Hardbound

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Chapter 1
THE PROBLEM AND ITS SETTING
Background of the Study
The food handler’s employee was not committed and showed a
low level of motivation according to their job description, it only meant
that the employee was not satisfied with his or her job. The food
handlers were not sufficiently inspired to work hard and be dedicated
to their jobs (K Juusolo, et al. 2020). It can cause a negative impact
on the food establishment and the owner itself. Some of the reasons
why so many food handling employees were refusing to work were the
unpleasant working environment and a lack of benefits and rewards
as recompense for their arduous work. Unrecognized workers can
harm other people’s work. Due to a lack of team spirit, they don’t even
feel like they belong. They are not making the most of their abilities
and capabilities. And they can’t help but exude a bad vibe toward
their coworkers, management, and the business as a whole.
On the other hand, employees’ job behavior and efficiency were
positively impacted by management-supported techniques, as
mentioned by Osaili., et al., (2020). This was supported by the ideas
of Vasisht et al. (2018) that when management supports them,
employees are more committed to the company and their jobs. To
increase the effectiveness of the food safety management system,
supportive management practices in food establishments were
necessary. Managers can communicate with food handlers through

STUDENT RESEARCH (ACD-ST)
Santo Tomas College of Agriculture, Sciences and Technology
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the organizational structure because communication is crucial
to comprehending food handler commitment. Employee commitment,
feelings of emotional attachment to their work, and comprehension
of organizational goals may all be improved by communication
between management and employees, especially when it comes to
decision-making or proposals.
In Tangerang Indonesia, lack of top management, insufficient
infrastructure and facilities, and inadequate organization size have a
negative effect on the improvements in employee skills, product
quality, and safety (ISO. org, 2018). In addition, Woo et al., (2020)
claimed that concerns about occupational health had received a lot of
attention recently in a variety of industries. The negative
consequences of emotional weariness and stress on employees' health,
work organization, and professionals who experience stressful or
anxious situations at work were some of the elements that have
contributed to this. As a result, these professionals consequently feel
unsatisfied and unmotivated they become less productive.
Numerous businesses shut down and many people lost their
employment in Bulacan, Philippines. It has been challenging to find
work in this circumstance. However, despite receiving low pay, many
people continue to labor. As J. Blanco, et al (2021). Accordingly, the
majority of fast-food workers were just minimally engaged in their
work. Because of the nature of the fast-food sector, it necessitates
repetitive work and long hours. Additionally, it offers little job stability

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and less challenging jobs. Yuan., et al (2020), noted that job
satisfaction had adverse direct effects on low fulfillment and turnover
intention in addition to other factors. As a result, the majority of fast-
food restaurants in the Philippines have cut back on their staff to
comply with government safety regulations. It was difficult for many
people to work. Some of them have not continued with their work only
at the workplace, as well as in fast-food restaurants. As a result,
many service staff is worn out and concerned about their output,
Kaycee Khyle Pasco., et al (2021). In in-service industries such as
restaurants, abusive customer behaviors may evoke emotional
exhaustion and dissatisfaction from employees in the food and
beverages industry.
In Barangay Tibal-og of the Municipality of Santo Tomas, the
issues of employee satisfaction with the managerial approach in food
establishments had raised concerns now and then. Researchers
discovered a lack of training and orientation among food handlers in
the food industry in barangay Tibal-og, which can lead to low
employee commitment to the food establishment and cause low
organizational food safety performance.
However, according to some researchers, employee commitment
worked as a mediator between organizational success and employee
involvement, following the report of Taha et al. (2020), and they
discovered that the desire of food handlers to adopt safe food
processes and procedures was significantly positively impacted by

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specific communication. Additionally, the dedication of food handlers
significantly improved organizational effectiveness.
The researchers needed further investigation to establish if
there was a significant relationship between food management
practices and job satisfaction. Moreover, the researchers seek more
evidence on how management methods affect employees' commitment
to the food establishment and how the influence of managerial
strategies affects the job satisfaction of hash slingers in Barangay
Tibal-og. Therefore, the researchers can come up with a conclusion or
recommendation at the end of the study.

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Statement of the Problem
The study aimed to investigate the significant relationship
between food management practices and the job satisfaction of food
handlers. It will look into whether food handlers’ commitment affects
managerial approaches.
1. What is the level of food management practices of hash houses
in barangay Tibal-og in terms of:
1.1 organizational management support;
1.2 training;
1.3 employee Involvement;
1.4 employee commitment; and
1.5 organizational food safety performance?
2. What is the level of job satisfaction of food handlers in terms of:
2.1 workplace;
2.2 management;
2.3 rewards;
2.4 recognition; and
2.5 communication?
3. Is there a significant relationship between food management
practices and job satisfaction of hash slingers in barangay
Tibal-og?
Hypothesis

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The null hypothesis was tested using a 0.05 level of significance
and describes that there was no significant relationship between
management practices and job satisfaction of hash slinger in the
Barangay Tibal-og.
Theoretical Framework
The study was anchored from the theory “Range of effect” of job
satisfaction by Edwin A. Locke (1976), who gave the first definition of
job satisfaction and says the term can refer to “any number of
physiological, and environmental variables which lead a person to
express happiness with their employment. In addition, Job
satisfaction refers to how someone feels or was feeling about the
nature of their work. Numerous variables, such as the strength of the
relationship between the employee and their supervisor, the standard
of the workplace environment, the level of fulfillment experienced
while working, etc., can have an impact on job satisfaction.
Moreover, the most well-known job satisfaction model,
according to Edwin A. Locke's Range of Affect Theory (1976), supports
it. This theory's central tenet is that job happiness is determined by
the gap between what an individual wants from a job and what they
actually have in that position. According to the notion, one's level of
satisfaction with expectations being met or not being met depends on
how highly they value a certain aspect of their work, such as how
much autonomy they have in their jobs.
There were two components, according to Herzberg et al.,
(1959): "Motivators" and "Hygiene factors." Only the motivating

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elements result in job happiness. Work satisfaction can potentially be
produced by the task of employment itself as well as by the results of
the job, such as rewards, responsibilities, promotions, and progress.
He firmly stated that the second set of characteristics, referred to as
"hygiene factors," should exist in the company in order to prevent job
unhappiness. Examples of things that can agitate employees include
power outages, poor relationships with supervisors and coworkers,
low compensation, restrictive policies, a lack of job security, and more.
But they can't give the workers more power.
Conceptual Framework
This section shows the visualization of connections between two
variables and the flow of the study.
The conceptual representation of the Descriptive Correlation
Analysis between the independent variable and the dependent variable
is shown in Figure 1. The independent variable for management
practices is displayed in the first box and consists of sub-indicators:
organizational management support, training, employee involvement,
employee commitment, and organizational food safety performance.
The other box represents the dependent variable which is job
satisfaction and its sub-indicators: workplace, management, rewards,
recognition, and communication.
This study utilized and examined the Independent Variable
(food management practices) and Dependent Variable (job satisfaction)
model. The independent variable consists of the managerial approach
specifically the organizational management support, training,

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employee involvement, employee commitment, and organizational food
safety performance. The dependent variable is made up of job
satisfaction it includes the workplace, management, rewards,
recognition, and communication.
The arrow from IV (food management practices) to DV (job
satisfaction) represents feedback or a two-directional relationship that
illustrates the continuation of the flow and interdependence of two
variables. The IV and DV are investigated for a potential link.
The independent variable was adapted from the study of TAHA, S. M.
S. (2018). The Influence of Management Practices on Employee
Commitment and Food Safety Performance in Food Manufacturing
Firms and the dependent variable is adapted from the study of
Takeshi Shimura et al, (2014), employee satisfaction analysis in the
food service industry. Employee attitudes and beliefs concerning on-
the-job training and overall job happiness can be assessed using the
job satisfaction survey. The connection between management
techniques and overall job satisfaction can also be measured. It is
applicable to all workplaces.

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Independent Variable Dependent Variable
Food Management Practices

Organizational Management Job Satisfaction
Support
Training Workplace
Employee Involvement Management

Employee Commitment
Rewards
Organizational Food Safety
Performance Recognition
Communication
Figure 1. The Conceptual Framework of the Study.

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Significance of the study
This study is most significant to the following group of persons.
Students/Researchers. The students benefit from this study
because they can use this as a guide for improving and/or enhancing
their ability to do their tasks effectively. Additionally, academic
success is of utmost importance to the researcher.
Food establishment. The study is significant to food
establishments because it provides them with prior knowledge to
prepare their future chefs or workers in the field of food handling.
Participants. Participants benefit from the study because it is
the main focus, and the results could be used in their daily lives,
specifically on the job.
Institution. The study is significant to the college, particularly
the Santo Tomas College of Agriculture, Science, and Technology
because it demonstrates the school's confidence in fostering a
research culture.
Teachers. This study is beneficial to educators, particularly
those who are interested in the field of research because it provides
new literature or readings for future guides.
Definition of Terms

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The definitions and terminologies were used in this study. To
help readers understand the terms. The following terms are defined
operationally and theoretically:
Hash slinger. This term refers to a cook or waitress,
particularly at a diner or budget eatery. (In this context, "hash" refers
to a meal or stew made with diced meat and vegetables rather than
hashish.) Wurdz, G. (2022). In this study, the term hash slinger is a
person in charge of performing fundamental day-to-day food and
beverage service activities such as opening and closing, receiving food
and beverage orders, and preparing meals and beverages.
Organizational Management Support. The degree to which a
company supports employees' well-being through resources,
communication, reinforcement, and encouragement is referred to as
organizational support for well-being Clohessy, T., & Acton, T. (2019).
In this study, the term refers to employees' perceptions of how much
their employer values their contributions and cares about their
welfare Suifan et al., 2018).
Training. This term refers to the process of acquiring the
abilities necessary to do a specific task or activity Hall, Andrew K., et
al. (2020). In this study, the term refers to the process of developing
an employee's knowledge and abilities for a specific profession. It aims
to improve the job performance and work behavior of individuals who
have been trained.

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Employee Involvement. Employee involvement refers to
organizational structures that enable staff to systematically contribute
to decisions that have an impact on their job Neirotti, P. (2020).
Operationally, it refers to the active involvement of employees in
assessing the food establishment in fulfilling its goal to grow the food
business.
Employee Commitment. In this study, the term refers to the
loyalty of food handlers to their jobs and the food businesses (Taha,
S., et al., (2020). Operationally, the terms refer to a bond formed
between an employee and an organization in which the person wishes
to continue serving the organization and assisting it in achieving its
goals.
Organizational Food Safety Performance. In this study, the
terms refer to the organization-produced normative food safety
standards and guidelines. It is to create a conceptual framework and
indexes connecting food safety and nutrition Taha, S (2020).
Operationally, it refers to procedures followed throughout the
handling, processing, and distribution of food to ensure that
contaminants that can cause foodborne illnesses.
Workplace. The phrase "workplace" describes a location made
available to an employee for the purpose of conducting business. This
covers a wide range of locations, including workplaces like offices,
factories, farms, shops, and so on. In reality, in the age of digital
technology, a workplace can actually be anyplace with an internet and

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phone connection Edwards, L. (2020). Operationally, it refers to the
kitchen or dining area where the food handler works.
Management. Forecasting and planning, organization,
command, coordination, and control are all aspects of managing,
according to J.N. According to Schulze, management is the power that
propels, orientates, and steers an organization toward the
achievement of a predetermined goal Ramakrishna, N. (2019). In this
study, the term refers to a complete and sophisticated system
comprising the supervision of food gathering, selection, display, and
preservation.
Rewards. The terms refer to giving recognition or tokens as
showing value to the efforts of each employee. Additionally, receiving a
salary, awards are also offered to employees who satisfactorily
complete their job obligations and live up to the expectations of their
employers (Kapur, R. 2022). Operationally, the terms refer to
something given in exchange for a good or service received, or
something promised or given in exchange for some service or
achievement.
Recognition. The terms refer to giving commendable remarks
based on accomplishments or performance is what recognition entails.
This can occasionally take the shape of an honor, bonus, promotion,
or raise. Sometimes appreciation is shown more casually, such as by
a verbal thank-you or a handwritten note Robbins, M. (2019).
Additionally, they're inspiring and thrilling since everyone wants their

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hard work to be recognized. This study is an acknowledgment of the
efforts and hard work of food handlers.
Communication. The interchange of information and the
transfer of meaning is referred to as communication. (Katz and Kahn
2021). It is the very essence of the social system of an organization. In
addition, (Ordway Tead 2021), communication is a composite of
information that is given and received as a result of learning.
Operationally, it refers to the exchange of information between
individuals using a common set of symbols, signs, or behavior.

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Chapter II
METHODOLOGY
This chapter discusses the research method used in the study,
the research design, the research subject, the research respondents,
the research instruments, the data-gathering procedure, and
statistical treatment.
Research Design
The researchers used a descriptive-correlational research
design. In this method, data about the population being studied was
provided, but it can only describe the who, what, when, and how
situation, not the cause (Bloomfield, J., et al. 2019). Therefore,
descriptive research was used when the objective was to provide a
systematic description that was as factual and accurate as possible. It
provided the number of times something occurs, or frequency, which
lends itself to statistical calculation such as determining the average
number of occurrences or central tendencies (Seerem, E. 2019).

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Furthermore, it allowed the testing of expected relationships between
and among variables and the making of predictions.
Research Subject
This study was conducted in Barangay Tibal-og, Municipality of
Santo Tomas, Davao del Norte, specifically, in the hash houses in the
locality of Barangay Tibal-og. Santo. Tomas was a first-class
municipality in the province of Davao del Norte, Philippines. Latitude:
8° 11' 9.00" N Longitude: 125° 48' 10.79" E.
Research Respondents
The respondents of the study were the 150 persons who were
inclined with jobs towards food handling, specifically chefs,
waitresses, and waiters in barangay Tibal-og, in the Municipality of
Santo Tomas, Davao del Norte, where there were random food
handlers, and they were deemed to be knowledgeable about the
subject and capable of providing factual data that will be necessary for
the completion of the study. In this case, the researchers used
universal sampling, Also, it described the selection of participation at
random from a particular set of people. The results from the selected
individuals did not have the same effectiveness as the results from the
complete group. In the preseason not every member of the population
had the same chance of being chosen for the sample, and the
likelihood that any particular person was chosen is unknown (H Avron
· 2019).

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Table 1: Distribution of Respondents
RESPONDENTS TOTAL NO. Food Handler’s

Percentage
Feeder Road 1 25 16.66 %

Feeder Road 2 67 44.67%
TOTAL 150 100.00%
Research Instrument
Through the research literature, the researchers used adapted
survey questionnaires to measure the food management practices and
job satisfaction of the respondents.
The first part of the questionnaire was regarding food
management practices, made by TAHA, S. M. S. (2018), it consisted of
30 questions and consisted of five (5) components which were each
component had six (6) items that focused on organizational
management support. In addition, the second part of the
questionnaire concerning job satisfaction consisted of 30 questions
that consisted of five (5) components: workplace, management,
rewards, recognition, and communication. Each component had six
(6) questions to measure the level of job satisfaction in terms of that

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component except the last component’s communication had five (5)
questions (Takeshi Shimura et al., 2014).
Scaling was the branch of measurement that involved the
construction of an instrument; therefore, the researchers used the
following scales and their interpretations: strongly disagree (1),
disagree (2), neutral (3), agree (4), and strongly agree (5). The
researchers used a specific type of level measure so they could easily
utilize the appropriate description according to every categorized
question. Taaherdoost, H. (2022).
Scal Scale Descriptive

Interpretation
e Interval Level
This means food management practices
and job satisfaction are always
5 4.21 - 5.00 Very High
manifested.

and job satisfaction oftentimes
4 3.41 - 4.20 High
manifested.

and job satisfaction are sometimes
3 2.61 - 3.40 Moderate
manifested.

2 1.81 - 2.60 Low and job satisfaction are rarely manifested.

1 1.00 - 1.80 Very Low
and job satisfaction are less manifested.
Data Gathering Procedure

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This study was conducted during the school year 2022–2023 at
Santo Tomas College of Agriculture, Science, and Technology. The
following technical procedure was considered.
During the month of October, planning on the context and
procedure of the study was done. The preparation of data sources
from surveying respondents was included in the planning. The
formulation of a research questionnaire regarding the study or issues
that needed to be addressed was also done in the month of November,
and the letter of request that allowed the researchers to use the
adapted questionnaire was also done and sent to the rightful owner of
the questionnaire. In the same month, on November 24, 2022, the
title proposal was completed and approved by the distinguished
panelist.
A descriptive-correlational study design was employed by the
researchers. As a result, descriptive research is employed when the
goal is to produce a systematic description that is as factual and
accurate as possible (Bloomfield, J., et., al 2019). Moreover, the
panelists and the subject professor approved the researchers' use of a
modified questionnaire checklist. Through the use of a survey
questionnaire, the researcher carried out the study in Barangay Tibal-
og, Municipality of Santo Tomas, Davao del Norte. In order for the
respondents to complete the questionnaire fully aware of their
responsibility as the study's subject, the researcher emphasized the
significance of the respondents' responses to the study and clarified a
few concepts for them, including a letter of informed consent given to

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each individual as it educated them about the purpose, method, risks,
and benefits to be obtained before involving them in this research. The
respondents were asked to answer completely truthfully at the
researcher's request.
Additionally, the researcher made subjective decisions on the
sampling units Ulueta and Ostales (2021). This approach was the
most effective for choosing the sample for the study since the
researcher's objective was to ascertain the association between food
management practices and the job satisfaction of hash slingers in
barangay Tibal-Og. The researcher gathered and totaled the data for
analysis after the survey respondents provided their responses. When
deciding which statistical methods to employ and how to interpret the
data, the researchers consulted a statistician for assistance. The
researcher formulated judgments and suggestions for this study in
light of the findings.
Statistical Treatment
The data was assembled, categorized, arranged, and tabulated
as soon as the researchers had collected it. In order to respond to the
questions presented in the study, they underwent statistical analysis.
The frequency distribution, ordinal scale, and weighted mean were the
statistical instruments used (Mishra, P., et al., 2019).
Mean. This was used to determine the level of food management
practices and job satisfaction.
Person r. This tool was used to determine the relationship
between food management practices and job satisfaction.

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Chapter 3
RESULTS AND DISCUSSIONS
This chapter presents the analysis and interpretation of data
gathered from the hash slinger in Barangay Tibal-og. It discusses the
level of management practice, the level of job satisfaction of food
handlers, and the significant relationship between food management
practices and the job satisfaction of hash slingers in barangay Tibal-
og. The sequence of the problems presented was based on the
statement of the problem in Chapter 1.
Table 1 Level of food management practices of hash houses in terms

of organizational management support.

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Item Mean Standard Descriptive

Deviation Equivalent
1. The manager reminds the
staff about following food 4.34 0.74 Very High
safety practices.
2. Employees are reprimanded
when they failed to follow 4.19 0.79 High
food safety practices.
3. The manager is actively
involved in making sure that 4.20 0.80 Very High
safe food handling is practiced.
4. The manager ensures
cooperation among departments 4.27 0.78 Very High
so that customers safely
receive the food.
5. The manager enforces food
safety rules consistently with 4.31 0.77 Very High
all employees.
6. The manager inspires staff to
follow safe food handling
practices. 4.25 0.84 Very High
Average 4.26 0.79 Very High
Table 1 showed the descriptive statistics findings on
determining the level of food management practices of hash houses in
terms of organizational management support, which had an overall
Mean of 4.26 and SD of 0.79, which was described as very high,
implying that organizational management support of hash houses was
always manifested. It was also evident in the results that "The
management reminds the staff about following food safety practices"
had the highest Mean of 4.34 and SD of 0.74, with a descriptive level
of very high, implying that it was always manifested. This signified
that hash house management was very attentive to reminding their
personnel about food safety measures, which were always monitored
and practiced. This signified that hash house management was very
attentive to reminding their personnel about food safety measures,

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which are always monitored and practiced. Nevertheless, the study
entitled “Food safety knowledge, attitudes and practices of food
handlers in restaurants in Kuwait” concluded that, while food
handlers' knowledge, attitude, and practice levels were adequate,
some elements relating to cross-contamination, food pathogens, and
time and temperature control needed to be emphasized. Continuous
food safety training for food handlers made mandatory in Kuwait to
strengthen food handlers in regions where they appear to be
inadequate Sidhu, J. (2019).
Moreover, “Employees are reprimanded when they failed to
follow food safety practices” had the lowest Mean of 4.19 and SD of
0.79 with a descriptive level of high and which meant was oftentimes
manifested. This meant that food safety measures were tightly
enforced by the food management, and if a member of the staff failed
to follow the regulations, they faced dispensation. Moreover, Food
safety in Brazilian popular public restaurants: Food handlers’
knowledge and practices revealed that other food safety knowledge
problems relating to direct food contamination also had low
percentages, such as the right practice of meat defrosting and meat
temperature, as well as the proper measures to take in cases of hand
injuries and the cooling of leftovers. These elements were strongly
related to the multiplication of germs and can result in Foodborne
Disease situations. Food handlers also failed to exhibit knowledge of
adequate cleaning and sanitation concepts, with phases frequently

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ignored, and difficulties in SOP implementation were detected &
(Seabra, L. M. A. J. et., al., 2018).

of training.
1. Food safety training given to
staff is adequate to equip them 4.25 0.82 Very High
in case of hazards in the
workplace.
2. New recruits are trained
adequately to learn food safety 4.17 0.78 High
rules and procedures.
3. Staffs are adequately
trained for emergency 4.28 0.77 Very High
situations in the workplace.
4. The management encourages
the staff to attend food 4.28 0.80 Very
High
safety training programs.
5. Food safety issues are
given high priority in 4.21 0.84 Very High
training programs.
6. Gives comprehensive training
to the employees for health 4.37 0.79 Very High
and food safety issues.
Table 2 showed the descriptive statistics findings on
terms of training, which had an overall Mean of 4.25 and SD of 0.80,
which is described as very high, implying that training is always
manifested. It was also evident in the results that "Gives
comprehensive training to the employees for health and food safety
issues." had the highest Mean of 4.37 and SD of 0.79, with a
descriptive level of very high, implying that it is always manifested.
This signified that hash house management is primarily responsible

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for providing their personnel with essential food handling training.
Based on a study by (da Cunha, D. T. 2021), examined how behavior-
based tactics improved food safety procedures in the food service
industry, as well as the barriers to knowledge-based training. This
study emphasized the importance of a proactive food safety culture
and a better environment in fostering behavioral changes. Recognizing
the impact of organizational and environmental factors on food safety
was the first step toward improving it.
Furthermore, “New recruits were trained adequately to learn
food safety rules and procedures.” has the lowest Mean of 4.17 and SD
of 0.78 with a descriptive level of high and which meant was
oftentimes manifested. This means that food management recruits
new employees and puts them through special training to master food
safety principles and procedures before allocating them to their
various duties. The study by (Diogo Thimoteo da Cunha 2021),
entitled “Improving food safety practices in the foodservice industry”
showed that hard quality management, which included knowledge-
based training, inspection, rule enforcement, and process
management, was a widely utilized strategy to improve food safety.
Knowledge-based training was the most widely utilized technique in
the foodservice industry to improve food safety. Knowledge-based
training was an educational technique that focuses on educating
workers about important safety components. Employee training
showed benefits for both parties, greater job autonomy enhanced the
well-being of these service workers (Hutchison, A. 2019).

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Table 3 displayed the descriptive statistics findings on
terms of employee involvement, which had an overall Mean of 4.19
and SD of 0.81, which was described as high, implying that employee
involvement of hash houses was oftentimes manifested. It was also
evident in the results that "Gives comprehensive training to the
employees for health and food safety issues." has the highest Mean of
4.23 and SD of 0.82, with a descriptive level of very high, implying
that it was always manifested. This indicated that the hash house
management and staff had a solid connection on both sides,
particularly when it comes to implementing regular training for
employees on health and food safety concerns, particularly addressing
the public health risk associated with food safety issues. It anchored
the study of Masadeh, M. A. et al. (2018), showing that the findings
confirmed the impact of food safety training in enhancing F&B staff's
knowledge, which positively corresponds with their food handling
practices. Furthermore, this study investigated work environment
components influencing the transfer of taught knowledge into proper
food handling behaviors, such as management motivation, the
availability of necessary resources and facilities, and reinforcement
programs.

of employee involvement.
1. The management promotes
employee involvement in food 4.21 0.82 Very High
safety-related matters.

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2. The management has

food safety committees
consisting of representatives 4.19 0.76 High
of management and employees.
3. The management always
welcomes opinions from
employees before making the final 4.03 0.86 High
decisions on food safety
related matters.
4. The management encourages
the staff to attend food safety 4.23 0.80 Very High
training programs.
5. Food safety issues are given
high priority in training programs. 4. 23 0.81 Very High
6. Gives comprehensive training
to the employees for health 4.23 0.82 Very High
and food safety issues.
Average 4.19 0.81 High
Moreover, “The management always welcomes opinions from
employees before making final decisions on food safety related
matters” had the lowest Mean of 4.03 and SD of 0.86 with a
descriptive level of high and which meant was oftentimes manifested.
This signified that the management valued their employees' thoughts
and concerns concerning food safety plans and changes. Jaiswal, A.
K. et., al., (2019), study pointed out the significance of employee
involvement and frequent training of food service workers in
enhancing knowledge and, as a result, better and safer food handling
procedures, which contribute to food safety implementation.
The descriptive statistics findings on determining the level of
food management practices of hash houses in terms of employee
commitment were shown in table 4, which had an overall Mean of
4.25 and SD of 0.80, which was described as high, implying that
employee commitment of hash houses was oftentimes manifested, It

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was also evident in the results that "I follow food safety rules because
it is my responsibility to do so as food handler " had the highest Mean
of 4.36 and SD of 0.75, with a descriptive level of very high, implying
that it was always manifested. This signified that the employee of
Hash House takes responsibility for following and implementing food
safety rules and takes it as their main concern as the one who
prepared food for the guest. Through evaluation of the study of
Seabra, L. M. A. J. et., al., (2018), The application of food safety
training programs that included both knowledge and behavior-based
training was the best practice for ensuring effective training and
follow-through.
Moreover, “I prioritized teamwork over individual
accomplishments because I believed it assisted management
accomplishment its mission and goals” had the lowest Mean of 4.09
and SD of 0.86 with a descriptive level of high and which meant was
oftentimes manifested. This indicates that the food employee
collaborates with their coworkers and believes in vision and goals as a
group of achievement rather than individual accomplishment. It was
linked to the study of (Tsai, Y. C. et., al., 2020), the level of
friendliness in the workplace and organizational support had strong
relationships with job satisfaction. The level of friendliness in the
environment, inhabitants' self-realization and relationships, and
organizational support all demonstrated strong associations with
organizational commitment.

29

of employee commitment.
1. I follow food safety rules
because it is my responsibility 4.36 0.75 Very High
to do so as a food handler.
2. I keep my work area clean
because I care about 4.31 0.72 Very High
food safety.
3. Since it is my responsibility to
create healthy food
for consumption, food safety is 4.23 0.80 Very High
a top priority for me.
4. I follow food safety rules
because they are important 4.25 0.80 Very High
in consumers' health.
5. I have a great commitment
to my work, I take my job
seriously, I consistently 4.23 0.85 Very High
aim for excellence
and maximum productivity.
6. I prioritize teamwork over
individual accomplishments
because I believe it will assist 4.09 0.86 High
management accomplishment
its mission and goals.
Table 5 provided the descriptive statistical findings on
determining the level of hash house food management practices in
terms of organizational food safety performance, which has an overall
Mean of 4.20 and SD of 0.83, which is described as very high,
implying that organizational food safety performance of hash houses
is always manifested. It is also evident in the results that "The food
handlers demonstrate food safety knowledge and competence" has the
highest Mean of 4.29 and SD of 0.82, with a descriptive level of very
high, implying that it is always manifested. This signifies that food

30
handlers demonstrate good knowledge and favorable attitudes toward
food safety, such as food safety training received by food handlers,
and they demonstrate the importance of encouraging co-food handlers
to apply proper food handling techniques. Findings show that it was
necessary for businesses to "unlearn" food safety procedures and
techniques in a way that does not increase organizational, food safety,
or public health risk (Birchmore, et., al., 2023).
Moreover, “The result and scores of internal, external, and
regulatory food safeties were highly considered” has the lowest Mean
of 4.13 and SD of 0.77 with a descriptive level of high and which

31
means is oftentimes manifested. This means that Food contamination
and other food health risks can be caused by poor food handling
practices. To prevent food contamination, the food handler must be
knowledgeable, have a pleasant attitude, and follow proper food
handling procedures (de São José, J. F. B. (2021). The narrative
overview emphasized that, while the transactional parts of how food
service management is conceived, validated, deployed, monitored, and
verified remain largely unaltered, how corporate culture defined the
operation and efficacy of FSMS was becoming more crucial (Wallace,
C. A. 2019).
Displayed in Table 6 is a summary of the level of the
independent variable, which is the food management practices of hash
houses, which have an overall of 4.23 and SD of 0.81, which are
described as very high, implying that food management practices of
hash houses are always manifested. The findings also showed that
“organization management support” had the highest mean of 4.26 and
SD of 0.79 with a descriptive level of very high, implying that it was
always manifested. It means that, among the five dimensions of the
food management practices of hash houses, organizational
management support was the most common. It meant the food
management system completely supported well-being enhancement by
providing policies and practices, visible leadership and management
support, and role modeling.
Table 6. Summary on the level of food management practices of hash

houses.

32
Indicators Mean Standard Descriptive

1. Organization
management support. 4.26 0.79 Very High
2. Training. 4.25 0.80 Very High
3. Employee involvement. 4.19 0.81 High
4. Employee commitment. 4.25 0.80 Very High
5. Organizational food 4.20 0.83 Very High
Safety performance.
The findings revealed that leadership style and organizational
climate are positively associated with employees' food safety and
hygiene behaviors. The organizational atmosphere was dramatically
improved by transactional and transformational leadership (da
Cunha, D. T. et., al.,2020). The results of this study concluded that
talent management had a positive and significant effect on job
satisfaction, both directly and indirectly through mediating employee
engagement (Supono, J. et., al., 2020).
Furthermore, “employee involvement” had the lowest mean of
4.19 and SD of 0.81 among the five dimensions of food management
practice with a descriptive level of high, implying that it was
oftentimes manifested. It only meant that, among all factors in the
food management practices of hash houses, employee involvement
was the least concerned with food management based on the results
shown in the table. On the other hand, employee involvement is still
observed and applied by the food houses. Employee involvement
(Salanova et. al., 2018) found that through the study of the quality of
hotel and restaurant services, the level of employee engagement can

33
affect the organization's service climate and thus affect employee
performance and customer loyalty.
determining the level of job satisfaction of food handlers in terms of
the workplace, which had an overall Mean of 3.99 and an SD of 0.81,
which was described as very high, implying that job satisfaction of
food handlers in terms of the workplace was always manifested. It was
also evident in the results that "it's beneficial to express gratitude for
the abilities, knowledge, and viewpoint that a teammate contributes",
which had the highest Mean of 4.33 and SD of 0.71, with a descriptive
level of very high, implying that it was always manifested. This
indicated that the food handlers were highly pleased with the
management's display of gratitude for their efforts and
accomplishments on the job. Employees frequently expressed
gratitude to their coworkers for their knowledge and abilities, which
aided in task completion and team progress. Furthermore, in the
study of Koon, V. Y., & Ho, T. S. (2021), only workplace well-being was
found to have a mediating effect between perceived authentic
leadership and work engagement. These findings highlighted the
significance of workplace well-being in increasing job engagement.
Moreover, "I had to work harder at the workplace because the
people I work with are incompetent" had the lowest Mean of 1.03 and
SD of 2.51 with a descriptive level of low, which meant that it was
rarely manifested.

34
Table 7. Level of job satisfaction of food handlers in terms of the

workplace.
1. The management and its
employees easily adapt to the 4.27 0.80 Very High
trends and changes in
the workplace.
2. It's beneficial to express
gratitude for the abilities, 4.33 0.71 Very High
knowledge, and viewpoint
that a teammate contributes.
3. I have to work harder at
the workplace because the 1.03 2.51 Low
people I work with are
incompetent.
4. There is cooperation among
employees in the workplace. 4.26 0.76 Very High
5. All employees have equal
opportunity to go further 4.28 0.73 Very High
with their education.
6. My job is valued at 4.29 0.81 Very High
the community.
This signified that the food handler isn't competent enough to
work harder and was not driven by their co-worker, given that they
only work based on what was needed and what the company
described; they were unwilling to put in more effort to assist those
coworkers who had poor performance. According to the findings of the
study by Wen, S. et, al., (2019), food safety regulators in Guangdong
had an intermediate level of job satisfaction and engagement. In
comparison to their contentment with the organizational environment
and management, their satisfaction with their work qualities was the
most influential element driving job engagement. This finding was
linked to work and the contextual elements that contributed to

35
employees' favorable views about their occupations, depending on the
effectiveness of their work motivation Suifan, T. S. (2019).
The descriptive statistical findings on determining the level of
job satisfaction of food handlers in terms of management are shown in
Table 8, which had an overall Mean of 4.19 and SD of 0.79, which was
described as high, implying that job satisfaction of food handlers
terms of management was oftentimes manifested. It was also evident
in the results that "My management shows interest in my feelings and
acknowledges my concerns”, had the highest Mean of 4.25 and SD of
0.66, with a descriptive level of very high, implying that it was always
manifested. This suggested that the food management is listening to
its employees' issues, ideas, and sentiments regarding work and
business decisions. They value all employee’s ideas and views for the
company's future success (Hutchison, A. et., al., 2019).
Besides, “My management was competent in doing its job” had
the lowest Mean of 4.09 and SD of 0.82 with a descriptive level of high
and which meant it was oftentimes manifested. This indicated that the
food management was doing a good job of enforcing house standards,
particularly when it comes to guiding each staff member and
employee. They manage everything and make business-related
decisions. They go above and beyond to deal with any unforeseen
situation that occurs. The findings revealed that the managerial
approach had a favorable impact on employee engagement and

36
satisfaction but a negative impact on turnover intention (Alnaser, A.
(2020).
Table 8. Level of job satisfaction of food handlers in terms of

management.
1. My department or agency
has the right people and skills 4.23 0.81 Very High
to do its work.
2. My department or agency
practices high standards 4.15 0.78 High
and work ethics.
3. My management is competent
in doing its job. 4.09 0.82 High
4. My management shows
interest in my feelings and 4.25 0.66 Very High
acknowledges my concerns.
5. My management treats me
with dignity and respect. 4.20 0.85 Very High
6. My management holds me
and my co-workers accountable 4.20 0.84 Very High
for our performances.
Table 9 displayed the descriptive statistical findings on
rewards, which had an overall Mean of 4.15 and SD of 0.79, which
was described as high, implying that job satisfaction of food handlers
in terms of the workplace was oftentimes manifested. It is also evident
in the results that “I am satisfied with the benefits I receive”, had the
high, implying that it was oftentimes always manifested. This
indicated that the food handlers were very satisfied with the prizes
and benefits they obtained from the management or business owner.

37
They were satisfied with the remuneration they receive as a result of
their hard work and dedication to the success of a food business
(Norbu et., al., 2021) the findings, emotional and material rewards, as
well as their dimensions, have an important role in the establishment
of affective commitment, job performance, and turnover (intention
Han, H. et., al., 2020).
Table 9. Level of job satisfaction of food handlers in terms of rewards.

1. I feel I am being paid
a fair amount for my work. 4.19 0.81 High
2. I am satisfied with
the benefits I receive. 4.27 0.70 Very High
3. I would like to work more
hours than what is asked of me. 3.96 0.85 High
4. Employees are fairly and
promptly recognized and
rewarded via Recognition &
Reward. 4.23 0.81 Very
High
5. There are rewards given
to those who work here. 4.11 0.76 High
6. Rewards are divided equally
among team members. 4.15 0.83 High
Besides, “I had to work more hours than what was asked of me” had
the lowest Mean of 3.96 and SD of 0.85 with a descriptive level of high
and which meant was oftentimes manifested. This signifies that not all
food handlers were willing to work more hours than their job
description requires. That was, they simply allocated their hours
based on what management defined as payable. The investigation
produced three elements that indicated employee fulfillment: reward
and recognition, work environment, and employee empowerment. It is

38
concluded that factors such as reward, recognition, and work
environment had a substantial impact on employees' job satisfaction
(Wetprasit, P. 2021). In addition, Brick (2019), recognition was vital to
workplace culture and operation, which had an impact on staff
engagement. Employee recognition and rewards had a direct impact
on employee performance and served as an effective form of feedback.
recognition, which had an overall Mean of 4.14 and SD of 0.81, which
was described as high, implying that job satisfaction of food handlers
in terms of the workplace was oftentimes manifested. It was also
evident in the results that " I feel that my work is appreciated”, had the
high, implying that it was always manifested. This indicated that the
management appreciated the food handlers' effort, hard work, and
attention to their tasks, and they were recognized and valued by the
company. The influence of rewards and incentives received, as well as
training satisfaction, on employment commitment was also
investigated. On-the-job training and work shadowing were discovered
to have an effect on training satisfaction. Benefits and rewards, as
well as training pleasure, all influenced commitment (Singh, S. et., al.,
(2018).

39
Moreover, “I appreciated management recognition on our
anniversary” had the lowest Mean of 4.03 and SD of 0.85 with a

recognition.
1. I feel that my work is appreciated. 4.19 0.83 High
2. My performance evaluation
provides me with meaningful 4.17 0.74 High
information about my work.
3. I would appreciate management
recognition on our anniversary. 4.03 0.85 High
4. They are valued by the
management for their contributions 4.16 0.84 High
to the success of their team
and the business as a whole.
5. The management uses employee 4.17 0.77 High
recognition to show genuine
appreciation.
6. Provide awards for positive
performance or behavior to increase 4.14 0.84 High
staff engagement and morale.
This signifies that the management recognized and appreciates
food handlers during major events in the food industry; this
acknowledgment and appreciation was based on each employee's
production or success towards the end of the season or year.
Employee awards and recognition were found to have a large and
beneficial effect on employee performance, whereas job stress had a
significant and negative effect (Ali, S. 2019). The findings also
demonstrated that perceived organizational support mediated the
association between employee rewards, recognition, job stress, and
employee performance significantly and completely. As a result, this

40
study sheds light on critical elements that lead to improved employee
performance (Hussain, et., al., 2019).
Table 11 showed the descriptive statistical findings on
communication, which had an overall Mean 4.19 and an SD of 0.79,
which was described as high, implying that job satisfaction of food
handlers in terms of communication was oftentimes manifested. The
findings also showed that "the management promotes collaboration
and cooperation to produce better results for individuals, teams, and
organizations," which had the highest Mean of 4.27 and SD of 0.73,
with a descriptive level of very high, implying that it was always
manifested. This indicated that food management was always focused
on creating teamwork and cooperation among all employees with the
goal of increasing workplace productivity and supporting each
employee's well-being so that the entire team benefited as well as the
food establishment. The management was concerned not just with
increasing profits but also with the welfare of each employee.
Moreover, "I was informed of the things that I need to do my job
effectively", had the lowest Mean of 4.09 and SD of 0.81 with a
This signified that the food management or business owner informed
staff about the job rotation or the assigned tasks of every staff
member in the field. Therefore, the food handler executed their job
accordingly. Men and Yue (2019) concluded that effective

41
communication with the leader necessitates a better level of employee
involvement and satisfaction. Employees like a symmetrical
communication system and were happier when they felt heard and
valued.
The manner in which the leader communicated influences
employee attitudes and feelings about the leader. Employee delight
and pride were increased when leaders communicated with sympathy,
compassion, understanding, and authenticity. Employees preferred
regular, open, polite, empathetic, and communicative connections
with coworkers, and they were happier since they had comparable
views about job duties (Robinson and Thelen (2018).

communication.
1. Communication seems
good within this organization. 4.18 0.80 High
2. Employees are asked to
provide ideas for future plans. 4.21 0.76 Very High
3. I have the opportunity to
give ideas on decisions 4.18 0.84 High
affecting my work.
4. I am informed of the
things that I need to do 4.09 0.81 High
my job effectively.
5. The management promotes
collaboration and cooperation 4.27 0.73 Very High
to produce better results for
individuals, teams, and
organizations.
Displayed in Table 12 was a summary of the level of the
dependent variable, which was the job satisfaction of food handlers,

42
which had an overall of 4.13 and SD of 0.80, which was described as
high, implying that job satisfaction of food handlers was manifested.
The findings also showed that both “management and
communication” had the highest mean of 4.19 and SD of 0.79 with a
descriptive level of high, implying that were oftentimes manifested. It
meant that Communication and management received the highest
replies from respondents among the five dimensions of food handler
job satisfaction. It indicates that food handlers' satisfaction with their
jobs was highly dependent on how management treated each
employee, taking into account the aspects that influenced their
contentment with their working environment. Communication was
also important for each food handler's satisfaction; strong
communication helps staff and management enhance the working
environment. Leaders fostered recognition by giving employees the
opportunity to communicate issues they may be experiencing or to
provide input on workplace operations (Yuan, Lin, Shieh, & Li, 2018).
Table 12. Summary on the level of job satisfaction of food handlers.
Indicators Mean Standard Descriptive

1. Workplace 3.99 0.81 High
2. Management 4.19 0.79 High
3. Rewards 4.15 0.79 High
4. Recognition 4.14 0.81 High
5. Communication 4.19 0.79 High
Furthermore, the “Workplace” had the lowest mean of 3.99 and
SD of 0.81 among the five dimensions of job satisfaction among food

43
handlers with a descriptive level of high, implying that it was
oftentimes manifested. It simply indicates that, based on the results
provided in the table, food handlers were the least concerned of all
elements influencing job satisfaction in food handlers' workplaces. On
the other hand, the workplace was still seen as one of the most
important elements influencing food handler satisfaction; despite
having the lowest rate among respondents, some of them still want
their work environment to be safe and productive (Yuan, Lin, Shieh, &
Li, 2018). Similarly, the findings of the study titled "Burnout and Food
Safety: Understanding the Role of Job Satisfaction and Menu
Complexity in Foodservice" showed that foodservice employees exhibit
high levels of job motivation, job satisfaction, instances of burnout,
and food safety violations, all of which had a negative impact on
foodservice employees' job motivation. Job motivation had a favorable
impact on job satisfaction (Da Cunha, D. T. et al., 2021.
This portion displayed in Table 13 was the relationship between
the independent variable (food management practices) and the
dependent variable (job satisfaction of food handlers). The overall
mean of food management practices was 4.23, and the overall mean of
job satisfaction was 4.13, with an overall coefficient of correlation of
0.838 and a p-value of 0.000, which is lower than the 0.05 level of
significance.

44
Table 13: Significance of the Relationship Between the Variables
Variables Mea r p- Decision Decision on

Correlated n value on Ho Relationship
Food 4.23 0.838 0.000 Reject Significant

management
practices
4.13
Job Satisfaction
This means that there is a significant relationship that exists
between food management practices and the job satisfaction of food
handlers. The overall correlation coefficient of 0.838 also showed that
there was a correlation between the two variables
Moreover, the study entitled Food Safety Performance in
Food Manufacturing Facilities: The Influence of Management Practices
on Food Handler Commitment (Osaili, T. M., et., al 2020 discovered
that staff commitment was positively and significantly influenced by
training, communication, employee involvement, and organizational
management support and that employee commitment was positively
and significantly influenced by facility food safety performance. These
findings suggested that food handler dedication was an important
element in the link between all of the investigated management

45
methods and facility food safety performance. The study's findings
may have ramifications for food safety inspectors, enforcement
officials, training organizations, and food industry management in
terms of considering human factors in their work). In addition, Food
safety regulators in Guangdong had an intermediate level of job
satisfaction and engagement (Wen, S. et., al., 2019).

46
CHAPTER 4
SUMMARY, CONCLUSIONS, AND RECOMMENDATION
This chapter provides a summary of the study's primary
findings, and conclusions, as well as certain recommendations for
prospective implementations.
Summary
The study's primary findings are as follows:
1. The level of food management practices in hash houses
in terms of organizational management support got the highest
response among the rest of the five indicators had an overall mean of
4.26 and a descriptive equivalent of very high. It obtained an overall
standard deviation of 0.79. Nonetheless, regarding the level of food
management practices in hash houses in terms of employee
involvement the lowest response has an overall mean of 4.19 and a
descriptive equivalent of high. It obtained an overall standard
deviation of 0.8. The results showed that the level of food management
practices in hash houses has an overall mean of 4.20 and a
descriptive equivalent of very high. It had an overall standard
deviation of 0.83.
2. The level of job satisfaction of food handlers in terms of
management and communication got the highest responses and had
an overall mean of 4.19 and a descriptive equivalent of high. It

47
obtained an overall standard deviation of 0.79. Nevertheless, the level
of job satisfaction of food handlers in terms of recognition got the
lowest response which has an overall mean of 4.14 and a descriptive
equivalent of high. It obtained an overall standard deviation of 0.81.
The results revealed that the level of job satisfaction of food handlers
has an overall mean of 4.13 and a descriptive equivalent of high. It
had an overall standard deviation of 0.80.
3. The degree of relationship between food management
practices in hash houses and food handler job satisfaction revealed a
significant positive correlation (p-value 0.000). The p-value was set to
0.05 to indicate significance. Based on the findings, the null
hypotheses were rejected as a result of these findings.
Conclusion
The following conclusions were formed based on the
findings of the study.
1. The findings of food management practices revealed a
very high level, which was always manifested. It is evident, the food
management practices in the municipality of Santo Tomas, barangay
Tibal-og, were passionate about their work; they found their
employment meaningful and purposeful, and they were motivated and
inspired by their job as a food handler in a food establishment.
However, there were some employees who were so engaging in their
work.

48
2. The findings revealed a high level of job satisfaction
among food handlers in the locality, which was manifested. Food
handlers had a high degree of satisfaction, implying that food
handlers' job happiness was heavily dependent on how management
treated each employee, taking into account the aspects that
influenced their comfort with their working environment. However,
Results also showed that some employees were not satisfied with their
work because the management failed to recognize the hard work and
dedication of their employees.
3. The results revealed that there was a significant
correlation between the independent variable (food management
practices), and the dependent variable (job satisfaction of food
handlers). It was tested with a p-value of 0.000, which suggested that
null hypotheses were rejected. It meant that there was an immediate
correlation or relationship between food management practices hash
houses and job satisfaction among food handlers.
Recommendation
The aforementioned recommendations were given based on
the study's findings, analysis, and conclusion.
1. Food establishment owners or food-management
continue to implement food safety practices. It is significant to
implement because they supervise the preparation of food and
beverage services and delegate key tasks to supervise staff members,
all the way down to the lowest level of the staff hierarchy. They were in

49
charge of ensuring that consumers were satisfied with their dining
experience, not just for customer satisfaction but also for the job
satisfaction of all food handlers. Assuring that the food manager or
owner is a vital link for the entire crew. Moreover, the food
management considered employee participation in decision-making
and showed individuals throughout the organization that their opinion
was respected and trusted. It made employees feel less like cogs in a
machine and more like experts in their respective fields.
2. Food handlers have a pleasant working environment with
their coworkers and strong communication within the workplace; as a
result, each employee must feel a sense of belonging and satisfaction
with their work. However, both management and coworkers recognize
and acknowledge each employee's effort and hard work for each
accomplishment.
3. Future researchers continue to study additional elements
that mediate the relationship between hash house food management
practices and food handler job satisfaction that presented researchers
will be unable to include, which will be crucial to the research
community.

50
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Appendix A
Letter of Permission to Conduct the Study

56

57
Appendix B
Letter of Permission from the Author

58
Appendix C
Validation Forms

59

60

61

62
Appendix D
Informed Consent/ Assent

63

64

65

66

67

68

69
Appendix E
Ethics Certification

70

71
Appendix F
Grammarian Certification

72

73
Appendix G
Statistian Certification

74

75
Appendix H
Survey Questionnaire
Survey Questionnaire
Name (Optional): _____________________ Age: _____________

Direction: For each statement in the survey, please indicate
how much you Agree or disagree with the statement by putting a
check in the box on the right side of each statement. There are no
right or wrong answers. Your answers will be kept strictly confidential
and you will not be identified.
Scale:
5 – Strongly Agree (indicates that the characteristics are always
manifested)
4 – Agree (indicates that the characteristics are often manifested)
3 – Neutral (indicates that the characteristics are sometimes
manifested)
2 – Disagree (indicates that the characteristics are seldom manifested)
1 – Strongly Disagree (indicates that the characteristics are never
manifested)
Part I. Food Management Practices (The questionnaire was adapted

in the study of Sadi Mohammad Sadi Taha in 2018).
5 4 3 2 1
A. Organizational Management Support
1. The manager reminds the staff about following food

safety practices.
2. Employees are reprimanded when they failed to follow
food safety practices.
3. The manager is actively involved in making sure that
safe food handling is practiced.
4. The manager ensures cooperation among departments
so that customers safely receive the food.
5. The manager enforces food safety rules consistently
with all employees.
6. The manager inspires staff to follow safe food handling
practices.
B. Training
1. Food safety training given to staff is adequate to equip
them in case of hazards in the workplace.
2.New recruits are trained adequately to learn food safety
rules and procedures.
3. Staff are adequately trained for emergency situations
in the workplace.
76
4. The management encourages the staff to attend food

safety training programs.
5.Food safety issues are given high priority in training
programs.
6.Gives comprehensive training to the employees for
health and food safety issues.
C. Employee Involvement
1.The management promotes employee involvement in

food safety related matters.
2.The management has food safety committees consisting
of representatives of management and employees.
3. The management always welcomes opinions from
employees before making final decisions on food safety
related matters.
4.The management consults with employees regularly
about workplace health and food safety issues.
5.Employees sincerely participate in identifying food
safety problems.
6. The management always see to it that employees are
practicing safety food handling.
D. Employee Commitment
1.I follow food safety rules because it is my responsibility

to do so as food handler.
2.I keep my work area clean because I care about food
safety.
3. Since it is my responsibility to create healthy food for
consumption, food safety is a top priority for me.
4.I follow food safety rules because they are important to
consumers' health.
5. I have a great commitment to my work, I take my job
seriously, and I consistently aim for excellence and
maximum productivity.
6. I prioritize teamwork over individual accomplishments
because I believe it will assist management accomplish its
mission and goals.
E. Organizational Food Safety Performance
1.I/we demonstrate good personal hygiene.
2.The food handlers demonstrate food safety practices.
3.The result and scores of internal, external, and

regulatory food safeties are highly considered.
4. The food safety management system is being built,
changed, monitored, verified, validated, and recorded, as
was immediately expected.
77
5.The food handlers demonstrate food safety knowledge

and competence.
6.Finish food products comply with the specification and
standards.
Part II. Job Satisfaction (The questionnaire was adopted in the study
of Tomomi Nonaka, et al,).
A. Workplace 5 4 3 2 1
1. The management and its employees easily adapt to the

trends and changes in the workplace.
2. It's beneficial to express gratitude for the abilities,
knowledge, and viewpoint that a teammate contributes.
3.I have to work harder at the workplace because the
people I work with are incompetent.
4.There is cooperation among employees in the
workplace.
5.All employees have equal opportunity to go further with
their education
6.My job is valued in the community.
B. Management
1.My department or agency has the right people and

skills to do its work.
2.My department or agency practices high standards and
work ethics.
3.My management is competent in doing its job.
4.My management shows interest in my feelings and

acknowledges my concerns.
5.My management treats me with dignity and respect.
6.My management holds me and my co-workers

accountable for our performances.
C. Rewards
1.I feel I am being paid a fair amount for my work.
2.I am satisfied with the benefits I receive.
3.I would like to work more hours than what is ask from
me.
4. Employees are fairly and promptly recognized and
rewarded via Recognition & Reward.

78
5.There are rewards given for those who work here.
6. Rewards divided equally among team members.
D. Recognition
1.I feel that my work is appreciated.
2.My performance evaluation provides me with

meaningful information about my work.
3.I would appreciate management recognition on my
anniversary
4. They are valued by the management for their
contributions to the success of their team and the
business as a whole.
5.The management uses employee recognition to show
genuine appreciation.
6. Provide awards for positive performance or behavior to
increase staff engagement and morale.
E. Communication
1.Communication seems good within this organization.
2. Employees are asked to provide ideas for future plans.
3.I have the opportunity to give ideas on decisions

affecting my work
4.I am informed of the things that I need to do my job
effectively.
5.The management promotes collaboration and
cooperation to produce better results for individuals,
teams and organizations.

79
Appendix H
Routing Form

80

81

82

83

84
Appendix I
Curriculum Vitae

85
DEXTER JAY C. LATAWAN

Prk. 1-A, Menzi, Tibal-og , Sto. Tomas Davao Del Norte
Email address: djaylatawan03@gmail.com
Mobile No: 09630529166
PERSONAL INFORMATION
NICKNAME: D-jay
BIRTHDAY: July, 03,1999
BIRTHPLACE: Barangay Salvacion, Sto. Tomas Davao del Norte
AGE: 23 Years Old
NATIONALITY: Filipino
RELIGION: Roman Catholic
CIVIL STATUS: Single
FATHER’S NAME: Edwin T. Latawan
MOTHER’S NAME: Restie D. Calizo
EDUCATIONAL BACKGROUND
College: Sto. Tomas College of Agriculture, Sciences and

Technology
Under-Graduate
SECONDARY: Sto. Tomas National High School

Graduate
Menzi, Santo. Tomas Davao del Norte
2018-2019
PRIMARY: Sto. Tomas Elementary School SPED Center

Graduate
Fd Rd 1, Santo. Tomas Davao del Norte
2011-2012

86
CHARIVELLE C. RECAMADAS
Fd. Rd 2 Purok 7-B Tibal-og, Santo Tomas Davao del Norte
Email Address: charivellerecamadas@gmail.com
Mobile No: 09093978811
NICKNAME: Cha.x
BIRTHDAY: August 25, 2001
BIRTHPLACE: Fd. Rd 2 Purok 7-B Sto. Tomas Davao del Norte
AGE: 21 Years Old
RELIGION: Church Of God
FATHER’S NAME: ALAN A. RECAMADAS
MOTHER’S NAME: MARILYN C. RECAMADAS
Elementary Education
Level: Elementary School

School: Central Elementary School Sped Center
Location: Purok 4, Sto.Tomas Davao del Norte
Year: 2013-2014 (Graduated)
Secondary Education
Level: Junior High School

School: Semong National High School
Location: Purok 3, Semong Kapalong Davao del Norte
Year: 2017-2018 (Graduated)
Level: Senior High School

School: Sto.Tomas National High School
Location: Menzi, Sto.Tomas, Davao del Norte
Year: 2019- 2020 (Graduate)
Higher Education
Level: College
87
School: Sto. Tomas College of Agriculture, Sciences and

Technology
Location: Feeder Road 4, Brgy. Tibal- og, Santo Tomas, Davao del
Norte
Under-Graduate
APRIL JOY G. ABRILLA

Prk. 4 Northgate, Tibal-og , Sto. Tomas Davao Del Norte
Email Address: apriljoygatilagoabrilla@gmail.com
Mobile No: 09927022887
NICKNAME: Joy
BIRTHDAY: April 1, 2002
BIRTHPLACE: Barangay Tulalian , Sto. Tomas Davao del Norte
AGE: 21 Years Old
RELIGION: Roman Catholic
FATHER’S NAME: Antonio B. Abrilla
MOTHER’S NAME: Rosita G. Abrilla
SECONDARY: Sto. Tomas National High School

Graduate
Menzi, Santo. Tomas Davao del Norte
2018-2020
Marsman National High School

Graduate
Marsman Batulao Compound, Menzi Santo. Tomas
Davao del Norte
2014-2018
PRIMARY: Marsman Elementary School

Graduate
Marsman Batulao Compound, Menzi Santo. Tomas
Davao del Norte
2009-2014

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1

THE PROBLEM AND ITS SETTING

Background of the Study

The food handler’s employee was not committed and showed a

low level of motivation according to their job description, it only meant

handlers were not sufficiently inspired to work hard and be dedicated

to their jobs (K Juusolo, et al. 2020). It can cause a negative impact

unpleasant working environment and a lack of benefits and rewards

as recompense for their arduous work. Unrecognized workers can

their coworkers, management, and the business as a whole.

On the other hand, employees’ job behavior and efficiency were

positively impacted by management-supported techniques, as

mentioned by Osaili., et al., (2020). This was supported by the ideas

of Vasisht et al. (2018) that when management supports them,

employees are more committed to the company and their jobs. To

increase the effectiveness of the food safety management system,

supportive management practices in food establishments were

necessary. Managers can communicate with food handlers through

the organizational structure because communication is crucial

to comprehending food handler commitment. Employee commitment,

feelings of emotional attachment to their work, and comprehension

of organizational goals may all be improved by communication

between management and employees, especially when it comes to

In Tangerang Indonesia, lack of top management, insufficient

infrastructure and facilities, and inadequate organization size have a

negative effect on the improvements in employee skills, product

claimed that concerns about occupational health had received a lot of

attention recently in a variety of industries. The negative

consequences of emotional weariness and stress on employees' health,

work organization, and professionals who experience stressful or

anxious situations at work were some of the elements that have

contributed to this. As a result, these professionals consequently feel

unsatisfied and unmotivated they become less productive.

Numerous businesses shut down and many people lost their

employment in Bulacan, Philippines. It has been challenging to find

work in this circumstance. However, despite receiving low pay, many

people continue to labor. As J. Blanco, et al (2021). Accordingly, the

majority of fast-food workers were just minimally engaged in their

work. Because of the nature of the fast-food sector, it necessitates

STUDENT RESEARCH (ACD-ST)

and less challenging jobs. Yuan., et al (2020), noted that job

satisfaction had adverse direct effects on low fulfillment and turnover

intention in addition to other factors. As a result, the majority of fast-

food restaurants in the Philippines have cut back on their staff to

comply with government safety regulations. It was difficult for many

at the workplace, as well as in fast-food restaurants. As a result,

Kaycee Khyle Pasco., et al (2021). In in-service industries such as

restaurants, abusive customer behaviors may evoke emotional

exhaustion and dissatisfaction from employees in the food and

In Barangay Tibal-og of the Municipality of Santo Tomas, the

issues of employee satisfaction with the managerial approach in food

establishments had raised concerns now and then. Researchers

discovered a lack of training and orientation among food handlers in

the food industry in barangay Tibal-og, which can lead to low

employee commitment to the food establishment and cause low

organizational food safety performance.

However, according to some researchers, employee commitment

worked as a mediator between organizational success and employee

involvement, following the report of Taha et al. (2020), and they