College of Criminology Research Journal, Vol.

8, 2017

Job Satisfaction Levels of PNP Employees in a

Provincial City

Rodelio D. Basilio, Merjohn M. Cueto,

Evelyn M. Dumas, Mike Joseph B. Ortega,
Jeffrey D. Zapata, Merwina Lou A. Bautista

College of Criminal Justice, Lyceum of the Philippines

University, Batangas City, Philippines

Abstract - This study focuses on assessing the job

satisfaction of the employees of PNP in Batangas City,
Philippines. It aimed to evaluate their satisfaction levels in
terms of compensation and benefits, working condition and
work itself, interpersonal relationship and supervision, and
policies and recognition; and determine if there is a significant
difference between the satisfaction levels of respondents when
grouped according to profile variables. The researchers used
the descriptive method of research and data were collected
using an adapted survey questionnaire from 82 PNP police
officers assigned at the Batangas City Police Station. Results of
the study showed that the employees of PNP Batangas City were
26 - 35 years old, married, has a tenure of 5 years and below,
and with a salary range of Php. 20,001 - 25,000; the employees
of Batangas City PNP are satisfied with their jobs across all job
satisfaction factors; there are significant differences in the
responses towards job satisfaction when grouped according to
profile variables for the category compensation and benefits,
significant differences towards job satisfaction when grouped
according to profile variables of civil status, tenure, and salary
range for working condition and work itself, significant
differences towards job satisfaction when grouped according to
salary range for interpersonal relationships and supervision,
significant differences towards job satisfaction when grouped
according to salary range for the category of policies and
recognition.
Keywords: Job Satisfaction, PNP Employees, Job
Performance

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INTRODUCTION
Law enforcement is a system by which some members of
a society act in an organized manner to enforce the law by
discovering, deterring, rehabilitating, or punishing people who
violate the rules and norms governing that said society (Hess &
Orthmann, 2012). It is most frequently implemented by those who
directly engage in patrols or surveillance to dissuade and discover
criminal activity, and those who investigate crimes and apprehend
offenders, a task typically carried out by the police.
In the Philippines, law enforcement is primarily being
implemented by the Philippine National Police (PNP). History
declares that the first police organization in the Philippines was
established at the time of presidency of Emilio Aguinaldo through
the use of the Constitution of the Revolutionary Government
(Center for Police Strategy Management, 2012).
The fact that law enforcement is implemented by people,
it is implied that all law enforcers need job satisfaction in order to
perform well. The police are human beings and are employees,
whom of which experience satisfaction levels in their jobs which
are found to be factors that are directly related to an employee’s
performance (Abubakar & Abubakar, 2013).
As of the time of writing, there were no available
comparative studies regarding the satisfaction levels of law
enforcers globally. However, since there is a proven correlation
between performance and job satisfaction, a list of the top
performing police organization provides insight. A report by
Infotainworld (2016) cites that the best police forces globally
include the California Highway Patrol of the USA, Royal
Canadian Mounted Police of Canada, the Metropolitan Police
Service of England, the Australian Federal Police, the New York
Police Department, The People’s Armed Forces of China, New
Zealand Police, Federal Police of Austria, Garda Síochána of
Ireland, and ranked first is the Icelandic Police of Iceland.
In the Philippines, various studies regarding the job
satisfaction levels of police officers were done scoping varying
jurisdictions. All of which conclude that the police officers were
satisfied. Particularly, a study by Bantang et. al. (2013) arrived
with their findings, using a 5-point-scale, that the Manila Police

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District officers were satisfied with their jobs. There is no study

assessing the job satisfaction of police officers yet.
Job satisfaction is a multi-defined term. However, it is
best described as “a pleasurable or positive emotional state
resulting from the appraisal of one's job or job experiences”
(Judge & Klinger, 2008). There are numerous factors affecting job
satisfaction. Such factors include employee compensation and
benefits, the working conditions, the work itself, workplace
relationships, company policies, employee appraisal and
recognition, and other various factors.
In line with the shortage of researches regarding job
satisfaction levels of Batangas PNP officers, and as future police
officers, the researchers pursued the completion of this study in
order to gather and provide information regarding the job
satisfaction of a police officers in Batangas City.

OBJECTIVES OF THE STUDY

This study, in its course of completion, sought to
determine the job satisfaction levels of PNP in Batangas City.
More specifically, the study aims to identify the socio-
demographic profile of the respondents in terms of sex, age, civil
status, tenure, and salary range; determine the satisfaction levels
of the respondents in terms of compensation and benefits, working
condition and work itself, interpersonal relationship and
supervision, and policies and recognition; and determine if there
is a significant difference in the satisfaction levels of the
respondents when grouped according to profile variables.

METHODS

Research Design
This study used the Descriptive Method of research. The
Descriptive Method is the exploration and description of
phenomena in real life situation. It proves accurate account of
characteristics of particular, individual, meanings, describes what
exist. It is a purposive process of data gathering, analyzing,
classifying and tabulating data about prevailing conditions,
practices, beliefs, process trends, and cause-effect relationships
and then adequate and accurate interpretation about such data with

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or without aid of statistical treatment (Calderon & Gonzales,

2010).

Participants of the study

The participants for this study were employed police
officers assigned at the Batangas City PNP Police Station located
at Poblacion, Batangas City. There were a total of 100 respondents
coming from all locations. However, some of the possible
respondents were unavailable due to being deployed at various
areas, the researchers were only able to collect data from 82
respondents, making the sample size of this study only 82.

Instrument
In order to gather pertinent data, this study used an
adapted questionnaire by the study of Torres (2015) which is
composed of two sections.
The first section pertained to the socio-demographic
profile of the respondents in terms of age, civil status, tenure, and
salary range.
The second section of the questionnaire dealt with the
satisfaction levels of the respondents in categories of
compensation and benefits, working condition and work itself,
interpersonal relationship and supervision, and policies and
recognition.

Data Gathering Procedure

The questionnaire was presented to the research adviser
for evaluation, possible adjustments, and approval. After
acquiring approval, the questionnaire was reproduced amounting
to the same number of target respondents of the study for
distribution.
The survey questionnaire was distributed by the
researchers in person. The researchers traveled to the PNP station
in Batangas City. The researchers were accommodated by one
none uniformed personnel (NUP) at the station. After discussing
the details of the research, the researchers were assisted by the
NUP in distributing the questionnaires. The data collection
process has been favorable to the researchers as all of the available

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personnel of Batangas City PNP were helpful and

accommodating.
The questionnaires were collected after being filled-up by
the respondents; however, the researchers came up with a retrieval
rate of 82 percent. Afterwards, the responses were tabulated and
prepared for statistical treatment and analysis.

Data Analysis
The needed data was tallied, encoded, and interpreted
using different statistical tools. These include frequency
distribution, weighted mean, and Analysis of Variance
(ANOVA) which was based on the objectives of the study.
The data was treated using PASW version 18, a statistical
software, in order to analyze the results of the study. The
given scale was used to interpret the result of the data
gathered: 3.50 – 4.00 = Highly Satisfied; 2.50 – 3.49 =
Satisfied; 1.50 – 2.49 = Dissatisfied; 1.00 – 1.49 = Highly
Dissatisfied

RESULTS AND DISCUSSION

Table 1. Percentage Distribution of the Respondents’ Profile

Profile Variables Frequency Percentage (%)
Age 25 years old and below 30 36.60
26 – 35 years old 33 40.20
36 – 45 years old 19 23.20
Civil Status
Single 38 46.30
Married 40 48.80
Widow/Widower 4 4.90
Tenure
5 years and below 31 37.80
6 – 10 years 30 36.60
11 – 15 years 3 3.700
16 – 20 years 18 22.00
Salary Range
Php.15,000 and below 4 4.90
Php.15,001 – 20,000 4 4.90
Php.20,001 – 25,000 37 45.10
Php.25,001 – 30,000 11 13.40
Php.30,001 – 35,000 14 17.10
Php.35,001 – 40,000 12 14.60

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Table 1 shows the frequency distribution of the

respondents' profile in terms of age, civil status, tenure, and salary
range.
In terms of age, it can be seen that 33 or 40.20 percent of
the respondents were 26 - 35 years old, while 30 or 36.60 percent
were aged 25 years old and below and that 19 or 23.20 percent of
the respondents were aged 36 - 45 years old. This result agrees
with the requirements imposed upon by NAPOLCOM initial entry
guidelines specifically found within Memorandum Circular No.
2013-004 (NAPOLCOM, 2013).
In terms of civil status, 50 or 48.80 percent of the
respondents were married, while 38 or 46.30 percent were single.
Only 4 or 4.90 percent were widows/widowers. This result agrees
with the demographics information provided for by Batangas City
(2013) website regarding the civil status of the residents.
In terms of tenure, 31 or 37.80 percent of the respondents
were employed 5 years and below, while 30 or 36.60 percent of
the respondents were employed between of 6 - 10 years. Further,
18 or 22.00 percent claimed to have a tenure of 16 - 20 years and
only 3 or 3.70 percent have a tenure of 11 - 15 years. This result
concurs with the demographic results in the study of Bantang et.
al. (2013) wherein 66 percent of the police respondents in their
study have lengths of service of 6 years or more.
In terms of salary range, majority of the respondents have
salaries between Php. 20,001 - 25,000 with a frequency of 37 or
45.10 percent, while 14 or 17.10 percent have salaries between
Php, 30,001 - 35,000. 11 or 13.40 percent of the respondents have
salaries between Php. 35,001 - 40,000, 11 or 13.40 percent have
salaries between Php. 25,001 - 30,000. Lastly the salary ranges of
Php. 15,000 and below and Php. 15,001 - 20,000 both have
frequencies of 4 or 4.90 percent. The researchers believe that these
results are in line with the implementation of Executive Order No.
201, S.2016 which modified and adjusted the salary ranges of all
civilian, military and uniformed personnel (Official Gazette,
2016).
Table 2 reveals that the over-all satisfaction of the
respondents on their job with regards to compensation and
benefits was satisfied with a composite mean of 2.82. This

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indicates that the respondents were generally satisfied with their

compensation and benefits.

Table 2. Job Satisfaction with Regards to Compensation and

Benefits
Indicators WM VI Rank
1. Compensation is based on
educational attainment and
3.02 Satisfied 1
qualifications that match my job
responsibility.
2. Performance evaluation is
considered in determining our salary 2.83 Satisfied 3
increase.
3. Experiences related to current
position are considered in determining 2.77 Satisfied 4
our compensation as employees
4. Health insurance maternity,
paternity leaves are enjoyed by regular 2.89 Satisfied 2
employees.
5. Cost of living allowance and free
accommodations are provided and 2.59 Satisfied 5
enjoyed.
Composite Mean 2.82 Satisfied

Among the items cited, the respondents are satisfied that

"Compensation is based on educational attainment and
qualifications that match my job responsibility" which obtained
the highest weighted mean score of 3.02. On the other hand, items
such as experiences related to current position are considered in
determining our compensation as employees and cost of living
allowance and free accommodations are provided and enjoyed got
the lowest mean values of 2.77 and 2.59 respectively, though rated
satisfied. The researchers believe that indicator relating to cost of
living allowance and accommodations ranked the least, although
still verbally interpreted as "satisfied", because these items are
already computed within the basic salary and are not basis for
salary increase and additional benefits. Though police officers
have numerous experiences related to their current job, it will not
affect their salary rate unless these will obtain merit or points

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during performance evaluation and can be used as basis for

promotion.
This means that educational attainment and the skill sets
of each employee plays a factor into computing compensation
coupled with the tasks involved with the job responsibility. It can
be implied from this result that the educational attainment,
qualifications, and job responsibility are the main basis for
computing the amount of compensation to be received.
This result where compensation is relevant to educational
attainment, qualifications, and job responsibility ranking highest
among the citations indicates that the organization of Batangas
PNP follows in the Performance Evaluation System as indicated
at Republic Act No. 6975, Article B. Section 37 - Performance
Evaluation System (Law Phil, 2009). Additionally, this resonates
with the statement of Judge and Klinger (2008) that the
compensation, benefits, and the work itself are part of employee
appraisal. It was followed by health insurance maternity, paternity
leaves are enjoyed by regular employees and performance
evaluation is considered in determining our salary increase”.

Table 3. Job Satisfaction With Regards to Working Condition

and Work Itself
Indicators WM VI Rank
1. There is spacious and well
2.66 Satisfied 4
ventilated working space.
2. There are sufficient technical
facilities which are clean and Satisfied 5
updated regularly. 2.56
3. There is flexibility in
scheduling the work load and 2.74 Satisfied 3
safety in the workplace.
4. My work gives me a unique
3.00 Satisfied 1
feeling of accomplishment.
5. The work motivates me to
carry out the best of my abilities
2.94 Satisfied 2
which delivers me to convey
ownership of my work.
Composite Mean 2.78 Satisfied
Table 3 shows the job satisfaction of the respondents with
regards to working conditions and workitself. The omposite mean
of 2.78, verbally interpreted as satisfied, indicates that the

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respondents have satisfactory working conditions and satisfying

tasks.
Among the items cited, the indicator My work gives me a
unique feeling of accomplishment acquired the highest weighted
mean of 3.00, verbally interpreted as satisfied. On the other hand
of the rankings, the indicators "There is spacious and well
ventilated working space" and "There are sufficient technical
facilities which are clean and updated regularly" ranked the least
with weighted means of 2.66 and 2.56 respectively. This result
means that the current working space, facilities and equipment,
although of at average levels, could help improve the working
conditions and performances of the employees if subjected for
improvement.
It can be inferred from this result that working in the PNP
is a satisfying job as it gives employees a sense of value from their
work. This result shows that being part of the PNP is a fruitful,
fulfilling, and satisfying career as described by the respondents
and that the police officers have a high value perception of their
jobs.
This identically resonates with the discussion regarding
the factor of perception of value which plays a primary role in the
overall satisfaction of an employee as discussed by Verma, Das,
and Abraham (2013). In addition, this further agreed with the
statement of Torres (2015) that working conditions affect job
satisfaction.
Table 4 presents the job satisfaction of the respondents
with regards to interpersonal relationship and supervision. The
composite mean of 2.80, verbally interpreted as satisfied,
indicates that there is a good working relationship between
employees and their superiors.
Among the indicators, the citation "I feel a strong sense
of belongingness when working in a group" acquired the highest
weighted mean of 2.94, verbally interpreted as satisfied. On the
other hand, the citations "My superior keeps track at my mistakes
in my performance that need to be corrected" and "I have a
harmonious relationship between my superior and my colleagues
and they show concerns for my wellbeing" garnered the least
weighted means of 2.73 and 2.66 respectively. Although least
ranking, the values are verbally interpreted as satisfied.

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Table 4. Job Satisfaction with Regards to Interpersonal

Relationship and Supervision
Indicators WM VI Rank
1. I feel a strong sense of belongingness
2.94 Satisfied 1
when working in a group.
2. My superior keeps track at my mistakes
in my performance that need to be 2.73 Satisfied 4
corrected.
3. There are opportunities for honest,
transparent, and social interaction among 2.74 Satisfied 3
employees.
4. I have a harmonious relationship
between my superior and my colleagues and 2.66 Satisfied 5
they show concerns for my wellbeing
5. My superiors tap talents and resources
with high creativity, intuition, knowledge,
commitment, humanity, versatility, 2.91 Satisfied 2
discipline, focus, leadership, skills and
perform as a role model tous.
Composite Mean 2.80 Satisfied

It can be inferred from this that the employees of the PNP

are performing as a team to achieve its tasks and objectives.
Additionally, the results show that the indicators were being
experienced by the respondents at satisfactory levels as well,
which ultimately contributes to the satisfaction levels of the
employees.
The results agree with the statement of Tam and Rigsbee
(2013) that meaningful work in addition to good personal
relationships are key factors to job satisfaction. Additionally, it
agrees with the discussion of Insoria (2014) that it is necessary for
the police hierarchy to strengthen attitudes toward work through
motivation which is to be initially given by superiors.
Table 5 shows the job satisfaction of the respondents
with regards to policies and recognition. The composite mean of
2.89 indicates that the respondents were satisfied with the
policies and recognition at their place of work.

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Table 5. Job Satisfaction with Regards to Policies and

Recognition
Indicators WM VI Rank
1. The employees manual
clearly defines the company
3.01 Satisfied 1
policies and regulations and are
easy to understand.
2. I agree that company
policies are fair to everyone, 2.88 Satisfied 3.5
and have an easy access to them
3. There is consistency, timely,
and descent scheme of
evaluating employees’ 2.84 Satisfied 6.5
performance according to
standard.
4. I receive enough feedback
on how I perform my job and
2.88 Satisfied 3.5
my superior stimulates me to do
my job well.
5. I am recognized for my
major achievements
accomplishments, small 2.87 Satisfied 5
victories thru an employee
program of the company.
6. I am rewarded for my
loyalty, wow performance and 2.89 Satisfied 2
added responsibilities.
7. I am recognized by the
company’s provision trainings
and seminars for my own 2.84 Satisfied 6.5
personal growth and
enhancement.
Composite Mean 2.89 Satisfied

Among the citations, the indicator "The employees

manual clearly defines the company policies and regulations and
are easy to understand" garnered the highest weighted mean of
3.01. It was followed by "I am rewarded for my loyalty, wow
performance and added responsibilities" with a weighted mean of

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2.89, verbally interpreted as satisfied. On the other hand, the

indicators "There is consistency, timely, and descent scheme of
evaluating employees’ performance according to standard" and "I
am recognized by the company’s provision trainings and seminars
for my own personal growth and enhancement" acquired the least
weighted mean both with 2.84, verbally interpreted as satisfied.
Although least ranked, the verbal interpretation of satisfied
indicates that these items were being experienced by the
respondents at satisfactory levels.
It can be inferred from this result that the organization has
well defined policies and regulation which are being implemented
fairly to all which factors to a satisfactory working condition. This
means that the PNP Batangas practice the citations in this category
as it plays an important role in the overall job satisfaction of all its
employees.
This result concurs with the statement of Balasundaram
and Brabete (2010) regarding the influence of fair promotion
coupled with reasonable pay for appropriate work being a factor
which leads to good working conditions and employee
performance as it reflects good implementation of policies and
regulations. Additionally, the result agrees with the positive
ratings of the PNP (2006) regarding performance targets, rewards,
and job satisfaction, and further serves as evidence of the proper
implementation of RA 6875 Article B. Section 38.

Table 6. Summary Table on the Job Satisfaction

Indicators WM VI Rank
1.Compensation and
2.82 Satisfied 2
Benefits
2.Working condition and work
2.78 Satisfied 4
itself
3.Interpersonal Relationship
2.80 Satisfied 3
and Supervision
4.Policies and
2.89 Satisfied 1
Recognition
Composite Mean 2.82 Satisfied

Table 6 shows the overall summary job satisfaction of

the respondents. The composite mean of 2.82, verbally

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interpreted as satisfied indicates that the respondents were

generally satisfied with their jobs.
Among the variables of assessment, policies and
recognition ranked first with a weighted mean of 2.89, followed
by compensation and benefits with 2.82, and then by
interpersonal relationship and supervision with 2.80, and lastly
with working condition and work itself with 2.78. All of which
are verbally interpreted as satisfied.
It can be inferred from this that although there is an
adequate job satisfaction for the employees, there is still room
for improvement in all areas.
Initially, this result concurs with the PNP survey results
in 2006 where it was recorded that there were highly positive
ratings with regards to clarity of individual performance targets,
rewards and job satisfaction. Additionally, this result agrees with
the statement of Inasoria (2014) wherein it was discussed that
improvements can always be made through motivation, better
pay, more benefits, and other opportunities.

Table 7. Difference on the Responses on Job Satisfaction

(Compensation and Benefits) When Grouped According to
Profile Variables
Profile Variables F-value p-value Interpretation
Age 4.358 0.016 Significant
Civil Status 4.192 0.019 Significant
Tenure 4.120 0.009 Significant
Salary Range 11.848 0.000 Significant
Legend: Significant at p-value < 0.05

Table 7 presents the Difference on the Responses on Job

Satisfaction (Compensation and Benefits) When Grouped
According to Profile Variables.
As shown from the table, all computed p-values were all
less than 0.05 alpha level, thus the null hypothesis of no significant
difference on the job satisfaction with regards to compensation
and benefits when grouped according to profile variables is
rejected.

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This means that the satisfaction of the respondents varies

across each profile. The researchers believe that the variances in
this area is linked together. A younger person is stereotypically
said to have less needs than an older person. The same situation
can be said between a single person and a married person. Tenure
is generally relative to the age of a person, thus the same situation
can be observed. Lastly, the needs of people across varying
demographic profiles are generally met through their
compensation, thus the significant variances in their salary range.
The variances in this result have similarities with the
variances in the study of Abalde (2014) wherein it was discussed
that although the NUP’s generally have high satisfaction levels
towards compensation and benefits, still have variances
depending on personal profile.

Table 8. Difference on the Responses on Job Satisfaction

(Working condition and work itself) When Grouped
According to Profile Variables
Profile Variables F-value p-value Interpretation
Age 2.404 0.097 Not Significant
Civil Status 3.164 0.048 Significant
Tenure 3.174 0.029 Significant
Salary Range 9.066 0.000 Highly Significant
Legend: Significant at p-value < 0.05

Table 8 presents the Difference on the Responses on Job

Satisfaction (Working condition and work itself) When Grouped
According to Profile Variables.
Based from the result, civil status (0.048), tenure (0.029)
and salary range (0.000) shows that the computed p-values were
less than 0.05 alpha level, thus the null hypothesis of no
significant difference on the job satisfaction with regards to
working condition and work itself when grouped according to
profile variables is rejected. This means that the satisfaction of
the respondents varies across the three profile variables (civil
status, tenure and salary range).
It can be inferred from this result that single employees,
married employees, and widow/widower employees have
different perceptions of the working conditions. The same can be

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said for people with different lengths of tenure and different

salary ranges. This means that the working conditions are viewed
differently by people of different civil statuses, tenure, and salary
range and has an impact towards their is their perception of the
job leading to varying satisfaction levels.
This resonates with the discussion of Verma, Das, and
Abraham (2013) regarding how different people are impacted by
working conditions in their perception of their ability to do the
job as well as their perception of job satisfaction levels due from
it.

Table 9 Difference on the Responses on Job Satisfaction

(Interpersonal Relationship and Supervision) When
Grouped According to Profile Variables
Profile Variables F-value p-value Interpretation
Age 2.921 0.060 Not Significant
Civil Status 0.178 0.837 Not Significant
Tenure 2.251 0.089 Not Significant
Salary Range 3.284 0.010 Significant
Legend: Significant at p-value < 0.05

Table 9 presents the Difference on the Responses on

Job Satisfaction (Interpersonal Relationship and Supervision)
When Grouped According to Profile Variables.
It can be gleaned that only salary range shows
significant difference since the obtained p-value of 0.010 is less
than 0.05 alpha level, thus the null hypothesis of no significant
difference on the job satisfaction with regards to interpersonal
relationship and supervision when grouped according to salary
range is rejected.
This means that the satisfaction of the respondents
varies according to what they earned in relation to their working
relationships and the kind of supervision received. Manning
different positions also mean that the said positions have
different tasks and supervision. Employees may have viewed
being supervised by another superior to be more worth it
relative to their current salary.
This resonates with the discussion of Widmer, Oswald,
Proto, and Sgroi (2014) on how workplace relationships affect

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the personal well-being of an employee and how it affects their

over-all job satisfaction levels.

Table 10 Difference on the Responses on Job Satisfaction

(Policies and Recognition) When Grouped According to
Profile Variables
Profile Variables F-value p-value Interpretation
Age 1.310 0.276 Not Significant
Civil Status 1.965 0.147 Not Significant
Tenure 1.558 0.206 Not Significant
Salary Range 6.452 0.000 Highly Significant
Legend: Significant at p-value < 0.05

Table 10 presents the Difference on the Responses on

Job Satisfaction (Policies and Recognition) When Grouped
According to Profile Variables.
As shown, only salary range shows significant difference
since the obtained p-value of 0.000 is less than 0.05 alpha level,
thus the null hypothesis of no significant difference on the job
satisfaction with regards to policies and supervision when grouped
according to salary range is rejected. This means that the
satisfaction of the respondents varies according to what they
earned.
It can be inferred from this result that the respondents
place a highly significant value on their salaries and make it a
highly relevant basis on the implementation of policies and
recognition within the organization. The researchers believe this
is primarily due to the fact that the salaries of the employees were
greatly affected by the policies.
This concurs with the statement of Balasundaram and
Brabete (2010) regarding the influence of fair promotion coupled
with reasonable pay for appropriate work being a factor which
leads to good working conditions and job satisfaction, however,
the variances can be explained by the fact that not all experience
having promotions.

Proposed Action Plan

Table 4 displays sets of activities with its specifics and
details to be implemented by various people and organizations

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which the researchers believe may be able to help improve the

overall job satisfaction of the employees of Batangas City PNP.

Table 11 Proposed Action Plans

Key Result Strategies/Activities Performance Persons Time
Area Indicator Responsible line
Salary Re-evaluating and Increase in President of the 2016
increases and analyzing the salaries, Philippines, the To
housing current Availability Senate, the 2022
benefits compensation of of housing Congress, Pag-
The PNP personnel programs IBIG
and establishing
affordable housing
programs.
Acquiring Analyzing the Availability PNP Top 2016
better technical facility and of Management, To
Facilities and equipment Improved Chief of Police 2022
modern requirement of the facilities and
equipment daily operations of modern
the PNP headed equipment
Towards the for
acquisition of such work use of
tools. PNP
personnel
Conducting Scheduling of Improved Chief of Police Every
team building regular team working
activities building activities relationships
leading to
Improved working
relationships.
Allocating Analyzing the Availability President of the 2016
sufficient requirements and of Philippines, the To
budget for allotting budget for Specialized Senate, the 2022
specialized specialized training training Congress, PNP
training programs to develop programs Top
programs expertise amongst Management
personnel.

CONCLUSIONS
The employees of PNP Batangas City were 26 - 35 years
old, married, has a tenure of 5 years and below, and with a salary
range of Php. 20,001 - 25,000. The employees of Batangas City

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PNP are satisfied with their jobs across all job satisfaction factors.
There are significant differences in the responses towards job
satisfaction when grouped according to profile variables for the
category compensation and benefits; significant differences
towards job satisfaction when grouped according to profile
variables of civil status, tenure, and salary range for the category
working condition and work itself; significant differences towards
job satisfaction when grouped according to profile variables of
salary range for the category of interpersonal relationships and
supervision; and significant differences towards job satisfaction
when grouped according to profile variable of salary range for the
category of policies and recognition. A proposed plan of action
was developed.

RECOMMENDATIONS
The Office of the President, the Senate, and the Congress
may try to re-evaluate and analyze possible compensation
increases for the PNP employees and, through coordinating with
Pag-IBIG, be able to come up with satisfactory housing benefit
programs. The Chief of Police may strive to acquire facilities and
modern equipment which would help increase productivity and
improve overall working conditions for all personnel. The Chief
of Police would benefit from conducting timely and relevant team
building activities leading to stronger camaraderie among
employees. The O ffice of the President, the Senate, and the
Congress may consider appropriating budget for specialized
training programs amongst the ranks of the PNP.

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