Employee Satisfaction Across Organizational Dimensions: Evidence from a Private Higher Education Institution in Southern Philippines
DOI:
https://doi.org/10.31098/pba.v4i2.4061Keywords:
Employee Satisfaction, Organizational Climate, Work–Life Balance, Managerial Communication, Training adequacy, Age and tenure, Philippine Private Higher EducationAbstract
This study examined employee satisfaction across six organizational dimensions—role recognition, work climate, compensation and benefits, work–life balance, managerial communication, and training adequacy—and their relationships with age and tenure among employees of a private higher education institution in the Southern Philippines. A quantitative descriptive-correlational design was employed. All 301 eligible employees were invited to participate; 130 responded, and 122 valid responses were analyzed. Descriptive statistics summarized employees' perceptions, while Pearson's product-moment correlation examined significant associations among the six dimensions and between these dimensions and age and tenure. Role recognition (M = 3.26) and work climate (M = 3.22) received the highest ratings, while training adequacy (M = 2.85), compensation and benefits (M = 2.89), and work–life balance (M = 2.93) received comparatively lower ratings. Several organizational dimensions showed significant positive associations, including role recognition and work climate; training adequacy and role recognition; training adequacy and managerial communication; and managerial communication and work climate. Age was significantly associated with role recognition, managerial communication, and training adequacy, whereas tenure was not significantly associated with any dimension. The findings indicate that employee satisfaction is multidimensional and that several organizational conditions are significantly interconnected. The study contributes institution-specific evidence from a private higher education institution in the Southern Philippines. It integrates the Job Demands–Resources model, Self-Determination Theory, and the micro–macro HRM perspective to interpret these associations. The findings are contextual and should not be generalized to all Philippine higher education institutions.
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