effort to
create emotionally healthy environments for their staff. Offering benefits for full-time
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employees also shows that employers are invested in their employees’ health and their lives
outside the office. For employees, benefits provide the springboard they need to do their
jobs well. In the United States, 55% of employees surveyed for Clutch's 2018 Employee
Benefits Survey said their health insurance was the most important benefit they received.
This is not surprising, as medical treatment and health insurance are both expensive
(especially during the coronavirus pandemic). Ballou (2018) also asserted that offering
health insurance and educating employees on how to utilize it is an investment in workers
and in their long-term health.
Retirement benefits
The study of Arnold (2015) regarded retirement benefits and rewards as a helpful
tool to develop employees’ job satisfaction. His research also confirmed its contribution to
having effective opportunities to learn and enhance employee retention.
In addition, Zirra and Mambula (2019) also claimed that retirement benefits have a
positive and significant influence on the employees’ performance as well as their behavior.
It gives younger workers a compelling reason to continue working for their employer and
encourage older employees to retire on a timely basis. This is supported by the study of
Scarth (2012) which states that an aging workforce could lead to growth and productivity
by motivating “increased” investment in human capital as labor becomes a relatively scarce
production factor.
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Dugguh and Iliya (2018) also believed that different retirement schemes are
considered as vital tools that organizations can use to bolster the performance of their
employees because it serves as motivation. This is because organizations that provide one
form or the other of a retirement scheme tend to attract employees that will be committed
to the organization and their work. It also means that organizations that offer retirement
schemes allow their employees to have a choice to work for a longer time in the
organization which can also help keep skills in the business and enable the employees to
make a gradual transition between fulltime work and retirement. Many employers report
that retaining productive and experienced people can reduce employee turnover, lower
recruitment, and training costs, and have a positive effect on productivity through improved
employee performance. Furthermore, findings from the said study concluded that
retirement schemes motivate employees to improve their work performance. This is
because the feeling that they have on something they can fall back on after retirement will
make them perform their task better. However, the employees’ performance gets affected
when they do not have a retirement plan. Finally, private sector organizations that have
contributory plans will be able to have employees that will be committed to them than those
that are not, resulting in better work performance.
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Wellness programs
Walters (n.d.) stated that 92% of professionals surveyed said that it is very
important or somewhat important for them to work for an employer that offers a workplace
wellness program, and 88% of professionals believe that employers have a responsibility
to support and enhance employee wellbeing. In addition, 93% of employers agree that a
workplace wellness program can have a positive effect on organizational productivity.
Moreover, more than half of professionals surveyed (54%) said they would look for a new
job if they experienced health and wellbeing issues at work and were not supported by their
employer. In contrast, only 19% of employers believe that employees would seek to leave
the company if their health and wellbeing wasn’t adequately supported. Employees also
said they would take more time off work and put less effort into their work if they
experienced health and wellbeing issues and were not supported by their organization.
A study carried out by researchers from University of California - Riverside showed
that a wellness program they studied resulted in higher productivity for all participating
employees. In addition, this improvement was considered dramatic since the productivity
is approximately equal to an additional productive workday per month for the average
worker. Moreover, the research study of Gubler et al. (2018) suggests that corporate
wellness plans can boost employee satisfaction by offering a tangible benefit that
empowers them to take care of their health in a way that's integrated into their busy lives.
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The result is healthier and happier employees who are not only less expensive and less
absent, but also more productive.
In addition to this, the 2015 survey from SHRM showed that almost one quarter or
27% of the 600 U.S. employees indicated that wellness programs are a very important
contributor to job satisfaction, and 52% of those whose organizations offered wellness
programs were satisfied with them.
Apart from this, it is crucial for entities to implement wellness programs that
promote the physical, emotional, mental, and financial health and wellness of its
employees. First, physical activities are said to improve an employee’s productivity while
they are at work. According to the study conducted by Coulson, McKenna, & Field (2008)
found that exercise performed during the workday does not only improve employees’ mood
but their performance as well. Employees that exercised during the workday are reported
to have 21% improvement in concentration, 41% increase in motivation, 80& report better
interactions with coworkers, and 27% report a greater capacity to handle stressful
situations. This was supported by the study of Drannan (2016) which concluded that
engaging in physical exercises has become a key component in increasing employees’
performance through increased good mood and subjective health that made them more
productive. Along with this, the article entitled “10 great examples of workplace wellness
programs” listed wellness challenges or incentive-based programs as one effective tool in
promoting healthy lifestyles within the workforce. When employees are given rewards
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every time they reach a certain goal, they get more motivated to achieve the target, interact
with their colleagues, and improve their wellness habits.
Moreover, looking after employees’ mental health has also been considered as a
driver of higher levels of productivity. The findings of Isham, Mair, & Jackson’s (2020)
study revealed that poor mental health is strongly linked with lost productivity through
presenteeism, as people are often reluctant to tell that they are suffering from mental health
issues. It also reduces their job performance since it makes accessing the behavioral skills
that foster creativity and resiliency more challenging. Waters (2022) stated that without
these skills, employees are not able to perform well in their jobs. With this, it is important
for employees to have a safe space where they can communicate openly without
discrimination. When employees feel good mentally and emotionally, they can be
adaptable, flexible, and resilient. Employees can be both happy individuals and be
productive contributors to their team at the same time.
Pierce (2022) also claimed that employee social wellness is one of the key
indicators of an employee’s ability to be productive and satisfied at work. This
encompasses how well employees get along with their co-workers (employee
engagement), how the entity supports their physical and mental health which enable them
to build connections with others, and how the employees receive social support from their
family, friends, or co-workers. He also stated that when employees feel positively
connected to those around them, they are happier and their overall sense of belonging with
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their colleagues increase which makes them more engaged in their work thus, they can
have more to contribute to the organization.
It is also essential for every company to consider offering financial wellness
programs which refers to a person’s overall financial health and the absence of money-
related stress. It is also the result of successful expense management. Money-related stress
such as worrying about the future and being financially anxious and fragile can lead to
increased presenteeism where employees are coming to work despite being physically or
mentally unwell. In other words, if companies take their employees’ financial worries out
of the equation, they will have a healthier and happier workforce (Verlinden, 2019).
Additionally, the 2017-2018 Willis Towers Watson Global Benefits Attitude Survey
showed a clear relationship between employees’ financial worries and their work
performance, engagement, and absence. The results of the survey found that employees
who are financially struggling lose 41% more work time to absence than those without
financial worries. They also have lower engagement levels compared to their peers without
financial worries (51% vs. 29%). Also, they are less productive than their co-workers who
have no financial burdens (32% vs. 5%). This is why those organizations who are able to
address the financial well-being of their employees reap the competitive advantage of
having higher employee engagement, fewer absences, and greater levels of productivity.
Lastly, the Republic Act No. 11036, or Mental Health Act of the Philippines, states
that all Filipinos have the basic right to mental health as well as the fundamental rights of
29
those who require mental health assistance. The said law recognizes every person’s right
to access different mental health services and to receive sufficient psychosocial support,
and be free from any stigma and discrimination (“IRR for Mental Health Act Signed, n.d.).
Failure to comply can be punished by imprisonment for not less than 6 months but not
more than 2 years, or a fine of not less than ₱10,000 but not more than ₱200,000, or both,
at the discretion of the court (The LawPhil Project, 2018).
Monetary incentives
Erbasi (2012) examined the impact of financial and nonfinancial incentives on job
satisfaction. Results of the questionnaires from the said study revealed a significant
relationship between financial and non-financial incentives and the employees’ job
satisfaction. It also revealed that the employees’ attitude towards financial incentives have
a stronger effect on their job satisfaction than non-financial incentives.

"add space"
Additionally, the study of Roberts (2015) which aimed to investigate whether
rewards and recognition impacts employee motivation resulted in a positive relationship
between rewards, recognition, and motivation. The said study also concluded that a good
reward and recognition system contributes to employee satisfaction and the more highly
rewarded and recognized the employees are, the more satisfied they are and less likely to
quit their jobs.
30
Findings from the study of Zirra and Mambula (2019) also revealed the significant
impact of recognition and offering monetary incentives to employees to improve their
productivity (higher productivity and greater efficiency or profitability for the company).
It is supported by the study of Mathis and Jackson (2013) stating that provision of
motivators has been resulting in employees’ increased enthusiasm and interest in their job
and productivity at work.
Results of SHRM’s 2015 survey also showed that roughly two-fifths (42%) of
employees reported variable pay or differential pay such as bonuses, commissions,
monetary rewards for ideas and suggestions, are very important to job satisfaction.
Apart from this, Thibault-Landry et al. (2017;2019) found evidence regarding the
significant association between monetary rewards and employees’ psychological needs,
specifically the need for relatedness. This suggests that monetary rewards can have an
effect on the employees’ sense of belonging and connection to others at work. This is
consistent with the previous research studies which linked monetary rewards with
collaboration and teamwork.
Housing Benefits (e.g., housing loans and discounts)
Although it is not as common as other employee benefits, employer assisted
housing (EAH) benefits/programs is another option that can be considered by every
31
organization. In general, this means that employers help their employees buy homes by
providing discounts and loaning or granting them money for closing costs, down payments,
and interest-rate buydowns, among other things. EAH benefits are primarily used to recruit
and retain workers. The particular purpose for this benefit is to offset their area’s high cost
of living. Many loan programs are also structured to be forgiven in increments over time,
say over five years, which helps to retain workers. Housing benefits are also thought to
increase employee loyalty and morale, likely inducing employees to stick with their
employers. Along with this, encouraging employees to live near their work or at least near
transportation infrastructure reduces commuting, which is thought to improve worker
productivity by lowering employee absenteeism and stress (Kanders, 2003).
Harlem (2018) stated that employer-assisted housing programs help employees
meet their housing needs, which in turn helps employers to achieve their business goals.
Such programs provide tremendous resources and support to employees by leveraging state
and local financial assistance programs, organizing homebuyer workshops, and providing
discounts toward housing services such as realtors, home inspections, and energy
efficiency optimization. These programs are a valuable tool for both economic
development and community revitalization, and many employers are beginning to
recognize the benefits of providing their employees with assistance to help purchase their
homes. Along with this, he also claimed that employer-assisted housing programs
contribute to building employee loyalty and increased productivity through improved
morale, enhanced employee work life balance, and decreased absenteeism. The
32
unavailability of affordable housing can make it difficult for employers to attract quality
employees. By offering housing benefits, employers are able to set themselves apart from
their competitors, markedly improving their competitive position.
Moreover, Harlem (2018) also claimed that employer-assisted housing programs
can help employers improve their company’s brand. By helping employees purchase
homes in these local communities, employers can help stabilize and enhance their
community, create a more attractive setting for their business, and grow a more prosperous
clientele for their goods. Employers can show their commitment to the community and
benefit from an enhanced image and improved public relations through providing area-
targeted benefits. Employer-assisted housing often allows workers to live and work in the
same community. People who live and work in the same location tend to be more invested
in the community and become more active in civic and volunteer activities. Additionally,
employees living and working nearby equals less traffic congestion and less air pollution.
Luebke (2017) believes that home ownership strengthens communities, and having
strong communities are beneficial for businesses. It also strengthens the employees
themselves. Research shows that those who own homes often work harder and longer for
their employer. They are less willing to uproot themselves and their families for a different
job and more willing to go the extra mile to help their company grow and succeed.
Employees who own homes, lay down roots, start and support families, and become part
33
of a community quickly realize that hard work gives them the means to make home
payments, make home improvements and move toward financial security.
Work Productivity and Job Satisfaction
According to the blog entitled, “Job Satisfaction & Productivity: Rituals for
Positive Work Culture”, job satisfaction and work productivity positively encourage the
other in a cyclical way. When we accomplish something productive (for example, finishing
a task on our to-do list) our brains release feel-good chemicals like dopamine as a reward,
which makes us feel satisfied and happy. On the other hand, based on their opinion, one of
the biggest misconceptions in productivity is that being busy is the same thing as being
productive. In fact, having too many to-dos can actually negatively impact productivity
due to increased decision paralysis, and even lead to burnout when you become too
overwhelmed and overrun – something 60.2% of professionals across departments are
struggling with as of October 2022.
There is a general understanding that the overall productivity and success of every
organization depends on the effective and efficient performance of the employees (Green,
2016; Shmailan, 2016), and better performance depends on the employees’ job satisfaction
(Hira and Waqas, 2012; Shahu and Gole, 2008). The study of Jalagat (2016) observed that
when an employee is satisfied, he tends to perform at his best level in order to achieve the
organizational objectives. Additionally, employees who are highly satisfied are usually
34
regular and punctual, more productive, more committed, and more satisfied in their lives,
according to Lease (1998). Furthermore, the research study conducted by Indermun (2013)
and Skibba, (2002), revealed that there is a positive relationship between job satisfaction
and performance of the employees. Along with this, the result of the study of Inayat (2021)
also confirmed that the performance of satisfied employees is more effective as compared
to dissatisfied employees, hence, work quality is not compromised. The said study also
confirmed that satisfied employees were comparatively more productive, spent their
personal resources in a more effective and constructive manner than dissatisfied
employees.
Synthesis
Employee benefits
The survey of Walker (2022) revealed that 83% of employees agreed that an
employer's benefit package is an essential factor in whether or not they will accept a job.
This was supported by the study of Society for Human Resources Management (SHRM)
which was conducted to 600 U.S. employees. The result of their survey revealed that 60%
of employees rated benefits as a very important contributor to job satisfaction, keeping
benefits at the number three position. Additionally, Ajayi (2018) states that job-related
stress among employees affects their performance negatively and this may result in reduced
productivity, decreased capability, job dissatisfaction, and high absenteeism. As stated by
35
Ha (2015), he agreed that in order to sustain and grow in the present market, companies
need to depend on the quality of the employee’ performance by devoiding an individual
from various physical and mental barriers. Therefore, William (2010) highlighted the
reward-based recognition or applause that make employees more enthusiastic and inclined
towards contributing to the success of the company. It is therefore concluded that when
workers feel rewarded and appreciated, they are more likely to stay at the company.
Paid Time off
Abbasi and Hollman (2000) stated, when employees feel that they are associated
and cared for, they tend to work harder and more efficiently and thus, enhances their
productivity. This is supported by the study of Bernthal and Wellins (2011) wherein they
found that those companies who provide leave to their employees had a significantly higher
level of production than companies who did not. However, the study conducted by Smith
(1989) discussed that paid sick leave reduces presenteeism (when employees show up to
work while sick), which costs businesses to reduce productivity. Additionally, in the study
of Society for Human Resources Management (SHRM), it was found that vacation
improves workforce productivity and that 77% believe that employees who use their
vacation time are more productive than those who do not. Also, according to the article
entitled “Birthday Leave Benefit Attracts Employees in Singapore” (2020), giving paid
days off for employees in order for them to celebrate their birthday makes employees feel
special. Apart from this Ansari, Chimani, Baloch, and Bukhari (2015) in the study on
36
Impact of Work Life Balance on Employee Productivity noted that the provision of paid
leave enhanced employee productivity and satisfaction across the world. It is because it
stimulates the employees’ nerves after relaxation to produce more as well as enhances a
sense of employee association with the company.
Health Insurance
The study by O'Brien (2003) stated that by offering health insurance, the firm could
attract employees who anticipate establishing a long-term employment relationship. This
was supported by the study conducted by Owolabi, et al.(2016) stating that there is a
significant relationship between health insurance and employee’s productivity. The
implication of this result is that a 1% sense of belonging to employees in health insurance
brings about a 74.3% enhancement in employee’s productivity. Furthermore, Zirra and
Mambula (2019) study showed that the more health protection benefits are provided for
the employees of Nasco group, the more motivated they are to work hard at their jobs (thus,
resulting in an increase in work productivity). Ballou (2018) claimed that a quality health
insurance plan is a key to job satisfaction. According to research from the University of
Warwick by Oswald, Proto, and Sgroi (n.d.), happy employees perform their jobs 12%
better, while stressed, dissatisfied workers perform 10% worse. This is also the reason why
there is a need for employees to strive to make their workplaces emotionally healthy for
their workforce. This was supported by Clutch’s 2018 Employee Benefits Survey among
companies in the U.S.55% of the employees stating that health insurance was the most
37
important benefit they receive. It is therefore concluded, in the study, that health insurance
influences employee’s productivity and job satisfaction by giving them physical and mental
health protection.
Retirement Benefits
Zirra and Mambula (2019) claimed that retirement benefits give younger workers
a compelling reason to continue working for their employer and encourage older
employees to retire on a timely basis. This is supported by the study of Scarth (2012) which
states that an aging workforce could lead to growth and productivity by motivating
“increased” investment in human capital as labor becomes a relatively scarce production
factor. This was supported by the study of Dugguh and Iliya (2018) believing that different
retirement schemes are considered as vital tools that organizations can use to bolster the
performance of their employees because it serves as a motivation. It means that
organizations that offer retirement schemes allow their employees to have a choice to work
for a longer time in the organization which can also help keep skills in the business and
enable the employees to make a gradual transition between fulltime work and retirement.
As a result, retaining productive and experienced people can reduce employee turnover,
lower recruitment, and training costs, and have a positive effect on productivity through
improved employee performance.
38
Wellness programs
The findings of the study by Coulson, McKenna, & Field (2008) highlight that
exercising during the workday improved the employees’ mood and work performance,
leading to better concentration at work, improved relationship with co-workers, and
heightened resilience to stress. This was supported by the study carried out by researchers
from University of California - Riverside that shows the wellness program they studied
resulted in higher productivity for all participating employees. To support this, the research
study of Gubler et al. (2018) suggests that corporate wellness plans can boost employee
satisfaction by offering a tangible benefit that empowers them to take care of their health
in a way that's integrated into their busy lives. The 2015 survey from SHRM showed that
almost one quarter or 27% of the 600 U.S. employees indicated that wellness programs are
a very important contributor to job satisfaction, and 52% of those whose organizations
offered wellness programs were satisfied with them. The result of Walters’ survey agreed
that they would take more time off work and put less effort into their work if they
experienced health and wellbeing issues and were not supported by their organization.
In contrast, only 19% of employers believe that employees would seek to leave the
company if their health and wellbeing wasn’t adequately supported. The findings of Isham,
Mair, & Jackson’s (2020) study revealed that poor mental health is strongly linked with
lost productivity through presenteeism, as people are often reluctant to tell that they are
suffering from mental health issues. More than half of professionals surveyed (54%) said
39
they would look for a new job if they experienced health and wellbeing issues at work and
were not supported by their employer. It is therefore concluded that wellness programs are
very important to reduce stress at work, to relax their body and minds, as well as to keep
their social life active and make them participative. This will lead to higher levels of work
productivity and job satisfaction that make the employees stay at the company.
Monetary Incentives
Results of SHRM’s 2015 survey showed that roughly two-fifths (42%) of
employees reported variable pay or differential pay such as bonuses, commissions,
monetary rewards for ideas and suggestions, which are very important to job satisfaction.
This was supported by the findings from the study of Zirra and Mambula (2019) which
revealed the significant impact of recognition and offering monetary incentives to
employees to improve their productivity (higher productivity and greater efficiency or
profitability for the company). It was also supported by the study of Mathis and Jackson
(2013) stating that provision of motivators has been resulting in employees’ increased
enthusiasm and interest in their job and productivity at work. Additionally, the study of
Roberts (2015) concluded that a good reward and recognition system contributes to
employee satisfaction and the more highly rewarded and recognized the employees are, the
more satisfied they are and less likely to quit their jobs. Through this, Erbasi (2012)
examined the impact of financial and nonfinancial incentives on job satisfaction. It revealed
that the employees’ attitude towards financial incentives have a stronger effect on their job
40
satisfaction than non-financial incentives. To conclude, 13 month pay, incentives, and other
bonuses makes the employee productive and satisfied with their job.
Housing Benefits (e.g., housing loans and discounts)
As stated by Kanders (2003), encouraging employees to live near their work or at
least near transportation infrastructure reduces commuting, which is thought to improve
worker productivity by lowering employee absenteeism and stress. Harlem (2018) agreed
by stating employer-assisted housing programs contribute to building employee loyalty and
increased productivity through improved morale, enhanced employee work/life balance,
and decreased absenteeism. Moreover, Harlem (2016) also claimed that employer-assisted
housing programs can help employers improve their company’s brand. By helping
employees purchase homes in these local communities, employers can help stabilize and
enhance their community, create a more attractive setting for their business, and grow a
more prosperous clientele for their goods. This was supported by Luebke (2017) who
believes that home ownership strengthens communities, and having strong communities
are beneficial for businesses.
Work Productivity and Job Satisfaction
According to the article entitled, “Job Satisfaction & Productivity: Rituals for
Positive Work Culture”, job satisfaction and work productivity positively encourage the
41
other in a cyclical way. When we accomplish something productive (for example, finishing
a task on our to-do list) our brains release feel-good chemicals like dopamine as a reward,
which makes us feel satisfied and happy. It was contradicted by their opinion stating that
one of the biggest misconceptions in productivity is that being busy is the same thing as
being productive. The result of the study of Inayat (2021) supported the article that the
performance of satisfied employees is more effective as compared to dissatisfied
employees, hence, work quality is not compromised. The said study also confirmed that
satisfied employees were comparatively more productive, spent their personal resources in
a more effective and constructive manner than dissatisfied employees.
42
CHAPTER III
ACTION RESEARCH METHODOLOGY
Action research as defined by Bryman, A. & Bell, E. (2011), is an approach in
which the action researcher and a client collaborate in the diagnosis of the problem and in
the development of a solution based on the diagnosis. In other words, one of the main
characteristic traits of action research relates to collaboration between researchers and
members of an organization in order to solve organizational problems. This chapter will
cover the nature of research design, locale of the study, subjects of the study, and the
instrument and procedures that will be used in gathering data. It also describes the statistical
tools that will help researchers come up with definite results.
Research Design
The researchers employed a quantitative research method to determine the effects
of employee benefits on work productivity and job satisfaction in the JT MOland Realty
Development Corporation. Specifically, the researchers will use quantitative study as it is
the most applicable design to be used for the present study.
A quantitative research approach will be used in the study. According to Bhandari
(2020), quantitative research is the process of collecting and analyzing numerical data. It
can be used to find patterns and averages, make predictions, test causal relationships, and
43
generalize results to wider populations. The objective of quantitative research is to develop
and employ mathematical models, theories and/or hypotheses pertaining to phenomena.
Also, this study will make use of descriptive correlational research methodology. Stangor
(2011) defined descriptive correlational research as a design that discovers relationships
among variables and allows the prediction of future events from present knowledge.
The researchers believe that the descriptive correlational method is the most
employable method in the present study because this study aims to know the effects of
employee benefits on work productivity and job satisfaction in the JT MOland Realty
Locale of the Study
This study was conducted in JT MOland Realty Development Corporation wherein
the researchers were accounting interns. In this way, they can easily access the subject of
this study and acquire the needed information through the survey questionnaire.
Subjects of the Study
The chosen respondents of this study are the employees of JT MOland Realty
Development Corporation to be able to get accurate results on the effects of employee
benefits on work productivity and job satisfaction. The total size of population is 81.
44
However, due to the nature of the business, which is house development, most of the
employees, specifically the engineering/ warehouse department are staying on their
respective sites, which will make it hard for the researchers to distribute the survey
questionnaires to them. With that, the researchers used non-probability sampling,
specifically convenience sampling as their sampling technique. According to Nikolopoulou
(2022), convenience sampling is a non-probability sampling method where units are
selected for inclusion in the sample because they are the easiest for the researcher to access.
This can be due to geographical proximity, availability at a given time, or willingness to
participate in the research. Applying the sampling used, a sample size of 32 was used in
this study which is equal to the number of employees staying in the company.
The researchers believed that the respondents could give effective information that
they seek to answer. The researchers chose these respondents since their characteristics are
suitable for the study. Thus, this would also benefit the respondents in terms of knowing
the effects of employee benefits on work productivity and job satisfaction. Shown in table
1 below is the distribution of the respondents based on the departments they are in.
Table 1
Study Population and its Composition
Department Population
Accounting 9
Conversion 4
Cost Controlling 1
45
Engineering 3
Human Resource 2
Processing 6
Procurement 3
Quality Control 3
Sales and Marketing 1
TOTAL POPULATION 32
Data Gathering Instrument
The researchers used survey questionnaires as their data gathering instrument
consisting of a set of standardized questions to gather statistically useful information on
some subject from one or more respondents (Pahwa, 2021).
"modified standardized"
The researchers used self-made survey questionnaires as an instrument for
gathering the data in identifying the effects of employee benefits on work productivity and
job satisfaction in the JT MOland Realty Development Corporation.
The researchers made sure that the survey questionnaires can provide all the needed
information. With this, the content of the instrument was based on the indicators of each
variable that were discussed in the literature review. The first part of the instrument was
"Followed"
the profile of the respondent. Followede by the second part which includes the employee
benefits that they have been receiving such as paid time off, health insurance, retirement
benefits, wellness programs, monetary benefits, and loans. Furthermore, the third part
46
contains the factors affecting employee’s productivity and lastly, the last part includes the
factors affecting employee’s job satisfaction.
The researchers used some standardized questions from the internet but there are
some words that are hard to understand. Therefore, the researcher used much simpler terms
to be able to modify it to the level of the questionnaire.
Data Gathering Procedure
After the validation of the instrument, the researchers asked their research adviser
to check their questionnaire to see if it is appropriate for the said study.
After validating the questionnaires, the researcher secured a written permit to the
Head of the Human Resource Department to inform them that their employees will be the
respondents of our research together with the sample questionnaire that will be
administered to the respondents. The Head of the Human Resource Department sent the
letter and the questionnaires to their company lawyer to be able to make sure that the
questionnaires will not violate any laws regarding the Data Privacy Act. The questionnaire
was distributed by the Human Resource Department. The total of 32 questionnaires was
distributed by the researchers which is equivalent to the number of respondents.
47
The researchers gathered the necessary information directly from their respondents.
The data gathered from the survey questionnaire were tallied and computed with the help
of our statistician. The result of this study would be a basis in determining the effects of
employee benefits on work productivity and job satisfaction in the JT MOland Realty
Statistical Treatment of Data and Interpretation
For quantitative study, surveys with different ranges of specific aspects were
answered. For this study, the researchers make sure that they use the most appropriate
statistical treatment to have a reliable result. The researchers used Likert scale in their
questionnaire. According to the blog entitled “The 4,5-, and 7-Point Likert Scale”, Likert
scales measure someone’s attitude by measuring the extent to which they agree or disagree
with a particular question or statement. The data gathered were classified, tallied, and
tabulated using the following statistical tools.
Frequency and Percentage. This was used to determine the distribution of the respondents
according to their demographic profile.
Likert Scale. This was used to measure the effectiveness of employee benefits on work
productivity and job satisfaction of the respondents.
48
Table 2
Likert Scale
Verbal Description Number Rating Value Mean Ranges
Strongly Agree 4 3.26 - 4.00
Agree 3 2.51 – 3.25
Disagree 2 1.76 – 2.50
Strongly Disagree 1 1.00 – 1.75
Weighted Mean. An average where each value has a specific weight or frequency assigned
to it (Monagan, 2019). In this process, each quantity to be averaged is assigned a weight
that determines the relative importance of each quantity.
To get the weighted mean, the researchers used this formula.
𝑥𝑤
𝑊𝑒𝑖𝑔ℎ𝑡𝑒𝑑 𝑀𝑒𝑎𝑛 = 𝛴
𝑁
Where:
𝛴= the total number 𝑤= number of basis
𝑥= numbers of person responded 𝑁= number of all the participants
"remove"
Analysis of Variance (ANOVA). This statistical method deals with the variability
occurring among the different groups or treatments against the variability occurring within
49
the members of each group or treatment. This is used to determine whether there is a
significant effect between the employee benefits and work productivity, employee benefits
and job satisfaction, and work productivity and job satisfaction.
Table 3
Significance of Computed P Value
P Value Interpretation
P ≤ 0.05 Significant/ Has Relationship
P > 0.05 Not Significant/ Has No Relationship
Pearson’s R Test. It is the statistical test to determine if a relationship exists between the
two variables and the strength of that relationship (Comiskey& Dempsey 2013).
Table 4
Interpretation
Scale Interpretation
0.00 No Correlation
0.00-0.20 Very Weak
0.21-0.40 Weak
0.41-0.60 Moderate
0.61-0.80 Strong
0.81-1.00 Very Strong
1.00 Perfect Correlation
50
CHAPTER IV
RESULTS AND DISCUSSION
This chapter provides a summary of all the data gathered for each variable tested.
This chapter also presents the analysis and interpretation of the results from the conducted
survey.
Part I. Profile of the Respondents
The succeeding table shows the profile of the respondents in terms of gender, age,
and years of service at JT MOland.
Table 5. Distribution of the Respondents According to Gender
Gender Frequency Percentage
Male 5 16%
Female 27 84%
TOTAL: 32 100%
Table 5 shows the distribution of the respondents according to their gender. 16% of
the 32 JT MOland Realty Development Corporation respondents are men, while 84% are
women. This means that the majority of the respondents are female.
51
Table 6. Distribution of the Respondents According to Age
Range Frequency Percentage
18-25 years old 10 31%
26-35 years old 15 47%
36-45 years old 5 16%
46-55 years old 2 6%
56-65 years old 0 0%
66 years old and above 0 0%
TOTAL: 32 100%
As presented in Table 6, the age of almost half of the respondents (15 out of 32, or
47% of the total population) ranges from 26 to 35 years old. In addition, 10 of the
respondents (31%) have an age range of 18 to 25 years old. Moreover, there are 5
employees, equivalent to 16%, who are 36 to 45 years old. Lastly, the remaining 2
respondents (6%) have an age range of 46 to 55 years old. On the other hand, there were
no participants who were aged from 56 to 65 years old and 66 years old and above.
52
Table 7. Distribution of the Respondents According to Years at JT MOland
Range Frequency Percentage
Less than 1 year 1 3%
1-2 years 7 22%
2-3 years 3 9%
3-4 years 2 6%
4-5 years 4 13%
More than 5 years 15 47%
TOTAL: 32 100%
Table 7 presents the distribution of the respondents according to their years of
service at the JT MOland Realty Development Corporation. The majority of the
respondents have more than 5 years of working experience at the said company, garnering
a percentage of 47%, which is equivalent to 15 out of the 32 respondents. Respondents
with less than one year of experience, on the other hand, received the lowest percentage,
3%, or only one respondent. Furthermore, respondents who answered 1-2 years, 4-5 years,
2-3 years, and 3-4 years of working experience in the said company garnered 22% (7), 13%
(4), 9%(3), 6% (3), respectively.
53
Part II. Employee Benefits
Table 8. Mandatory and Non-Mandatory Benefits
Frequency Weighted Interpretation Ranking

Mean
4 3 2 1
I am entitled to 16 13 3 0 3.41 Strongly Agree 1

annual leave credits.
I am able to balance 4 22 6 0 2.94 Agree 7

my time between
work and personal
life.
I am interested in the 6 19 7 0 2.97 Agree 6

entity's health
insurance plan.
I am currently 6 16 9 1 2.84 Agree 8

employed in the
entity's health
insurance plan.
I clearly understand 3 18 10 1 2.72 Agree 9

how my retirement
plan works.
I am interested in 5 25 2 0 3.09 Agree 5

joining a wellness
program at work.
54
I am currently 0 7 22 3 2.13 Disagree 10

attending and joining
a wellness program
at work.
I am provided with 7 22 3 0 3.13 Agree 4

general medicines.
I am enjoying the 7 24 1 0 3.19 Agree 3

additional benefits
offered by the
company.
I am aware of the 10 20 2 0 3.25 Agree 2

requirements needed
to apply for a
housing loan.
Composite Mean 2.97 Agree
Table 8 shows the different mandatory and non-mandatory benefits offered by JT
MOland to their employees. The highest weighted mean is 3.41 under mandatory benefits
which is the paid time off. The respondents strongly agreed that they are entitled to annual
leave credits. In line with this, the Department of Labor and Employment’s (DOLE)
Employee Guidebook states that every employee is entitled to 1 day of vacation and 1 day
of sick leave for every 24 days of actual service, or a total of 15 days of vacation and 15
days of sick leave yearly with full pay. In addition, the study of Ansari, Chimani, Baloch,
and Bukhari (2015) states that the provision of paid leave enhanced employee productivity
55
and satisfaction across the world. It is because it stimulates the employees’ nerves after
relaxation to produce more as well as enhances a sense of employee association with the
company. The next statement, “I am aware of the requirements needed to apply for a
housing loan,” which the respondents strongly agreed on, had the second highest weighted
mean of 3.25. Since the nature of JT MOland Corporation is that of a realty and housing
developer, the company assured that their employees will be given housing loan benefits
that offer high discounts and will be prioritized. That's why most of the employees,
especially the tenured ones, are aware of the requirements needed to apply for a housing
loan. This was supported by Luebke (2017), who believes that home ownership strengthens
communities, and having strong communities is beneficial for businesses. It also
strengthens the employees themselves. In addition, research shows that those who own
homes often work harder and longer for their employer. Moreover, Harlem (2016) also
claimed that employer-assisted housing programs can help employers improve their
company’s brand.
On the other hand, most of the respondents disagreed that they are currently
attending or joining a wellness program at work, with the lowest weighted mean of 2.13.
Among all of the given benefits, the company failed to offer a wellness program, which
affects the productivity and job satisfaction of an employee. This was affirmed by Walters’
survey, which resulted in 92% of professionals saying that it is very important or somewhat
important for them to work for an employer that offers a workplace wellness program, and
88% of professionals believing that employers have a responsibility to support and enhance
56
employee wellbeing. The reason was explained in the study carried out by researchers from
the University of California - Riverside showing that a wellness program resulted in higher
productivity for all participating employees.
In summary, the overall attitude of the respondents resulted in a mean of 2.97,
indicating that they are currently taking advantage of some mandatory and non-mandatory
benefits offered by the company. They also indicated that they are interested in receiving
other benefits that are not yet offered by the company, particularly, the wellness program.
PART III. EMPLOYEE BENEFITS AFFECTING WORK PRODUCTIVITY
Table 9. Employee Benefits Affecting Work Productivity
Frequency Weighted Interpretation Ranking

Mean
4 3 2 1
Availment for 7 25 0 0 3.22 Agree 2

leave credits such
as vacation leave,
sick leave, and
birthday leave
increases my
productivity level
and creativity.
I feel satisfied and 2 16 13 1 2.59 Agree 7
57
happy with the

insurance plans
provided to me.
I consider 8 20 4 0 3.13 Agree 3

wellness
programs as one
factor to be more
engaged and
productive.
Optional/mandato 6 16 9 1 2.84 Agree 4

ry retirement
scheme motivates
me to improve my
work
performance.
Receiving health 5 17 9 1 2.81 Agree 5.5

cards and
MediCard makes
me unworried
about my health
that helps me to
perform better at
work.
Monetary 14 18 0 0 3.44 Strongly Agree 1

incentives such as
13th and 14th
month pay,
58
Christmas bonus,
etc. are all
effective
indicators that
lead to higher
motivation and
better
performance.
Housing loans can 5 16 11 0 2.81 Agree 5.5

affect job
performance and
high productivity.
The effect of employee benefits on employees’ work productivity was presented in
Table 9. The statement “Monetary incentives such as 13th and 14th month pay, Christmas
bonuses, and so on are all effective indicators that lead to higher motivation and better
performance.” received the highest weighted mean, 3.44, with an interpretation of
“strongly agree.” In relation to this, findings from the study of Zirra and Mambula (2019)
revealed the significant impact of recognition and offering monetary incentives to
employees to improve their productivity (higher productivity and greater efficiency or
profitability for the company). In addition, according to a research done by Mathis and
Jackson (2013), providing motivators has resulted in employees’ increased enthusiasm and
interest in their jobs and their productivity at work. The next one garnered a weighted mean
59
of 3.22, which stating that ”Availment for leave credits such as vacation leave, sick leave,
and birthday leave increases my productivity level and creativity.” In November and
December 2015, the SHRM surveyed 600 U.S. employees and discovered that vacation
improves workforce productivity and that 77% believe that employees who use their
vacation time are more productive than those who do not.
On the other hand, the statement “I feel satisfied and happy with the insurance plans
provided to me.” received the lowest weighted mean of 2.59, indicating agreement.
According to a study done by Owolabi et al. (2016), there is a substantial association
between health insurance and employee productivity. The implication of this result is that
a 1% increase in employee sense of belonging in health insurance leads to a 74.3% increase
in employee productivity. It is therefore concluded, in the study, that health insurance
influences employee’s productivity. It was followed by the statements “Receiving health
cards and MediCard makes me unworried about my health that helps me to perform better
at work.” and “Housing loans can affect job performance and high productivity,” both of
which received a weighted mean of 2.81, still has an interpretation of “agree”. This was
supported by Study-phi.com which states that health is an important factor in the formation
of human capital, and it has a crucial role because it lays down a firm foundation for future
productivity. According to O'Brien (2003)’s research, by offering health insurance, the firm
could attract employees who anticipate establishing a long-term employment relationship.
Firms may also provide health insurance if it improves workers’ health by increasing their
60
productivity at work and decreasing absenteeism and turnover. Moreover, workers in
“good jobs” are happier and more productive.
As a result, we can conclude that employee benefits such as paid time off, health
insurance, retirement benefits, wellness programs, monetary incentives, and housing
benefits affect the employees’ work productivity with a composite mean of 2.98 which has
an interpretation of “agree".
PART IV. EMPLOYEE BENEFITS AFFECTING JOB SATISFACTION
Table 10. Employee Benefits Affecting Job Satisfaction
Frequency Weighted
Interpretation Ranking
4 3 2 1 Mean
Vacation leave, 15 14 3 0 3.38 Strongly Agree 2

sick leave, &
birthday leave
recharge my
mental and
physical health, to
return to work
feeling refreshed
and energized.
Wellness 8 12 12 0 2.88 Agree 8
61
programs reduce
high rates of
turnover and
absenteeism at
work.
Wellness 10 21 1 0 3.28 Strongly Agree 5

programs create
happier staff in
the workplace.
Healthcare 10 15 7 0 3.09 Agree 6

benefits allow me
to increase my
physical and
psychological
well-being.
Retirement 11 11 10 0 3.03 Agree 7

benefits serve as
my future's
financial support
and makes me
feel secure upon
separation with
the company.
Monetary 17 15 0 0 3.53 Strongly Agree 1

incentives such as
bonuses, 13th and
14th month pay,
62
and Christmas
bonus, have a
close relationship
with job
satisfaction.
Monetary 13 17 2 0 3.34 Strongly Agree 3.5

incentives such as
bonuses, 13th and
14th month pay,
and Christmas
bonus, enables me
to have a feeling
of sense of
belongingness to
the organization.
Offering housing 13 17 2 0 3.34 Strongly Agree 3.5

loans can foster
loyalty and
increase
employee
retention and high
job satisfaction.
Table 10 shows the findings of the proponents' study on the influence of employee
benefits on workers’ job satisfaction. The weighted mean of 3.53 indicates that most of the
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respondents strongly agreed that “monetary incentives have a close relationship with job
satisfaction.” This is corroborated by the results of the study by Erbasi (2012), which
revealed that the attitude of the employees toward financial incentives has a stronger effect
on their job satisfaction as compared to non-financial incentives. Additionally, Roberts
(2015) concluded that a good reward and recognition system can contribute to employee
satisfaction, implying that the more highly rewarded and recognized the employees are, the
more satisfied they are with their jobs. This decreases the turnover rate among the
employees. Mathis and Jackson (2013) also stated that providing motivators resulted in
increased enthusiasm and interest in their work. Furthermore, according to the results of
the SHRM's 2015 survey, roughly two-fifths of participants agreed that variable
compensation, such as bonuses, is critical in sustaining job satisfaction.
The following statement, “Vacation leave, sick leave, and birthday leave recharge
my mental and physical health, to return to work feeling refreshed and energized,” which
the respondents strongly agreed on, had the second highest weighted mean of 3.38. This is
supported by the results of a survey conducted by the Society for Human Resource
Management among 600 U.S. employees in November and December 2015, in which 63%
of the employees indicated that this was a very important contributor to job satisfaction.
Additionally, 78% of human resource managers say that they are happier with their job
when they are can take advantage of their available vacation time. As Abbasi and Hollman
(2000) stated, the provision of leave to employees shows that their employers are
concerned about them, and every employee wants to be recognized or associated. The study
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by Ansari, Chimani, Baloch, and Bukhari (2015) in the Impact of Work-Life Balance on
Employee Productivity concluded that the provision of paid leave stimulates the
employees’ nerves after relaxation in order to produce more while also enhancing their
sense of association with the organization. Moreover, Pradhan and Tripathi (2021)
discussed that trips and vacations have been shown to be effective employee motivation
techniques as they provide the employees with timely breaks and prevent reluctance and
boredom. Apart from this, based on the article entitled “Birthday Leave Benefit Attracts
Employees in Singapore” (2020), having paid birthday leave helps employees feel special,
notified, welcomed, and appreciated on their special day. Giving employees a day off to
celebrate is one way for employees to feel more loyal and encourage them to stay with the
company for a long time. When employees feel that they are important enough to receive
their own birthday off, they are more inclined to work productively. The study in Sgroi’s
(2015) article also claimed that taking a day off makes employees happier, and when they
are happier, there is a greater boost in their productivity.
Additionally, the respondents also strongly agreed that “monetary incentives, such
as bonuses and 13th and 14th month pay, enable them to have a feeling of belongingness
to the organization” and “offering housing loans can foster loyalty and increase employee
retention and high job satisfaction,” with both statements receiving a weighted mean of
3.34. Thibault-Landry et al. (2017, 2019) found evidence of a significant association
between monetary rewards and psychological needs of the employees, specifically the need
for relatedness. This implies that monetary rewards can have an effect on one’s sense of
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belonging and connection to others at work. This is also consistent with previous research
findings that monetary rewards are positively linked with collaboration and teamwork.
Employer-assisted housing (EAH) programs, on the other hand, are primarily used to
recruit and retain workers and are also thought to increase employee loyalty and morale,
according to Kanders (2003). Because of this, employees are more likely to stay with their
employers. This was supported by the study of Harlem (2018), which asserted that
productivity increases through improved morale, enhanced employee work-life balance,
and decreased absenteeism.
Alternatively, employees agreed with the statement that “wellness programs reduce
high rates of turnover and absenteeism at work” despite having the lowest weighted mean
of 2.88. In relation to this, Walters (n.d.) said that 92% of professionals feel that it is very
important for them to work for an organization that offers wellness programs in the
workplace. Employees also declared that they would take more time off and put less effort
in their work if their health and wellbeing were not supported by their company. Moreover,
the research of Gubler et al. (2018) suggests that corporate wellness programs can boost
employee satisfaction by offering a tangible benefit that allows them to take care of their
health. This leads in happier and healthier employees who are not only less expensive and
less absent, but also more productive. In addition, the 2015 survey conducted by the Society
for Human Resource Management showed that 27% of the 600 U.S. employees believe
that having wellness programs are a very important contributor to the employees’ job
satisfaction.
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HYPOTHESIS AND DATA PRESENTATION
Table 11. Relationship between Employee Benefits and Work Productivity
Variable R Direction P- Decision Verbal

and Value Interpretation
Strength
Employee Work 0.1276 Positive, 0.0447 Reject Ho1 Has relationship

Benefits Produc Very
tivity Weak
The degree of association between employee perks and job productivity is seen in
Table 11. The analysis shows that there is a significant relationship between the two
variables mentioned above. The table shows that the collected and computed data indicate
a Pearson R of 0.1276, which is a positive direction but a very weak strength, and a P-value
of 0.0447, which is less than the significance level, indicating that the null hypothesis 1
was rejected.
Employee benefits, such as paid time off, health insurance, retirement benefits,
wellness programs, monetary incentives, and housing benefits, affect employees’ work
productivity. According to PeopleKeep’s 2022 Benefits Survey Report, an entity’s
employee benefits package may reflect its company values and will show that employees’
needs outside the workplace are being recognized. Employees are more inclined to stay
with a firm if they feel recognized and appreciated. This can also improve employee
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morale, leading to a better workplace environment. As a result, employers benefit from a
more productive and satisfied workforce. Furthermore, paid time off was identified as one
of the factors in the SHRM survey of 600 U.S. employees conducted from November to
December 2015, where it was discovered that vacation improves workforce productivity
and that 77% of respondents believe that employees who use their vacation time are more
productive than those who do not.
Moreover, these results were further supported by Study-phi.com, wherein they
stated that health is an important factor in the formation of human capital and that it has a
crucial role because it lays a firm foundation for future productivity. The study conducted
by Owolabi, et al. (2016) concludes that there is a significant relationship between health
insurance and employee productivity. The implication of this finding is that a 1% increase
in employee sense of belonging in health insurance brings about a 74.3% increase in
employee productivity. When an employee feels secure in terms of his health insurance
package, his productivity naturally rises. It is therefore concluded in the study that health
insurance affects employees’ productivity.
68
Table 12. Relationship between Employee Benefits and Job Satisfaction

Strength
Employee Job 0.0452 Positive, 0.2427 Accept Ho2 No relationship

Benefits Satis- Very
faction Weak
Table 12 shows the degree of relationship between employee benefits and work
productivity. The analysis shows that there is no significant relationship between the two
variables mentioned above. The table shows that the collected and computed data indicates
a Pearson R of 0.0452 which has a positive direction but a very weak strength, and a P-
Value of 0.2427 which is greater than the significance level, indicating that the null
hypothesis 2 was accepted.
This contradicts the findings of the survey conducted by the Society for Human
Resources Management in 2015, in which 60% of the employees answered that benefits
are a very important contribution to job satisfaction, and 78% of the human resource
managers stated that they are happier in their jobs when they use their available vacation
time. Moreover, this also contradicts the studies of Ansari, Chimani, Baloch, and Bukhari
(2015) and Sgroi (2015), who both concluded that providing birthday leave makes
69
employees feel that they are valued and appreciated, resulting in happier employees and
increased productivity.
In addition, this also differs with the research of Owolabi et al. (2016), O’Brien
(2003), Zirra and Mambulla (2019), and Ballou (2018), who all found that offering health
insurance plans to employees increases their productivity since they feel secured in terms
of their health insurance package, while decreasing absenteeism and turnover because
workers in “good jobs” are said to be happier and more productive.
Moreover, it also negates the study of Arnold (2015), Zirra and Mambula (2019),
and Dugguh and Iliya (2018), who all believed that provision of different retirement
schemes is an important tool in developing employees’ job satisfaction, increasing
employee retention, motivating them to work harder or for a longer time in the
organization, as reducing employee turnover.
Aside from this, according to Walters (n.d.), 92% of professionals believe that it is
important for them to work for an employer that offers a workplace wellness program.
Similarly, a study carried out by researchers from the University of California—Riverside
concluded that wellness programs result in higher productivity for all participating
employees since they are empowered to take care of their health. The result is healthier and
happier employees who are more productive.
70
Furthermore, this counters the findings of Erbasi (2012), Roberts (2015), Zirra and
Mambula (2019), Mathis and Jackson (2013), Thibault-Landry et al. (2017, 2019), and the
results of SHRM’s 2015 survey, which revealed a significant relationship between
monetary incentives and employees’ job satisfaction, motivation, and increased enthusiasm
and interest in their job, which was refuted by the results of the verbal interpretation of the
relationship between employee benefits and job satisfaction.
Lastly, concluding that there is no relationship between the two variables discussed
deviates from the studies of Kanders (2003), Harlem (2018), and Luebke (2017), who all
hypothesized that employer-assisted housing (EAH) programs are primarily used to recruit
and retain workers and are thought to increase employee loyalty and morale, improve
employee work-life balance, and decrease absenteeism, allowing employees to stay with
their employers more likely.
Table 13. Relationship between Work Productivity and Job Satisfaction
Strength
Work Job 0.17 Positive, 0.0198 Reject Ho3 Has
Productivity Satisf Very Weak Relationship
action
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The degree of relationship between work productivity and job satisfaction is
presented in Table 13. This reveals that there is a significant relationship between the two
variables mentioned above. The table shows that the collected and computed data indicates
a Pearson R of 0.17, which has a positive direction but a very weak strength, and a P-value
of 0.0198, which is less than the significance level, signifying that the null hypothesis 3
was rejected.
The article entitled, “Job Satisfaction and Productivity: Rituals for Positive Work
Culture,” as well as the studies of Jalagat (2016) and Lease (1998) revealed that there is a
significant relationship between job satisfaction and work productivity. According to their
research, it positively encourages others in a cyclical way. When we accomplish something
productive (for example, finishing a task on our to-do list), our brains release feel-good
chemicals like dopamine as a reward, making us feel satisfied and happy. The study also
observed that when an employee is satisfied, he tends to perform at his best level in order
to achieve the organization’s objectives. Additionally, highly satisfied employees are more
likely to be regular and punctual, more productive, more committed, and satisfied in their
lives.
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CHAPTER V
CONCLUSION AND RECOMMENDATION
The study's summary and findings are presented in this chapter. It also includes
recommendations and conclusions.
Summary
This research endeavor utilized the descriptive-correlation method of research
through the questionnaire to determine the effects of employee benefits on work
productivity and job satisfaction. The frequency, percentage, weighted mean, regression,
and correlation were applied to analyze the findings and test the hypothesis posed in this
endeavor.
With a population of 32 coming from the employees of JT MOland Realty
Development Corporation, the researchers wanted to know what the demographic profile
of the respondents was in terms of gender, age, and number of years at the company. In
addition, the study answered the following: first, whether the entity provided sufficient
benefits for employees; second, how the company enhanced the employees’ work
productivity and job satisfaction; and third, whether there is a significant relationship
between employee benefits, work productivity, and job satisfaction.
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Findings
From the information gathered, analysis and interpretation, the following findings
are hereby presented:
1. In terms of the distribution of the respondents according to their gender, researchers
discovered that 32 respondents answered the survey questionnaire, and the majority
are female, with an average of 84%. Moreover, ages 26-35 cover the majority of
the respondents with an average of 47%, which is almost half of the population.
Furthermore, out of 32 respondents, 47% have worked at the company for more
than 5 years, which is equivalent to 15 employees.
2. When it comes to mandatory and non-mandatory benefits, paid time off has the
highest weighted mean (3.41) wherein the respondents strongly agreed with the
statement “I am able to balance my time between work and personal life.” When it
comes to wellness programs, the respondents disagree with the statement “I am
currently attending and joining a wellness program at work,” with the lowest
weighted mean of 2.13. That means the company failed to offer wellness programs
to their employees, but they are willing to join one. This was proven by the
statement “I am interested in joining a wellness program at work,” with a weighted
mean of 3.09. In summary, the overall attitude of the respondents yielded a mean
of 2.97, indicating that they are currently enjoying some of the mandatory and non-
74
mandatory benefits offered by the company, as well as agreeing that they are
interested in receiving other benefits that are not yet offered by the company,
specifically the wellness program.
3. Researchers discovered the effect of employee benefits on employees' work
productivity. According to the result of the survey, the statement “Monetary
incentives such as 13th and 14th month pay, Christmas bonuses, etc. are all
effective indicators that lead to higher motivation and better performance” got the
highest weighted mean of 3.44 with an interpretation of “strongly agree.” On the
other hand, the statement “I feel satisfied and happy with the insurance plans
provided to me” got the lowest weighted mean of 2.59, which still has an
interpretation of “agree.” It is therefore concluded in the study that health insurance
influences employees’ productivity. We can conclude that employee benefits such
as paid time off, health insurance, retirement benefits, wellness programs, monetary
incentives, and housing benefits affect the employees’ work productivity with a
composite mean of 2.98, which has an interpretation of “agree.”
4. Based on the gathered data, most of the respondents strongly agreed that “monetary
incentives have a close relationship with job satisfaction,” getting the highest
weighted mean of 3.53. Additionally, the respondents also strongly agreed that
“monetary incentives, such as bonuses and 13th and 14th month pay, enable them
to have a feeling of sense of belongingness to the organization” and “offering
75
housing loans can foster loyalty and increase employee retention and high job
satisfaction.” Both of these statements received the same weighted mean of 3.34,
placing them in the same position. Alternatively, the statement “wellness programs
reduce high rates of turnover and absenteeism at work” was agreed to by the
employees, although it got the lowest weighted mean of 2.88. In conclusion, we can
conclude that employee benefits such as paid time off, health insurance, retirement
benefits, wellness programs, monetary incentives, and housing benefits affect the
employees’ job satisfaction with a composite mean of 3.23, which has an
interpretation of “agree.”
5. Lastly, the researchers found out that there is a positive, weak relationship between
employee benefits and work productivity. On the other hand, they discovered that
employee benefits and job satisfaction have a positive, very weak, but not
significant correlation.
Conclusion
The following are the conclusions drawn based on the findings of the study:
1. The aim of the study is to determine the effect of employee benefits on work
productivity and job satisfaction at JT MOland Realty Development Corporation,
and it is expected that it will highlight the different benefits that affect the
76
employee’s work performance to address issues in relation to improving and
enhancing employee engagement in the organization. Based on the results, it can
be seen that paid time off, monetary incentives such as 14th month pay, Christmas
bonus, etc. and housing loans are the most enjoyed benefits that the employees
currently receive from the company. On the other hand, wellness programs are
additional benefits that they anticipate; therefore, the company should focus on the
needs of the employees in order to achieve a positive impact on work productivity
and job satisfaction.
2. Since the corresponding hypothesis has been either accepted or rejected, it can be
concluded that the employee benefits have a significant relationship with work
productivity (rejected null hypothesis) but no significant relationship with job
satisfaction (accepted null hypothesis).
Recommendation
In the context of the given summary, findings, and conclusions derived from the
study, the following recommendations are hereby suggested:
1. Since the findings revealed the employees’ anticipation for wellness programs, the
researchers recommend that the company prioritize wellness programs to boost
productivity and job satisfaction and achieve retention of skilled-work employees.
77
When the company promotes employees’ health and wellbeing, they reduce their
time off. On the contrary, they put less effort into their work if these health and
wellness issues are not supported by the organization.
Moreover, according to the survey conducted by Walters (n.d.), 92% of
professionals surveyed stated that working for an organization that offers a
workplace wellness program is important or somewhat essential to them. In
addition, 93% of employers agree that a workplace wellness program can boost
organizational productivity. A study conducted by researchers from the University
of California—Riverside also showed that having a wellness program resulted in
higher productivity for all participating employees. This was also supported by
Gubler et al.’s (2018) study, which suggested that providing tangible benefits
results in healthier and happier employees who are not only less expensive and less
habitually absent, but also more productive. Lastly, the RA 11036, or Mental Health
Act of the Philippines, states that all Filipinos have the basic right to mental health
as well as the fundamental rights of those who require mental health assistance.
This is why it is important for every organization to comply with the said law since
failure to comply can be punished by imprisonment for not less than 6 months but
not more than 2 years, or a fine of not less than ₱10,000 but not more than ₱200,000,
or both, at the discretion of the court.
78
The researchers recommend the following wellness programs which the entity may
consider offering:
a. Encourage employees to participate in fitness activities such as fun-
runs, team building, Zumba, and yoga sessions to improve their
physical wellbeing.
b. Offer seminars, programs, and counseling regarding smoking
cessation, weight loss, chronic illness management, women’s
health, work-related issues such as stress reduction, and other
mental health matters like anxiety and depression.
c. Provide rest areas or nap rooms and vending machines.
d. Set up an emergency response team in the company that will be in
charge of taking protective measures against accidents and injuries.
Furthermore, employee well-being surveys may be used to evaluate
the employees’ overall health and wellness.
e. Explore discounted or subsidized memberships at local health clubs
and recreation centers.
f. According to the article “10 great examples of workplace wellness
programs” (2019), one of the many ways employers can incorporate
wellness into their workplace and the lives of their employees is
through wellness challenges. With this, incentive-based programs
are created to encourage physical activity, such as activity tracker
79
walking challenges, a water intake tracker challenge, or a BMI
tracker challenge. By tracking the employees’ progress, the entity is
able to promote healthy lifestyles within the workforce.
a. The proponents recommend that the entity may offer incentive-
based programs where an employee who meets a certain goal (for
example, the highest water intake, the most steps taken, etc.) will
receive a reward of 500 pesos worth of grocery supplies and 500
pesos in cash.
g. Make an organized pantry per floor where kitchen equipment such
as a refrigerator, microwave stove, and coffee maker, are more
accessible for employee food storage and preparation.
2. Moreover, the effects of providing paid time off on employees’ work productivity
and job satisfaction were also discussed in the study. Most of the respondents
agreed that paid time off increases their productivity level and creativity.
Additionally, some of them also agreed that these recharged their mental and
physical health, although there were a few who disagreed with this statement. As a
result, the entity may consider providing more paid time-off, which is why the
proponents recommend giving an additional four days of vacation and sick leave.
This is for the purpose of maintaining the employees’ productivity as well as the
company’s profitability, taking into consideration that it is a small company.
80
Additionally, the Department of Labor and Employment’s (DOLE)
Employee Guidebook states that every employee is entitled to 1 day of vacation
and 1 day of sick leave for every 24 days of actual service, or a total of 15 days of
vacation and 15 days of sick leave annually with full pay. Furthermore, the 2021
Philippines Benefits Summary stated that employees are entitled to 13 vacation
leave, with an additional one day added each year beginning with their third year
of service, and any unused are convertible to cash at the end of each year. The
maximum vacation leave is 18 days. Employees, on the other hand, are entitled to
12 days for the first two years of their service, with an additional 1 day every year
beginning in the third year. The maximum total sick leave is 15 days, and all unused
sick leave is also convertible into cash by the end of the year.
3. In addition, they can enhance the work productivity and job satisfaction of their
employees by improving the housing benefits that they are currently offering.
Although it is not as common as other employee benefits, offering housing benefits
can be used to recruit and retain workers. Encouraging employees to live near their
work or at least near transportation infrastructure reduces commuting and offsets
the area’s high cost of living, which is thought to improve worker productivity by
lowering employee absenteeism and stress (Kanders, 2003). Although the company
already provides housing for its employees who live far away, it was temporarily
discontinued during the pandemic. Because of this, the company should reestablish
this practice in consideration of their employees.
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Along with this, Harlem (2018) claimed that employer-assisted housing
(EAH) programs help to develop employee loyalty and productivity by improving
morale, enhancing work-life balance, and decreasing absenteeism. Furthermore,
Luebke (2017) believes that home ownership strengthens communities and the
employees themselves, which is beneficial for businesses. Research also shows that
employees who own homes are more likely to work harder and longer hours for
their company. Since the nature of their company is realty and housing
development, they can focus on offering more housing discounts and providing
quality services. This can be done by modifying the existing requirements before
getting a housing loan. As shown in the table below, an employee may get a
discount after 1 year of service, and it will gradually increase as the employee stays
longer in the company. This will make the availability of discounts fair for all
employees.
Table 14. Housing discounts according to the number of years in the company.
NUMBER OF YEARS AT JT MOLAND DISCOUNT %
1-2 years 1%
2-3 years 3%
3-4 years 5%
4-5 years 7%
More than 5 years 10%
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10 great examples of workplace wellness programs (2019, May 7). Rise People. Retrieved
November 30, 2022, from https://risepeople.com/blog/workplace-wellness-programs/
2021 Philippines Benefit Summary (2020). Retrieved November 17, 2022, from
https://www.onsemi.com/site/pdf/Benefits-Summary-Philippines.pdf
Abbasi, S. & Hollman, K. (2000). Turnover: The Real Bottom-line. Public Personnel
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Ajayi S. (2018). Effect of Stress on Employee Performance and Job Satisfaction: A Case
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Ansari, S., Chimani, K., Baloch, S., & Bukhari, F. (2015). Impact of Work Life Balance
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91
APPENDIX A
(Survey Questionnaire)
92
“The Effects of Employee Benefits on Work Productivity and Job Satisfaction: An
Action Research of JT MOland Realty Development Corporation at General Luna
St. Sabang, Lipa CIty, Batangas”
Questionnaire
Good day!
We, BS Accountancy students from FAITH Colleges, are currently conducting an action
research entitled “The Effects of Employee Benefits on Work Productivity and Job
Satisfaction: An Action Research of JT MOland Realty Development Corporation at
General Luna St. Sabang, Lipa City, Batangas” as part of the requirement of our
Accountancy Research (ACCRES+) subject.
In line with this, we humbly request your willingness and consent to participate in this
research by actively answering the survey questionnaire. We highly appreciate it if you
could give some of your time to answer these questions honestly. Your answers will be a
great help in the success of our study. The data collected will remain confidential and used
solely for academic purposes. Thank you for your cooperation!
Sincerely,
Ladrido, Samantha Jane L. Socito, Raica Pristine N.
Mendenilla, Angela D.
SURVEY QUESTIONNAIRE:
93
The following data are voluntary and will be used for analytical/research purposes only.
They will not be used to try to identify any individual.
Direction: Kindly answer the question by placing a check mark (√) on the answer option
that best corresponds to your answer. Consider the answer options and their verbal
interpretation below.
PART I. DEMOGRAPHIC PROFILE
GENDER: AGE: NUMBER OF YEARS at
JT MOland:
Male 18-25 years old Less than 1 year
Female 26-35 years old 1-2 years
36-45 years old 2-3 years
66 years old and More than 5 year
above
94
The following questions are based on situations which may have happened to you in your
workplace or while you were working. Please choose the most appropriate answer
regarding the following questions as honestly as possible. The responses of the study will
be generalized and will remain confidential.
PART II. EMPLOYEE BENEFITS
Strongly Strongly
Agree Disagree
Agree Disagree
I am entitled to annual leave credits.
I am able to balance my time between

work and personal life by using the
vacation leave provided by the
company.
I am interested in the entity’s health

insurance plan.
I am currently employed in the

entity’s health insurance plan.
I clearly understand how my

retirement plan works and how I can
access its benefits.
I am interested in joining a wellness

program at work.
95
I am currently attending a wellness

program at work.
I am provided with a general

medicines kit whenever I feel sick.
I am enjoying the additional benefits

offered by the company such as
monetary incentives and bonuses,
wellness programs, and loans (e.g.,
housing loans), aside from the fixed
compensation that I am currently
receiving.
I am aware of the requirements

needed to apply for a housing loan.
Strongly Agree Disagree Strongly

Agree Disagree
Availment for leave credits such as

vacation leave, sick leave, and
birthday leave increases my
productivity level and creativity.
I feel satisfied and happy with the

insurance plans provided to me.
96
I consider healthcare benefits as one

factor to be more engaged and
productive.
Optional/mandatory retirement
scheme motivates me to improve my
work performance.
Receiving health cards and medicard

makes me unworried about my health
that helps me to perform better at
work.
Monetary incentives such as 13th and

14th month pay, Christmas bonus, etc.
are all effective indicators that lead to
higher motivation and better
performance.
Housing loans can affect job

performance and high productivity.
Strongly Agree Disagree Strongly

Agree Disagree
Vacation leave, sick leave, and

birthday leave recharge my mental
and physical health, to return to work
97
feeling refreshed and energized.
Wellness programs reduce high rates

of turnover and absenteeism at work.
Wellness programs create happier

staff in the workplace.
Healthcare benefits allow me to

increase my physical and
psychological well-being.
Retirement benefits serve as my

future’s financial support and makes
me feel secure upon separation with
the company.
Monetary incentives such as bonuses,

13th and 14th month pay, and
Christmas bonus, have a close
relationship with job satisfaction.
Monetary incentives such as bonuses,

13th and 14th month pay, and
Christmas bonus, enables me to have
a feeling of sense of belongingness to
the organization.
Offering housing loans to employees

can foster loyalty and enable to
increase employee retention and high
job satisfaction.
98
APPENDIX B
(Letter of Request)
99
Ms. Isedora J. Adajar

Chair, BA Communication
First Asia Institute of Technology and Humanities
Darasa, Tanauan City, Batangas
Dear Madam,
We are fourth year BS Accountancy students of the First Asia Institute of Technology and
Humanities. We are currently working on our accounting research entitled “The Effects of
Employee Benefits on Work Productivity and Job Satisfaction: An Action Research of JT MOland
Realty Development Corporation at General Luna St. Sabang, Lipa CIty, Batangas”. In line with
this, we would like to ask your help to review and to be our grammarian for this research.
We are looking forward to your favorable response. Thank you for considering this letter.
Respectfully yours,
Samantha Jane L. Ladrido
Angela D. Mendenilla
Raica Pristine N. Socito
100
Mr. Richard S. Lajara, MBA, MABE

Professor, School of Management
First Asia Institute of Technology and Humanities
Darasa, Tanauan City, Batangas
Dear Sir,
We are fourth year BS Accountancy students of the First Asia Institute of Technology and
Humanities. We are currently working on our accounting research entitled “The Effects of
Employee Benefits on Work Productivity and Job Satisfaction: An Action Research of JT MOland
Realty Development Corporation at General Luna St. Sabang, Lipa CIty, Batangas”. In line with
this, we would like to ask your help to review and to be our statistician for this research.
We are looking forward to your favorable response. Thank you for considering this letter.
Respectfully yours,
Samantha Jane L. Ladrido
Angela D. Mendenilla
Raica Pristine N. Socito
101
August 22, 2022

JT MOland Realty Development Corporation
General Luna St. Sabang, Lipa City, Batangas
Sir/Ma’am:
Good day!
We, the undersigned, are fourth year Bachelor of Science in Accountancy students of First Asia
Institute of Technology and Humanities. We are conducting research about the Effects of Employee
Benefits on Work Productivity and Job Satisfaction: An Action Research of JT MOland Realty
Development Corporation at General Luna St. Sabang, Lipa CIty, Batangas.
In this regard, we are kindly asking for your help in the conduct of our research by being the subject
of the said study and by providing the necessary data needed in the successful completion of our
research.
Rest assured that any information gathered from your office will be used for academic purposes
only and will be treated with utmost confidentiality.
We are looking forward to your most favorable response in this matter. Thank you very much.
Respectfully yours,
Samantha Jane L. Ladrido Angela D. Mendenilla Raica Pristine N. Socito
102
APPENDIX C
(GRAMMARIAN’S
CERTIFICATION)
103
GRAMMARIAN’S CERTIFICATION
This is to certify that I have reviewed and edited the grammar composition and the whole
research entitled “The Effects of Employee Benefits on Work Productivity and Job Satisfaction: An
Action Research of JT MOland Realty Development Corporation at General Luna St. Sabang, Lipa
CIty, Batangas”.
Given this day of December 2022 upon request of the researchers namely Samantha
Jane Ladrido, Angela Mendenilla, and Raica Pristine N. Socito.
Ms. Isedora J. Adajar
Chair, BA Communication
104
APPENDIX D
(STATISTICIAN’S
CERTIFICATION)
105
STATISTICIAN’S CERTIFICATION
This is to certify that I have reviewed and edited the statistical treatments used in
the research study entitled “The Effects of Employee Benefits on Work Productivity and
Job Satisfaction: An Action Research of JT MOland Realty Development Corporation at
General Luna St. Sabang, Lipa CIty, Batangas”.
Given this day of December 2022 upon request of the researchers namely
Samantha Jane Ladrido, Angela Mendenilla, and Raica Pristine N. Socito.
Mr. Richard S. Lajara, MBA, MABE
Professor, School of Management
106
APPENDIX E
(SURVEY
QUESTIONNAIRE)
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
APPENDIX F
(SUMMARY OF
RESPONSES)
128
PART I. DEMOGRAPHICS
1 - Male 1 - 18-25 years old 1 - Less than 1 year

2 - Female 2 - 26-35 years old 2 - 1-2 years
3 - 36-45 years old 3 - 2-3 years
4 - 46-55 years old 4 - 3-4 years
5 - 56-65 years old 5 - 4-5 years
6 - 66 years old and above 6 - More than 5 years
RESPONDENTS GENDER AGE YEARS AT JT MOLAND

Respondent 1 1 2 6
Respondent 2 2 3 5
Respondent 3 2 2 5
Respondent 4 2 2 6
Respondent 5 2 2 6
Respondent 6 1 2 6
Respondent 7 2 3 2
Respondent 8 2 2 6
Respondent 9 2 3 6
Respondent 10 2 1 2
Respondent 11 1 2 6
Respondent 12 2 2 4
Respondent 13 1 1 4
Respondent 14 2 2 6
Respondent 15 2 2 5
Respondent 16 2 4 6
Respondent 17 2 2 5
Respondent 18 2 2 6
Respondent 19 2 1 2
129
Respondent 20 2 3 6
Respondent 21 2 4 6
Respondent 22 2 1 2
Respondent 23 1 2 2
Respondent 24 2 2 6
Respondent 25 2 2 6
Respondent 26 2 1 3
Respondent 27 2 1 3
Respondent 28 2 1 2
Respondent 29 2 3 6
Respondent 30 2 1 3
Respondent 31 2 1 2
Respondent 32 2 1 1
PART II. EMPLOYEE BENEFITS
4 - Strongly Agree
3 - Agree
2 - Disagree
1 - Strongly Disagree
WEIGHTED
RESPONDENTS S1 S2 S3 S4 S5 S6 S7 S8 S9 S10
MEAN
Respondent 1 3 3 3 3 2 3 2 3 3 3 2.80
Respondent 2 3 2 2 3 2 3 1 2 3 2 2.30
Respondent 3 3 2 3 3 3 3 2 3 3 3 2.80
Respondent 4 4 4 4 4 4 4 1 4 4 4 3.70
Respondent 5 4 3 3 4 2 2 2 4 3 4 3.10
Respondent 6 4 4 4 4 3 4 2 4 4 4 3.70
Respondent 7 4 4 4 2 2 3 2 2 3 2 2.80
130
Respondent 8 3 3 3 2 3 3 2 3 4 4 3.00
Respondent 9 4 4 4 4 4 4 2 4 4 4 3.80
Respondent 10 4 3 3 2 3 3 2 4 4 4 3.20
Respondent 11 3 3 3 3 3 3 2 3 3 3 2.90
Respondent 12 4 3 3 3 3 3 2 3 3 3 3.00
Respondent 13 4 3 3 3 3 3 3 3 4 3 3.20
Respondent 14 4 3 2 2 2 3 2 3 3 3 2.70
Respondent 15 4 3 2 2 2 3 2 3 3 3 2.70
Respondent 16 4 2 2 2 2 3 2 3 3 3 2.60
Respondent 17 4 3 3 1 1 3 1 3 3 4 2.60
Respondent 18 4 3 3 4 4 3 2 2 4 4 3.30
Respondent 19 2 2 2 2 3 3 2 3 3 4 2.60
Respondent 20 3 3 3 3 3 3 2 3 3 3 2.90
Respondent 21 3 3 3 3 3 3 3 3 3 3 3.00
Respondent 22 4 3 4 3 3 3 3 4 2 4 3.30
Respondent 23 3 3 3 3 3 3 3 3 3 3 3.00
Respondent 24 3 3 3 3 3 3 2 3 3 3 2.90
Respondent 25 3 3 3 3 3 3 2 3 3 3 2.90
Respondent 26 3 3 3 3 3 3 3 3 3 3 3.00
Respondent 27 3 3 3 3 2 3 2 3 3 3 2.80
Respondent 28 2 2 2 2 2 3 2 3 3 3 2.40
Respondent 29 2 2 2 4 2 2 2 3 3 3 2.50
Respondent 30 4 3 3 3 3 4 3 3 3 3 3.20
Respondent 31 4 3 4 3 3 4 3 3 3 3 3.30
Respondent 32 3 3 3 2 3 3 2 4 3 3 2.90
WEIGHTED
3.41 2.94 2.97 2.84 2.72 3.09 2.13 3.13 3.19 3.25 2.97
MEAN
131
WEIGHTED
RESPONDENTS S1 S2 S3 S4 S5 S6 S7
MEAN
Respondent 1 3 3 3 2 3 3 2 2.71
Respondent 2 3 2 4 4 4 4 4 3.57
Respondent 3 3 3 3 3 2 3 3 2.86
Respondent 4 4 2 4 4 2 3 2 3.00
Respondent 5 3 2 2 2 3 3 2 2.43
Respondent 6 4 3 4 3 3 4 4 3.57
Respondent 7 3 1 3 1 1 3 3 2.14
Respondent 8 3 3 3 3 3 3 4 3.14
Respondent 9 4 4 4 4 4 4 2 3.71
Respondent 10 3 2 3 3 3 4 3 3.00
Respondent 11 3 3 3 3 3 4 2 3.00
Respondent 12 4 3 3 3 3 4 3 3.29
Respondent 13 3 3 3 2 2 3 3 2.71
Respondent 14 3 2 2 2 2 3 2 2.29
Respondent 15 3 2 2 2 2 3 2 2.29
Respondent 16 3 2 3 3 2 4 2 2.71
Respondent 17 4 2 2 3 3 4 3 3.00
Respondent 18 4 3 3 4 4 4 3 3.57
Respondent 19 3 2 3 3 2 3 3 2.71
Respondent 20 3 2 3 3 3 3 3 2.86
Respondent 21 3 3 3 3 3 3 3 3.00
Respondent 22 3 2 3 2 3 3 2 2.57
Respondent 23 3 3 3 3 3 3 3 3.00
Respondent 24 4 4 4 4 4 4 4 4.00
Respondent 25 3 2 3 4 4 4 3 3.29
Respondent 26 3 3 3 3 3 3 3 3.00
Respondent 27 3 3 3 2 3 3 3 2.86
132
Respondent 28 3 2 3 3 2 3 3 2.71
Respondent 29 3 3 4 2 2 4 2 2.86
Respondent 30 3 3 4 3 3 4 4 3.43
Respondent 31 3 3 4 3 3 3 3 3.14
Respondent 32 3 3 3 2 3 4 2 2.86
WEIGHTED MEAN 3.22 2.59 3.13 2.84 2.81 3.44 2.81 2.98
WEIGHTED
RESPONDENTS S1 S2 S3 S4 S5 S6 S7 S8
MEAN
Respondent 1 2 2 2 3 2 3 3 2 2.38
Respondent 2 4 4 4 4 4 4 4 4 4.00
Respondent 3 4 2 4 4 3 4 4 4 3.63
Respondent 4 4 2 3 2 3 3 3 3 2.88
Respondent 5 4 2 3 2 2 4 3 4 3.00
Respondent 6 4 4 4 4 4 4 4 4 4.00
Respondent 7 4 4 4 4 4 4 4 4 4.00
Respondent 8 3 3 3 3 3 3 3 3 3.00
Respondent 9 4 4 4 4 4 4 4 4 4.00
Respondent 10 3 3 3 3 3 4 4 3 3.25
Respondent 11 3 3 3 3 4 4 3 3 3.25
Respondent 12 4 3 3 3 3 4 4 3 3.38
Respondent 13 3 3 3 2 2 3 3 3 2.75
Respondent 14 3 2 3 2 2 3 3 3 2.63
Respondent 15 3 2 3 2 2 3 3 3 2.63
Respondent 16 3 2 3 3 2 3 3 3 2.75
Respondent 17 4 2 3 3 3 4 4 4 3.38
Respondent 18 4 3 3 3 4 4 4 4 3.63
Respondent 19 2 2 3 2 2 3 2 3 2.38
Respondent 20 4 4 4 4 4 4 4 4 4.00
133
Respondent 21 3 3 3 3 3 3 3 3 3.00
Respondent 22 3 2 3 3 2 3 3 3 2.75
Respondent 23 3 3 3 3 3 3 3 3 3.00
Respondent 24 3 3 3 3 3 3 3 3 3.00
Respondent 25 4 4 4 4 4 4 4 4 4.00
Respondent 26 4 4 4 4 4 4 4 4 4.00
Respondent 27 3 2 3 3 2 4 3 2 2.75
Respondent 28 2 2 3 2 2 3 2 3 2.38
Respondent 29 3 3 3 4 4 3 4 4 3.50
Respondent 30 4 4 4 3 3 4 3 3 3.50
Respondent 31 3 3 3 3 3 3 3 3 3.00
Respondent 32 4 3 4 4 4 4 3 4 3.75
WEIGHTED MEAN 3.38 2.88 3.28 3.09 3.03 3.53 3.34 3.34 3.23
134
APPENDIX G
(TABULATED DATA OF
RESPONSES)
135
TABULATED DATA
Employee Benefits Work Productivity Job Satisfaction

RESPONDENTS
Weighted Mean Weighted Mean Weighted Mean
Respondent 1 2.80 2.71 2.38
Respondent 2 2.30 3.57 4.00
Respondent 3 2.80 2.86 3.63
Respondent 4 3.70 3.00 2.88
Respondent 5 3.10 2.43 3.00
Respondent 6 3.70 3.57 4.00
Respondent 7 2.80 2.14 4.00
Respondent 8 3.00 3.14 3.00
Respondent 9 3.80 3.71 4.00
Respondent 10 3.20 3.00 3.25
Respondent 11 2.90 3.00 3.25
Respondent 12 3.00 3.29 3.38
Respondent 13 3.20 2.71 2.75
Respondent 14 2.70 2.29 2.63
Respondent 15 2.70 2.29 2.63
Respondent 16 2.60 2.71 2.75
Respondent 17 2.60 3.00 3.38
Respondent 18 3.30 3.57 3.63
Respondent 19 2.60 2.71 2.38
Respondent 20 2.90 2.86 4.00
Respondent 21 3.00 3.00 3.00
Respondent 22 3.30 2.57 2.75
Respondent 23 3.00 3.00 3.00
Respondent 24 2.90 4.00 3.00
Respondent 25 2.90 3.29 4.00
Respondent 26 3.00 3.00 4.00
Respondent 27 2.80 2.86 2.75
Respondent 28 2.40 2.71 2.38
136
Respondent 29 2.50 2.86 3.50
Respondent 30 3.20 3.43 3.50
Respondent 31 3.30 3.14 3.00
Respondent 32 2.90 2.86 3.75
WEIGHTED MEAN 2.97 2.98 3.23
EMPLOYEE BENEFITS TO WORK PRODUCTIVITY
Regression Statistics
Multiple R 0.357234
R Square 0.127616
Adjusted R Square 0.098537
Standard Error 0.404656
Observations 32
ANOVA
df SS MS F Significance F
Regression 1 0.718606 0.718606 4.388532 0.044728
Residual 30 4.912394 0.163746
Total 31 5.631
Standard Lower Upper Lower Upper

Coefficients t Stat P-value
Error 95% 95% 95.0% 95.0%
Intercept 1.71293 0.607871 2.817915 8.47E-03 0.471491 2.954368 0.471491 2.954368
EB WM 0.426409 0.203548 2.094882 0.044728 0.010709 0.84211 0.010709 0.84211
EMPLOYEE BENEFITS TO JOB SATISFACTION
Multiple R 0.212614
R Square 0.045205
137
Observations 32
ANOVA
Regression 1 0.416379 0.416379 1.420352 0.242688
Residual 30 8.794558 0.293152
Total 31 9.210938

Error 95% 95% 95.0% 95.0%
Intercept 2.271784 0.81334 2.793155 0.009002 0.610722 3.932845 0.610722 3.932845
EB WM 0.324583 0.27235 1.191785 0.242688 -0.23163 0.880796 -0.23163 0.880796
WORK PRODUCTIVITY TO JOB SATISFACTION
Multiple R 0.416331
R Square 0.173332
Observations 32
ANOVA
Regression 1 1.464407 1.464407 6.080568 0.019824
Residual 29 6.984182 0.240834
Total 30 8.448589

Error 95% 95% 95.0% 95.0%
Intercept 1.729196 0.627862 2.754104 0.010055 0.445075 3.013318 0.445075 3.013318
EB WM 0.51334 0.208177 2.465881 0.019824 0.08757 0.939111 0.08757 0.939111
138
APPENDIX H
(MATRIX)
139
YEAR OF CONCLUSION/MAJOR RETRIEVED
AUTHOR TITLE VARIABLES SOURCES
PUBLICATION FINDINGS FROM:
Any form of indirect pay that is
offered to an employee, either
mandatory or voluntary, can be
classified as an employee
benefit. When workers feel https://www.peop
What are rewarded and appreciated, they lekeep.com/blog/
Employee
Walker employee 2022 are more likely to stay at the what-are- Article
Benefits
benefits? company. This can also improve employee-
employee morale, leading to a benefits
better workplace environment.
As a result, employers benefit
from a more productive and
satisfied workforce.
Benefits have been among the
top five contributors of job
https://www.shrm
satisfaction since 2002, with the
.org/hr-
exception of 2012, when this
Employee Job today/trends-and-
Society for aspect was rated sixth. Even
Satisfaction And forecasting/resear
Human more noteworthy, benefits were
Engagement: Employee ch-and- Research
Resources 2016 among the top two contributors
Revitalizing a Benefits surveys/document Study
Manageme from 2002 to 2010. In 2015,
Changing s/2016-employee-
nt (SHRM) 60% of employees rated benefits
Workforce job-satisfaction-
as a very important contributor
and-engagement-
to job satisfaction, keeping
report.pdf
benefits at the number three
position.
In order to sustain and grow in
the present market, companies
https://qz.com/48
depend on the quality of the
This is what 365 5226/this-is-
employees’ performance.
days without a Employee what-365-days-
Ha T. 2015 Because of this, the need to Article
vacation does to Benefits without-a-
devoid an individual from
your health vacation-does-to-
various physical and mental
your-health/
barriers has become a significant
point of concern for employers
Effect of Stress
on Employee Job-related stress among
Performance employees affects their
https://papers.ssrn
and Job performance negatively and this
Employee .com/sol3/papers. Research
Ajayi S. Satisfaction: A 2018 may result in reduced
Benefits cfm?abstract_id= Study
Case Study of productivity, decreased
3160620
Nigerian capability, job dissatisfaction,
Banking and high absenteeism
Industry
https://www.acad
EMPLOYEE
emia.edu/102374
MOTIVATION
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PERFORMAN
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Companion
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Employee employees has been proved to timate_Companio Research
William A. Cameroon 2010
Benefits be successful in achieving and n_Limited_Doual Study
Bachelor's
enhancing employee motivation a_Cameroon_Bac
Thesis Business
helors_Thesis_Bu
Management
siness_Managem
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ent_Author_s_E
Employee
mployee_Motivat
Motivation and
ion_and_Perform
Performance
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Satisfaction And Research
Resources 2015 Paid Time Off productivity. It was found that today/trends-and-
Engagement: Study
Manageme vacation improves workforce forecasting/resear
Revitalizing a
nt (SHRM) productivity and that 77% ch-and-
140
Changing believe that employees who use surveys/document
Workforce their vacation time are more s/2016-employee-
productive than those who do job-satisfaction-
not. and-engagement-
report.pdf
When employees feel that they
Abbasi and Turnover: The are associated and cared for, Public Personnel
Hollman Real Bottom- 2000 Paid Time Off they tend to work harder and Management, Journal
(2000) line more efficiently and thus 29(3), 333-342.
enhances their productivity.
It was found that those
https://www.acad
Retaining companies that provided leave to
Bernthal emia.edu/330180
Talent: A their employees had a Research
and 2011 Paid Time Off 10/Retaining_Tal
Benchmarking significantly higher level of Study
Wellins ent_A_Benchmar
Study production than companies who
king_Study
did not.
Impact of Work
Life Balance on
Employee
Ansari,
Productivity: An The provision of paid leave
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Empirical 2015 Paid Time Off enhanced employee productivity Journal
Baloch, and pp
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Bukhari
from the
Banking Sector
of Pakistan
Impact of
Vacation on Discussed that trips and
33. 100-111.
Pradhan & Employee vacations are proven to be an
2021 Paid Time Off 10.9734/JPRI/202 Journal
Tripathi Stress, Health efficient employee motivation
1/v33i34B31852.
and Well-being, technique
and Productivity
Koopman
C, Pelletier Stanford
While the frequency and length
KR, presenteeism
of vacations vary, it is highly
Murray JF, scale: health
2002 Paid Time Off recommended for companies to 2002;44(1):14-20 Journal
Sharda CE, status and
go for a minimum of one week
Berger ML, employee
vacation once a year.
Turpin RS, productivity
et al.
Department
https://www.dole.
of Labor Every employee is entitled to 1
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and day of vacation and 1 day of
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Plan 2011-2016) of-2013-10-
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07.pdf
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https://www.3ecp
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2020 Paid Time Off validation, and to offer an Article
Employees in benefits/birthday-
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Singapore leave-in-
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productive Briefing-CAGE-
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worker 4-Are-happy-
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Culture Satisfaction way. productivity
The perceived
Problems and
influence on Work Overall productivity and success
Perspectives in
Green; organizational Productivity of every organization depends
2016 Management, vol. Book
Shmailan productivity: a and Job on the effective and efficient
14, no. 2, pp.
perspective of a Satisfaction performance of the employees
339–347.
public entity
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Hira and satisfaction and Work Journal of
Waqas; its impact on the Productivity Better performance depends on Business and
2012;2008 Book
Shahu and performance in and Job the employees’ job satisfaction Social Science,
Gole banking industry Satisfaction vol. 3, no. 19, pp.
of Pakistan 174–179.
Job
International
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Jalagat and motivation: 2016 Book
and Job level in order to achieve the Economics, vol.
a critical review
Satisfaction organizational objectives 5, no. 6, pp. 36–
of their
43.
relationship
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Annual review, Work
satisfied are usually regular and Vocational
1993-1997: Productivity
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work attitudes and Job
committed, and more satisfied in no. 2, pp. 154–
and outcomes Satisfaction
their lives 183.
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International
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Work Journal of
employee There is a positive relationship
Indermun;S Productivity Innovative
performance 2013;2002 between job satisfaction and Journal
kibba and Job Research in
relationship: a performance of the employees
Satisfaction Management, vol.
theoretical
11, no. 2, pp. 1–8.
perspective
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Satisfaction and
its Effect on the The performance of satisfied
Work https://www.hind
Performance of employees is more effective as
Productivity awi.com/journals/
Inayat Employees 2021 compared to dissatisfied Journal
and Job edri/2021/175149
Working in employees, hence, work quality
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Private Sector is not compromised
Organizations,
Peshawar
146
CURRICULUM VITAE
147
CURRICULUM VITAE
SAMANTHA JANE L. LADRIDO
Block 10 Lot 75 Ramonita County Homes, Darasa, Tanauan

City, Batangas
09565421659
samanthaladrido021@gmail.com
OBJECTIVE
Driven and hardworking student looking for a job in the accounting industry that
will enable me to leverage my skills and knowledge in accounting-related courses.
PERSONAL INFORMATION
Date of Birth : March 21, 2001
Gender : Female
Religion : Roman Catholic
Citizenship : Filipino
EDUCATIONAL BACKGROUND
Tertiary : First Asia Institute of Technology and Humanities
Address : 2 President Laurel Highway, Tanauan City, Batangas
Course : Bachelor of Science in Accountancy
Senior High : La Consolacion College Tanauan
Address : Poblacion 1, Tanauan City, Batangas
Track : Accountancy, Business, and Management
Junior High : La Consolacion College Tanauan
Address : Poblacion 1, Tanauan City, Batangas
SY : 2013-2017
148
SKILLS
• Knowledgeable in Microsoft Office Applications (Word, Excel, PowerPoint)
• Experience with using technology-integrated application of recording business
transactions (SAP)
• Ability to work under pressure
• Leadership skills
• Good oral and written communication skills
• Excellent organizational, multi-tasking, and time management skills
• Ability to work independently as well as with teams
AWARDS AND RECOGNITION
• President’s Lister
FAITH Colleges
SY 2019-2020
• Dean’s Lister
FAITH Colleges
SY 2020-2021
• 2nd Place
Ad Astra Accounting Quiz Bowl
May 2022
• 1st Runner Up
PICPA Lipa City Cup: An Accounting Quiz Showdown
May 2022
149
SEMINARS AND TRAININGS ATTENDED
• SAP Business One Training Course: Inventory and Payroll Management

October 2017
• ABM Summit: Avenue of Opportunities

February 2018
• Leadership Symposium
July 2018
• SAP Business One Training Course: Accounts Payable and Accounts Receivable
Processing
October 2018
• "Going Beyond Business: Empowering Stakeholders"

December 2018
• "Formation of Globally Competitive Accounting and Business Professionals who

will shape the NEXT BIG THING!!!"
January 2019
• "Passion: CPA Women in Leadership"

February 2021
• SAP Business One Training Course: Audit

October 2021
• Batangas Development Summit

December 2021
December 2022
INTERNSHIP
• Accounting Intern – JT MOland Realty Development Corporation

August – November 2022
150
CURRICULUM VITAE
ANGELA D. MENDENILLA
#364, Zone 5, Bagumbayan, Tanauan City, Batangas
09357538246
angela.mendenilla@gmail.com
OBJECTIVE
To obtain a job in accounting where I can offer my expertise, knowledge, and

experience to a business that will allow me the chance to advance my career.
Date of Birth : October 20, 2000
Gender : Female
Religion : Born Again, Christian
Senior High : Nova Schola Tanauan
Address : Sambat, Tanauan City, Batangas
Junior High : Tinurik National High School
Address : Tinurik, Tanauan City, Batangas
SY : 2013-2017
151
SKILLS
transactions (SAP)
• Capable of multi-tasking, and time managing
• Ability to adapt
• Flexible
• Dean’s Lister
FAITH Colleges
SY 2019-2020
SY 2020-2021
SY 2021-2022
• Champion
May 2021
152
• National Leadership Conference "Transforming young leaders, The 2021-2022

future of the Profession"
2021-2022
• 2nd LGAO Conference - Education Sector TS1- Teaching Online: Practical

strategies in student engagement and learning
2021-2022
• 2nd LGAO Conference - Education Sector TS2- Tips and tactics in CPA Review
Online with updates in LECPA syllabus and table of Specifications
2021-2022
• Financial Literacy and Opportunities of BSA- Gen Z

2021-2022
• NFJPIA-R4 ABD Talk No.1: "Role of accountants in today's generation

May 2022
• NFJPIA-R4 ABD Talk No.2: "Overview of Communication in the corporate

world"
May 2022

October 2021

December 2021
December 2022
INTERNSHIP

153
CURRICULUM VITAE
RAICA PRISTINE N. SOCITO
Block 3 Lot 30, Yakal Road, Acacia Park Homes, Saimsim,

Calamba City, Laguna
09195873198
rpnsocito@gmail.com
OBJECTIVE
To maximize my potential in your workplace by utilizing my knowledge and

skills to meet personal and organizational growth.
Date of Birth : October 8, 2000
Gender : Female
Religion : Born Again, Christian
Senior High : FAITH Fidelis Senior High
Junior High : Sta. Anastacia San Rafael National High School
Address : San Rafael, Sto. Tomas City, Batangas
SY : 2013-2017
154
SKILLS
transactions (SAP)
• Ability to adapt
• Ability to multi-task
• Flexible
• Second Honors
FAITH Fidelis Senior High
SY 2017-2018
SY 2018-2019
• Dean’s Lister
FAITH Colleges
SY 2019-2020
SY 2020-2021
• Finalist
May 2021
155
• WIWAG Business Week by Bato Balani Foundation

November 2019
• Sana all CPA: Committed to Pass Accountancy

December 2019
• 2nd LGAO Conference - Education Sector TS1- Teaching Online: Practical

strategies in student engagement and learning
2021-2022
• 2nd LGAO Conference - Education Sector TS2- Tips and tactics in CPA Review
Online with updates in LECPA syllabus and table of Specifications
2021-2022
• CPA Career Talks

July 2021

October 2021

December 2021
December 2022
• Career of CPAs in the Government and Public Practice

July 2022
• Testimonial of Newly Passed CPAs

July 2022
INTERNSHIP


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1

Background of the Study

JT MOLAND REALTY DEVELOPMENT CORPORATION is an urban real

As an urban developer and manager of residential and commercial units, JT

in areas with substantial benefit, appreciation potential, post-acquisition, and development.

Conversion, Processing, Accounting, Human Resource, Cashier, and Quality Control. As

projections as well as in maintaining documentation for accounts payable, purchasing, and

about accounting and office operations.

Every organization in all business sectors is faced with the challenge of

of their employees. According to Harness (2018), employees are considered assets of a

Employee performance involves factors such as quality, quantity, and effectiveness of

work as well as the behaviors of employees shown in the workplace.

investigated by the organizations and as a result, profitability. Performance is a major

success of an organization enables an entity to achieve a higher competitive edge compared

also enhancing overall performance.

Employee productivity, as defined by Harness (2018), is an assessment of an

employee's or a group of employees' efficiency. In most cases, the productivity of an

return on that investment through their employees' productivity.

encouraging employees to pursue their hobbies, providing promotions, being respected by

and job satisfaction.

Organizational success is largely determined by employee satisfaction, especially

in the housing development nature. Enhancing employee engagement is essential to

time which is beneficial for the organization.

Action Research Question

1. Does the entity provide sufficient benefits for employees?

3. Is there a significant relationship between employee benefits and work

4. Is there a significant relationship between employee benefits and job satisfaction?

Hₒ1. There is no significant relationship between employee benefits and work

Hₒ2. There is no significant relationship between employee benefits and job

Hₒ3. There is no significant relationship between work productivity and job

Goal of the Study

employee benefits on work productivity and job satisfaction of JT MOland Realty

Objectives of the Study

This research will be guided by the following objectives:

and job satisfaction of the employees working at JT MOland Realty

employees working at JT MOland Realty Development Corporation.

working at JT MOland Realty Development Corporation.

employees’ working at JT MOland Realty Development Corporation.

Scope and Delimitations

will be conducted in the JT MOland Realty Development Corporation, which operates in

months, commencing from September to December of the year 2022.

Significance of the Study

Employees’ influence is crucial to the overall performance of the entity so the

of employee performance. The following are the benefactors of this study:

to improve their work performance.

economy, and the competition they face.

advantage of engaging their employees, increasing both interest and enjoyment in

Researchers. This research study conducted by the researchers is significant to

factors that may affect their performance in the near future.

According to Bas Swaen and Tegan George (2022), conceptual framework

that is offered to an employee, either mandatory or voluntary, can be classified as an

positively encourage the other in a cyclical way. When we accomplish something

being busy is the same thing as being productive.

Paid time off

Work Productivity Job Satisfaction

Figure 1. Research Paradigm "Make it center"

work productivity and job satisfaction.

Employee Benefits. The non-wage compensation provided to employees by an

group insurance (health, dental, life etc.)

Health Insurance. Health insurance is a system for the financing of medical