Pup Sample Thesis

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P O L Y T E C H N IC U N I V E R S I T Y OF THE PHILIPPINES
THE RELATIONSHIP OF PERSONAL CHARACTERISTICS AND JOB

SATISFACTION TO ADVERSITY QUOTIENT OF POLICE OFFICERS
IN MANILA POLICE DISTRICT
A Thesis
Presented to the
Department of Psychology
Polytechnic University of the Philippines
In Partial Fulfillment of the Requirements of the Degree Bachelor of Science in

Industrial and Organizational Psychology
By
BANTANG, FATIMA OLGA A.

BIANES, NERIZA JANE S.
CAGUINGIN, MICHELLE P.
ESTRELLA, PAULEEN MAE C.
MACANLALAY, CHRISTINE KATE M.
BSIOP 4-2
March 2013
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ABSTRACT
Title: The Relationship of Personal Characteristics and Job

Satisfaction to Adversity Quotient of Police Officers in
Manila Police District
Researchers: Bantang, Fatima Olga A.

Bianes, Neriza Jane S.
Caguingin, Michelle P.
Estrella, Pauleen Mae C.
Macanlalay, Christine Kate M.
BSIOP 4-2
Degree: Bachelor of Science in Industrial and Organizational

Psychology
Institution: Polytechnic University of the Philippines
Date: March 2013
Adviser: Prof. Jose M. Abat
The Problem:
The main purpose of this study is to determine the relationship of personal
characteristics and job satisfaction to the adversity quotient® of Police Officers in
Manila Police District.
Research Methodology
The researchers utilized the descriptive method using the Adversity
Quotient® Profile Version 8.1 Online, Job Satisfaction Questionnaire and Personal
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Characteristics Questionnaire. These were distributed to 100 Police Officers of the
The percentages and weighted mean were computed for the profile of the
respondents in terms of personal characteristics (age, civil status, gender,
educational attainment, and number of years of service) and job satisfaction level. In
testing the hypothesis, Pearson Correlation Coefficient r was used.
Findings:
Results of the study showed that the Police Officer respondents belong to
middle range of Adversity Quotient® Reach and Endurance dimensions. In terms of
the Control and Ownership dimension and the over-all Adversity Quotient® level,
respondents belong to low range.
On the assessment of significant relationship between personal
characteristics (age, gender, civil status, educational attainment, and number of
years of service) and over-all Adversity Quotient® level and CORE dimensions, the
study showed that there is no significant relationship between gender, civil status,
age and length of service, except for educational attainment and AQ® Control
dimension and the study on the significant relationship between the Job Satisfaction
level and Adversity Quotient®, though the AQ® Ownership dimension correlates
with the job satisfaction level of the respondents, there is no significant relationship
between job satisfaction and Adversity Quotient® in Control, Reach, Endurance and
Over-all AQ® of the respondents.
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Conclusion:
Based on the findings, the following conclusions are derived: (1) Majority of
the respondents above is married More than half of the respondents were male.
With regards to educational attainment, majority of the Police Officers only have
Bachelor’s Degree. Most of them have served as Police Officers for five years and
above. (2) The respondents are generally satisfied and contented with their overall
job as Police Officers. (3) The respondents are within the low range of Adversity
Quotient® in Control and Ownership dimensions. However, in terms of Adversity
Quotient®, in Reach and Endurance dimensions, the respondents are within the
average range. (4) The respondents have low level of Adversity Quotient®. (5)
There is no significant relationship between the personal characteristics and
Ownership, Reach and Endurance dimensions and the Over-all AQ® of the
respondents. However, there found to be a significant relationship between
educational attainment and AQ® Control dimension of the respondents. (6) With
regard to the relationship between job satisfaction and Adversity Quotient®, the
study showed that there is no significant relationship in Control, Reach, Endurance
and Over-all AQ®. Though, there found to be a significant relationship between AQ®
Ownership dimension and the level of job satisfaction.
Recommendations:
Based on the conclusions, the following are recommended: (1) As the level of
Job Satisfaction is not very high among respondents, there is a need to improve
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more on the kind of motivation the institution is giving to the police officers. The
study recommends providing monetary support of the administration to improve
headquarters and outposts for the Police Officers, especially the availability of
technical facilities needed to perform their jobs effectively and efficiently. Safety and
security are also important factors to improve. It is also recommended that
administration should improve the skills, knowledge, and competencies among
Police Officers through national and international seminars and trainings and in
employing modern technology to their line of work. (2) Police Officers should pursue
and finish their Master’s Degree to make them fully equipped with gainful skills and
expertise so as to avoid the effects of adversities in reaching other areas of their
lives and for promotional purposes. (3) Police Officers should constantly conduct a
psychological assessment for them to monitor their capacity to be in control of the
adverse events and its consequences as they perform their duties. (4) It is
recommended that the present study may be reviewed, criticized, and even
replicated using more varied samples, variables and other surveys and
measurement techniques and include the rank of the Police Officers to provide a
deeper comparisons of the results. (5) The Philippine National Police Administration
should purchase testing instruments and facilities for Adversity Quotient and conduct
regular and continuous tests for in-service policemen and new applicants. (6) An
intervention program or counseling is highly recommended for policemen who suffer
from unnecessary waver of fortitude and despondency. (7) The Neuro-Psychiatric
Unit should perform pertinent actions after the results of the Neuro exams have been
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released and given to the clients. (8) Inclusion of life coaching and mentoring in the
conduct of seminar and trainings of PNP is highly recommended. (9) Future
researchers may widen the coverage of their studies by extending to the regional
and national scope
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ACKNOWLEDGMENT
This study could not have been conducted and completed without the
genuine assistance and immeasurable contribution of the people behind the
researchers. To them this acknowledgment is due:
To Dr. Paul Stoltz, the author of Adversity Quotient, whose scholarly works
provided information and helped the researchers determine the adversity quotient of
Police Officers in Manila District;
To Katie Martin, the secretary of Dr. Stoltz, who has been unselfishly exerting
effort in sending email notes to the researchers whenever they have queries about
Adversity Quotient;
To Police Sr. Inspector Maria Agbon of Manila Police District for granting the
researchers the permission to conduct the study in her area of supervision;
The Manila Police Officers who willingly and untiringly shared their time and
effort in accomplishing the questionnaires;
To Dr. Marissa B. Ferrer, whose dissertation became the source of
information for the researchers’ concept on formulating the questionnaires on job
satisfaction;
To Prof . Jose M. Abat, the researchers’ adviser who contributed some ideas
for the accomplishment of this research works;
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To their parents Mr. Rene M. Bantang, Mrs. Rosario A. Bantang, Mr. Raul B.
Bianes, Mrs. Enelita S. Bianes, Mr. Rogelio P. Caguingin, Mrs. Luvimin P.
Caguingin, Mr. Rogelio C. Estrella, Mrs. Isabelita C. Estrella, Mr. Isagani M.
Macanlalay and Mrs. Eden M. Macanlalay, brothers and sisters whose infinite love
and immeasurable support have encouraged the researchers to finish this very
challenging task;
Most of all, to our Almighty God, the source of knowledge and wisdom, and
whose guidance, good health and bountiful graces have enabled the researchers
overcome the challenges and endure the hardships and trials they encountered
during their studies.
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TABLE OF CONTENTS
Abstract……….……………………………………………………………..……… .. i
Acknowledgment..………………………………………………………………….. ii
Table of Contents…………………………………………………………………… iii
.
Chapter 1: The Problem and its Background
Problem and Its Background………………………………………………… 1

Theoretical Background……………………………………………………… 4
Conceptual Framework………………………………………………………. 6
Statement of the Problem……………………………………………………. 7
Null Hypothesis.…………………………………………………………..…... 8
Scope and Delimitations……………………………………………….…….. 8
Significance of the Study…………………………………………………….. 9
Chapter 2: Review of Related Literature and Studies
Foreign Literature…………………………………………………………… 11

Local Literature……………………………………………………………… 22
Foreign Studies……………………………………………………………… 27
Local Studies………………………………………………………………….34
Chapter 3: Research Methodology
Method of Research………………………………………………………… 41

Sample Population Size……..……………………………………………... 42
Instrumentation……………………………………………………………… 42
Data Gathering Procedure……………………..………………………….. 46
Statistical Treatment Used…………….…………………………………… 46
Chapter 4: Presentation, Analysis and Interpretation of Data
Presentation, Analysis and Interpretation of data...………………………49
Chapter 5: Summary of Findings, Conclusions and Recommendations
Summary of Findings………………………………………………………. 81

Conclusions…………………………………………………………………. 83
Recommendations...……………………………………………………….. 85
References….………………………………………………………………. 87
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Chapter 1
THE PROBLEM AND ITS BACKGROUND
Introduction
Life is not easy; surrounding a person’s life is the pressure to do well in one’s
chosen field, demands to cope up with the stress that accompanies his/her work or
studies, frustrations that he/she encounters on a day-to-day basis and most of all the
unexpected situations that test his/her resilience to get by and continue living a
normal and healthy life.
Resilience is not only the person’s capacity to cope up with pressure,
demands and frustrations that happen in one’s life. It is also the opportunity and
capacity of individuals to navigate their ways to psychological, social, cultural and
physical resources that may sustain their well-being and their opportunity and
capacity individually and collectively to negotiate for these resources to be provided
and experienced in culturally meaningful ways. Finally, resilience can be viewed as
the phenomenon of recovery from prolonged or severe adversity from an immediate
danger or stress.
A person’s resilience can increase and strengthen if one has the ability to
cope up with stress effectively in a healthy manner. A good problem solving skills
can make a person feel that he/ she can manage tough situations. Seeking help

from family members and friends will make people feel that they are not alone in
whatever situation they are facing. Having faith in God and always thinking that one
is a survivor rather than a victim will help a person recover faster from trauma.
With today’s fast paced life, many things have improved: lifestyle, technology,
entertainment, infrastructures and the like. What about the things which modern
technology can’t improve like people’s feelings and emotions, specifically the coping
up with the rapid changes around us that affect our personal well-being? Due to lack
of studies conducted on this subject, many have succumbed to adversities resulting
to trauma and worse cases of suicide. With the number of alarming cases, Dr. Paul
Stoltz decided to conduct Adversity Quotient®, which measures a person’s response
to adversity and at the same time his/ her resilience to unexpected or traumatic
experience.
Adversity Quotient® deals with a person’s resilience or overcoming problems
in life, work and relationship even when it gets tough. Since people are naturally
resilient, they have the great potential to bounce from setbacks that may occur and
start anew. With Adversity Quotient®, we can now measure people’s resilience just
like how we measure emotion and intelligence which will greatly help further
improved the manner that one can give to people who have experienced adversities
in life. Moreover, Adversity Quotient® can be related to the job satisfaction of the
workers. If one is able to cope up with stress then surely he is satisfied or fulfilled

with his or her work. Job satisfaction describes how contented an individual is with
his/her job. Happier people are satisfied with their jobs; the more satisfied they are
the happier they are. Moreover, job satisfaction has been defined as a pleasurable
emotional state resulting from the appraisal of one’s job; an affective reaction to
one’s job; and an attitude towards one’s job. The success of any organization
depends on how its member performs his/ her tasks. If the members are effective,
efficient and committed to their job, the organization will be able to attain its mission.
In the case of the Philippine National Police (PNP), it is of utmost importance for its
personnel to perform their tasks effectively and efficiently to be able to achieve its
mandate, which is the maintenance of peace and order in the country.
However, the newspapers abound with stories of murders, kidnappings,
robberies and other criminal activities. The news articles about the present peace
and order condition of the country imply that the PNP has not successfully achieved
the task it was created and assigned for. Weiss (2002) has argued that job
satisfaction is an attitude but points out that researchers should clearly distinguish
the objects of cognitive evaluation which affect emotions, beliefs and
behaviours. This definition suggests that we form attitudes towards our jobs by
taking into account our feelings, our beliefs, and our behaviours.
Now, we can take into account that Adversity Quotient® and Job Satisfaction
are correlated with each other. Hence, this study deals with the relationship of Job

Satisfaction together with the respondents’ personal characteristics to their Adversity
Quotient®.
Theoretical Background
Job Satisfaction is a very important attribute which is frequently measured by
organizations. Several theories were used as a framework to better understand it
and to serve as a guide in making the tools for its measurement.
Frederick Herzberg’s Two-Factor Theory (also known as Motivator Hygiene
Theory) arguably the most famous job satisfaction model attempts to explain
satisfaction and motivation in the workplace. This theory states that satisfaction and
dissatisfaction are driven by different factors – motivation and hygiene factors,
respectively. An employee’s motivation to work is continually related to job
satisfaction of a subordinate. Motivation can be seen as an inner force that drives

individuals to attain personal and organizational goals. Motivating factors are those
aspects of the job that make people want to perform, and provide people with
satisfaction, for example achievement in work, recognition, promotion opportunities.
These motivating factors are considered to be intrinsic for the job, or for carrying out
the job. Hygiene factors include aspects of the working environment such as pay,
company policies, supervisory practices, and other working conditions. In Edwin A.
Locke’s Range of Affect Theory, satisfaction is determined by a discrepancy

between what one wants in a job and what one has in a job. Furthermore, the theory
states that how much one values a given facet of work (e.g. the degree of autonomy
in a position) moderates how satisfied/dissatisfied one becomes when expectations
are met or aren’t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met)
and negatively (when expectations are not met), compared to one who doesn’t value
that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied
in a position that offers a high degree of autonomy and less satisfied in a position
with little or no autonomy compared to Employee B. This theory also states that too
much of a particular facet will produce stronger feelings of dissatisfaction the more a
worker values that facet.
Another well-known job satisfaction theory is the Dispositional Theory. It is a
very general theory that suggests that people have innate dispositions that cause
them to have tendencies toward a certain level of satisfaction, regardless of one’s
job. This approach became a notable explanation of job satisfaction in light of
evidence that job satisfaction tends to be stable over time and across careers and
jobs.
Other related literatures are on the succeeding page.

Conceptual Framework
The main concern of the study is to explore the application of AQ® in the field
of public service and to find out if Police Officers’ AQ® level has something to do
with their success and failure as policemen. This conceptual framework presents the
relationship of personal characteristics and level of job satisfaction to the AQ® level
of the target respondents. In this study the AQ® level is the dependent variable. The
independent variables are level of job satisfaction and personal characteristics. Job
Satisfaction level is based on the achievement, growth and advancement,
recognition, responsibility, work itself, company policy and administration,
remuneration, supervision and working conditions. The personal characteristics are
based on gender, civil status, age, educational attainment and years of service as
Police Office
Personal Characteristics
 Age
 Gender
 Civil Status
 Length of Service
as Police Adversity
 Highest
Educational Quotient
Attainment
Job Satisfaction
Figure 1. Research Paradigm

Statement of the Problem
The main purpose of this study is to determine the relationship of Personal
Characteristics and Job Satisfaction to Adversity Quotient of Police Officers in
Manila Police District and specifically attempt to answer the following questions:
1. What is the profile of the respondents in terms of:
- Age
- Gender
- Civil Status
- Educational Attainment
- Length of Service
2. What is the level of Job Satisfaction of the respondents?
3. What is the level of Adversity Quotient of the respondents in terms of:
- Control
- Ownership
- Reach
- Endurance
- Overall AQ®
4. Is there a significant relationship between the following personal

characteristics of the respondents and their Adversity Quotient®
- Age

- Gender
- Civil Status
- Length of Service
5. Is there a significant relationship between the Job Satisfaction level of the
respondents and their Adversity Quotient®
Null Hypothesis
This study tested the Null Hypothesis:
- There is no significant relationship between personal characteristics of
respondents such as: Age, Gender, Civil Status, Educational Attainment,
Length of Service, and their Adversity Quotient®

- There is no significant relationship between the respondents’ level of Job
Satisfaction and Adversity Quotient®.
Scope and Delimitation
This research focuses on the level of Adversity Quotient® and the level of Job
Satisfaction of the Police Officers of Manila, thus, the significant relationship of the
variables were identified including the relationship of their personal characteristics

which is their age, gender, civil status, educational attainment and length of service
on their Adversity Quotient®.
The Adversity Quotient® level was measured by Adversity Quotient® Profile
Version 8.1 Online. The said instrument was adapted by the researchers as it is. Job
Satisfaction level was based on the achievement, growth and advancement,
recognition, responsibility, work itself, company policies and administration,
remuneration, supervision and working conditions which is also adapted by the
researchers. Lastly, the personal characteristics were based on age, gender, civil
status, educational attainment and length of service.
Significance of the Study
This study will contribute to the development of the following sectors:
To the Police Officers of Manila. This study will be beneficial to their line of
work because it will give them a better view of how to control temperament by taking
AQ®. It will also help to develop better personality that can be of great use in doing
their job efficiently.
To the Philippine National Police (PNP). This study will contribute ideas in
understanding the importance of resilience in relation to their kind of job. The AQ® is

a part of psychological examination, a test included in the recruitment process for
producing better policemen who can work under pressure.
To the Educators. It will be an important research material that can help them
create better teaching strategies which can improve the performance of their
students. This will help them understand the role of Adversity in the lives of normal
people.
To the Future Researchers. This may be used by future researchers as a
reference material and guide in the conduct of a study similar to the previously
conducted one.
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Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
Presented in this chapter are foreign and local literatures and studies that
would be of great help in the pursuit of this undertaking. This helped the researchers
to have a better understanding and a wider perspective on this investigation.
Foreign Literature
For a very long time, it was believed that IQ (Intelligence Quota) was the
primary determinant of success. It turns out that IQ has virtually nothing to do with
success in life. Then a few a years ago, Emotional Quotient (EQ) was thought to be
a significant indicator of success- and yes, to some degree it is. But more recently,
Paul Stoltz, PhD has used the research of Dr. Albert Bandura on Efficacy to
demonstrate that people’s AQ (Adversity Quotient) probably has a much more
dramatic impact on their ability to succeed than anything else.
According to Dr. Paul Stoltz (1997), Adversity Quotient® embodies two
essential components of any practical concept- scientific theory and real world
application. AQ tells you how well you withstand adversity and your ability to
surmount it. AQ predicts who will overcome adversity and who will be crushed. AQ
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predicts who will exceed expectations of their performance and potential and who
will fall short. AQ predicts who gives up and who prevails.
He also stated that AQ takes three forms. First, AQ is a new conceptual
framework for understanding and enhancing all facets of success. It builds upon a
substantial base of landmark research, offering a practical, new combination of
knowledge that redefines what it takes to succeed. Second, AQ is a measure of how
you respond to adversity. Unchecked, these subconscious patterns are yours for life.
Finally, AQ is a scientifically-grounded set of tools for improving how you respond to
adversity, and, as a result, your overall personal and professional effectiveness.
Furthermore, Adversity Quotient is developed to measure the resiliency of a
person. According to David Lee (2008), Resilience refers to a person’s capacity to
handle difficulties, demands, and high pressure without becoming stressed. Resilient
people are the opposite of Drama Queens. They maintain their good cheer despite
the frustrations and hassles that are part of everyone’s work life. Resilient people
handle pressure well. They don’t become testy or sharp-tongued in difficult
situations. They don’t come unglued when confronted by difficult situation or high
pressure. Resilient people are the one you can count on to come through when the
stakes are high. Resilient people respond resourcefully to change. Rather than fight
change and hang on to old, outdated ways, they respond to change with confidence
and flexibility. This is typically the quality of resilience people think of when they hear
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the term. The more resilient people are, the more quickly they’re able to recover
from a setback, make the best of the new situation, and become a “new and
improved” version of themselves because of it. In the workplace, resilient individuals
don’t dwell on failures, request denied, or dark chapters in their employer’s past.
They move on.
AQ becomes more important as daily dose of adversity rise. Business
leaders, children, entrepreneurs, professionals, parents, teachers and policemen
alike describe greater challenges – a relentless barrage of adversity in the lives.
Regardless of how effectively one handles these challenges their magnitude and
frequency continues to mount. Adversity is on the rise and it strikes earlier and more
unremittingly than ever.
Unlike most pyramid-shaped models which begin at the bottom and work-up,
this model begins at the top and works down to you, the individual. In this way, the
model describes two effects. First, it describes that each of us confronts along our
perilous journey. This model depicts the growing reality that adversity is a pervasive,
real, and inevitable part of life. However, it need not crush your spirit.
The three levels of Adversity also shows that positive chance at all three
levels starts with you, the individual, and works up, affecting the workplace, and
ultimately society-at-large. In order to create change, you must have the relentless
fortitude to climb through adversity. You must develop a sufficiently high AQ.
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Societal Adversity as experiencing a profound shift in wealth, pervasive sense
of uncertainty about the future, dramatic rise in crime, heightened sense of anxiety
about the economic security, unprecedented environmental destruction, a radical
redefinition of home, a nationwide moral crisis, and a loss of faith in the institutions,
including the educational system – together, these changes are what is called
societal adversity.
Workplace Adversity – “Constant Change is here to stay,” has become a
mantra of the workplace as to move toward new millennium. Adversity in the
workplace is on the rise. According to Jeffery M. Humphrey, University of Georgia
Economist, “As long as there is tangible fear out there – and there is – people are
going to work harder.” Workers will learn to be more selfish, not expect very much
from management, and it has to mean a decline in productivity.
Individuality Adversity – is the third level; it is at the final bottom because, as
one of the program participants put it, “Stuff flows downhill.” Individual is the one
who carries around the accumulated burden of all three levels. Conversely, the
individual is on the bottom, because that is where change begins and control is
instigated. It is the level which person can make a difference. (Stoltz, 1997)
According to American Psychological Association, resilience is the process of
adapting well in the face of adversity, trauma, tragedy, threats, or even significant
source of stress such as family and relationship problems, serious health problems
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or workplace and financial stressors. It means, “Bouncing back” from difficult
experiences. Research has shown that resilience is ordinary, not extraordinary.
Being resilient does not mean that a person doesn’t experience difficulty or distress.
Emotional pain and sadness are common in people who have suffered major
adversity or trauma in their lives. In fact, the road to resilience is likely to involve
considerable emotional distress. Resilience is not a trait that people either have or
do not have. It involves behaviors, thoughts and actions that can be learned and
developed in anyone. (American Psychological Association, 2008).
Moreover Al Siebert (2006) stated that resilient people, when faced with
difficulty, focus on solving the challenge. The least resilient people become overly
emotional, portray themselves as victims, blame others, and dwell on their
misfortune. Highly resilient people continuously learn new ways of doing things seek
new experiences, and frequently change how they interact with their circumstances.
The least resilient people drift into a calcified condition where they try to avoid
change and new experiences. Childhood curiosity, playfulness, and self-motivated,
self-managed learning lead to advanced resilience skills. We are marvelously
blessed with the ability to replace old behaviors by learning new ones at any age.
Resiliency is not an ability one either has or does not have. Resiliency strengths can
be developed, just as proficiency in any sport or activity can be learned and
developed.
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Therefore, resiliency means being able to bounce back from setbacks that
may seem overwhelming at first. When resilient people have their lives disrupted,
they handle their feelings in healthy ways. They allow themselves to feel grief,
anger, loss, and confusion when hurt and distressed, but they don’t let it become
permanent state. An unexpected outcome is that they not only heal, but often
bounce back stronger than before.
Psychological resilience refers to an individual’s capacity to withstand
stressors and not manifest psychology dysfunction, such as mental illness or
persistent negative mood. This is the mainstream psychological view of resilience,
that is, resilience is defined in terms a person’s capacity to avoid psychopathology
despite difficult circumstances. Psychological stressors or “risk factors” are often
considered to be experiences of major acute or chronic stress such as death of
someone else, chronic illness, sexual, physical or emotional abuse, fear,
unemployment and community violence. The central process involved in building
resilience is exposure to adversity and the training and development of adaptive
coping skills. The basic flow (called the transaction model) of stress and coping is: A
stressor (i.e. a potential source of stress) occurs and cognitive appraisal takes place
(deciding whether or not the stressor represents something that can be readily dealt
with or is a source of stress because it may be beyond one’s coping resource). If a
stressor is considered to be a danger, coping responses are triggered. Coping
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strategies are generally either be outwardly focused on the problem (problem-
solving), inwardly focused on emotion (emotion-focused) or socially focused, such
as emotional support from others.
In Humanistic Psychology, resilience refers to an individual’s capacity to
thrive and fulfill potential despite or perhaps even because of such stressors.
Resilient individuals and communities are more inclined to see problems as
opportunities for growth. In other words, resilient individuals seem not only to cope
well with unusual strains and stressors but actually to experience such challenges as
learning and development opportunities. (James Neill, 2006)
According to Jackson Brown Jr. (2008), Job satisfaction doesn’t have to mean
pursuing the ultra-glamorous or making money from your hobby. You can work
at job satisfaction, and find it in the most unexpected places. The heart of job
satisfaction is in your attitude and expectations; it’s more about how you approach
your job than the actual duties you perform. Whether you work on the farm, a
production line, in the corner office or on the basketball court, the secret is to
understand the key ingredients of your unique recipe for job satisfaction. There are
three basic approaches to work: is it a job, a career, or a passion? Depending on
which type of work you are in right now, the things that give you satisfaction will vary.
If you work at a JOB, the compensation aspects of the position will probably hold
more appeal than anything else, and have the greatest impact on whether you stay
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or go. If you work at a CAREER, you are looking for promotions and career
development opportunities. Your overall satisfaction is typically linked with your
status, power, or position. If you work at a PASSION, the work itself is the factor that
determines your satisfaction, regardless of money, prestige, or control. Inevitably,
these are generalizations, and you will probably find that you get satisfaction from
more than one approach to work. Being aware of the type of work you are doing,
and the things you need for job satisfaction, will help you to identify and adjust your
satisfaction expectations accordingly.
R. V. Dawis (1992) stated that if you are working and dissatisfied, what can
you do about it? First, it is important to know that there are different kinds of job
satisfaction. This is when a person considers the whole job and everything about it.
Overall job satisfaction is actually a combination of intrinsic and extrinsic job
satisfaction. Intrinsic job satisfaction is when workers consider only the kind of work
they do, the tasks that make up the job while extrinsic job satisfaction is when
workers consider the conditions of work, such as their pay, co-workers, and
supervisor. These two types of satisfaction are different, and it helps to look at jobs
from both points of view. Second, you want to recognize that

job satisfaction is
influenced by job expectations - what people look for or require from a job such as
job security, pay, prestige, or independence. And, that some people have higher
expectations for work than others. He created eight recommendations to maximize
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job satisfaction. First is to know yourself. Know what is important to you and what is
not. Be clear about what you expect from or require of a job. Write your ideas
down. Then, you will know what to look for when choosing among jobs or careers.
Next is to learn about jobs that are most likely to meet your expectations. Identify
occupations that fit your personality and to get accurate information about each of
them. Consider consulting a professional career counselor. Do not allow your job
dissatisfactions to go unresolved for long. Job satisfactions and dissatisfactions are
barometers of your adjustment to work. They may lead to something worse - job
loss, accidents, even mental illness. Depression, anxiety, worry, tension, and
interpersonal problems can result from, or be made worse by job dissatisfaction. In
fact, job satisfaction was found to be the best predictor of how long you live better
than a doctor's rating of physical functioning, use of tobacco, or genetic inheritance.
So, it is important to work out a solution if your job is making you unhappy. Have
realistic expectations for work. Overall job satisfaction is a trade-off (like many
things in life). You should not expect 100% satisfaction or 0% dissatisfaction. There
are usually dissatisfactions even in the best jobs. And, in todays work world you
cannot expect your company to look out for you; you have to take the initiative
yourself. Look separately at the kind of work you are doing versus the conditions of
work (pay, supervisor, co-workers, company, and physical working conditions). If
you are becoming increasingly dissatisfied with the kind of work you are doing, you
19

should consider a career change. If you are dissatisfied with the conditions of work,
you might be able to set matters right by negotiating with your supervisor or your co-
workers, or by changing companies. Look down the road at your possible career
progress. Present dissatisfactions might be worth bearing if you see your career
progressing. Lastly, examine your values - what is most important to you. You have
to answer this question honestly: How important is your job, your career to you?
Only when this question is answered can you put your job satisfaction or
dissatisfaction in proper perspective.
According to Linda Stollings (2009), there are currently four generations in the
workforce. The Traditionalists, born 1922-1943; the Baby Boomers, born 1943-1960;
Generation X, born in 1960-1980; and Generation Nexters, (or Millennials) born
1980-2000. This makes for some very interesting dynamics in the workplace. With
an aging workforce comes a host of potential health care problems, increased health
care costs and the potential for decreased work productivity. Just because of the
sheer increase in numbers of older workers, work place injuries and health costs will
increase. It is important that employers develop strategies to address this issue, both
from a specific, on-the-job-activity perspective as well as an overall employee
wellness perspective. Regardless of the way you look at the situation, it will be
necessary in the future to look at ways to address the costs of an aging workforce.
Let’s look at some of the common problems associated with the aging workforce:
20

Unhealthy lifestyles: This includes alcohol consumption, poor food choices, smoking,
lack of exercise and resistance to preventive health screenings. This unhealthy
lifestyle brings with it a host of lifestyle-related diseases. This can certainly affect
productivity at work in the firm of increased absenteeism, on the job injuries, etc.
Resistance to change: One of the biggest challenges in today’s workforce is that
employees can be resistant to chance. They may not see the need for wellness
programs or preventive measures to make their workplace or work task safer. They
are accustomed to performing a task in specific way. Changing the tasks to improve
the employee’s safety can prove to be challenging. However, it is well worth the
effort. Physical demands: There are many jobs out there that are very physically
demanding. Physically demanding jobs can certainly present the danger of serious
injury. Of course, this can happen in any age group, but there are factors that affect
increase the aging worker’s potential for injury.
Another is an article by the Journal of Occupational and Organizational
Psychology (2003), When assessing age differences in the performance of a
particular job, a number of selection factors may be operating that either inflate or
reduce the apparent productivity of older workers. On the other hand, less
productive older workers may be well transferred to other work, dismissed or
persuaded to take early retirement. On the other hand, more productive older
workers may be promoted to supervisory positions, leaving less productive older
21

workers behind. Furthermore, the most productive younger workers may leave jobs
for elsewhere, especially in industries where there is high demand for labor. In all
these cases, comparisons of age differences in job performance are likely to be
vitiated. Such comparisons are therefore more likely to be valid when turnover and
internal transfer rates are low, and when checks are made on task allocation within
particular jobs.
Local Literature
Since, Adversity Quotient deals with the capacity to overcome unexpected
situation, it is greatly related in coping with stress but in a lesser degree. As stated
by Aguirre et.al (2008), coping with stress means using thoughts and actions to deal
with stressful situations and lower our stress levels. Adjustment refers to any attempt
we make to cope with a stressful situation, balancing our needs and desires against
the demands of the environment and the realistic possibilities available to us. They
remain optimistic and persevere even under extreme adverse circumstances.
They also stated several strategies in dealing with stress. First, is coping
strategies, the conscious attempt of coping with stressful situations is considered as
well-adjusted or coping mechanism while the unconscious attempt of overcoming
frustration is called defense mechanism. When a person cannot cope with his
frustrations and his coping and defensive reactions are still inadequate, it can lead to
22

abnormal or maladaptive behavior. Coping strategies are of two types: problem-
focused coping and emotion-focused coping. Both strategies aim to reduce stress
level. In problem-focused coping, a person tries to short-circuit negative emotions by
taking some actions to modify, avoid, or minimize the threatening situation. They
change their behavior to deal with the stressful situation. In emotion-focused coping,
a person tries to directly moderate or eliminate unpleasant emotions. In some cases,
people may resort to direct coping which is an action taken by a person to change
an uncomfortable situation. It could be of three ways: 1) Confrontation, in which by
confronting a stressful situation, it may lead to learning new skills, try harder to reach
one’s goal or express anger; 2) Compromise usually resolves a conflict by forcing a
person to settle for less than what is originally sought; 3) Withdrawal, which
sometimes considered as the most effective way of coping with a stressful situation,
is distancing oneself from the conflict or trouble, however, the danger of withdrawal
is it may become a maladaptive habit. Second is Social Support, support from
friends, family members and others who care for us can help us buffer stress. Social
support system provides us with emotional sustenance, tangible resources and aid,
and information when we are in need. People with social support feel cared about
and valued by others and feel a sense of belonging to a larger social network. Third
is Biofeedback, it is a technique in which people learn voluntary control of stress-
related physiological responses, such as skin temperature, muscle tension, blood
23

pressure, and heart rate. Fourth is relaxation. It is a good way of coping with stress.
One method of relaxation is progressive muscular relaxation which involves
systematic tensing and then relaxing different groups of skeletal (voluntary) muscles,
while directing attention towards the contrasting sensations produced by the two
procedures. And lastly Aerobic Exercises that proved to be helpful in reducing
stress. It is increases the endurance of the heart and lungs, thus an aerobically fit
individual has lower heart rate and lower blood pressure, less reactivity to stressors
and can quickly recover from stress.
According to Mison and Bernabe (2004), frustrations are part of the main
streams of life from birth to death. All living individuals will be faced with this process
of some kind of a thwarting experience that forms a block to an on going activity.
Such a frustrating experience may be taken lightly or seriously depending on the
personality development of the individual. Frustration as defined is a stirred-up state
of hopelessness that results when a person is prevented from reaching a particular
value goal to which he aspires or is prevented from satisfying psychological needs.
In order to cope with frustrations, man uses temporary device to maintain a certain
level of satisfying himself to face the stress he is in. there are three choices in
dealing with stress, first is remove the stressor from the environment. Second is get
out of the stressful environment and last is to use relaxation techniques to counter
toxic effects directly of a stressful environment.
24

Another is according to Josefina O. Santamaria (2005), At one time or
another, we have experienced conflict, observe others in conflict or read about
conflicts that resulted in court cases, physical aggression, murders or even wars. At
work, conflicts between members of an organization can lead to internal turf wars,
and even to closure of the organization. Conflict at work can happen at the shop
floor, in offices and in the boardroom. The Protagonists could be rank and file and
executives, front liners and customers, superiors and subordinates, or stockholders
and management. When two or more persons come together, the stage is set for
potential conflict because self-interests clash. Some conflicts are just mere
disagreements that can be ignored. Others dissolve into organizational breakdown
when the protagonists are so dead set on defeating the other that they would risk
their relationships, reputation, work, careers and even their lives. Protagonists
sometimes engage in shouting matches or icy silence, passivity or “snubbing” each
other. They may lash out at each at every opportunity. These unproductive
behaviors result in the wasting of time, energy and resources of the protagonists and
observes. A lot of energy is spent on fighting instead of getting tasks done. Other
uninvolved employees or “bystanders” waste time talking about the protagonists.
Conflict has negative consequences. However, conflict can be constructive and
beneficial. In fact, some good leaders stimulate conflict to extract divergent opinions
and views. When agreement is reached so easily, this means that no one is thinking;
25

everyone wants to be on a “safe side”, by agreeing with the majority. So a good
leader may sometimes play a “devil’s advocate” role to stimulate creative and
innovative ideas. If well managed, conflict can be the basis of synergy. People
disagree, fight or clash because they see a situation differently. Differences in
perception are due to differences in needs, values, personality, preferences and
interests, orientation, education or training, or background experiences. Conflicts
normally occur between sales and marketing, marketing finance, marketing and
manufacturing, production and quality control, etc. it is important to practice
professionalism in handling conflict situation.
Cynthia A. Zarate (2006) stated that there are simple structural changes in
the organization or replacements of people in particular location that may have
consequences that others promote or hinder changes in attitude and performance
change can alter cultural values, personal values, attitudes and feelings of
individuals within the work environment. Work changes operate through each
employee’s attitudes and feelings towards change. What is important in adjusting to
change in the bringing about of specific changes through the development of new
attitudes value and/or behavior, either through identification or internalization,
Roethlisberger in his clinical experiments showed that each changed situation is
interpreted by an individual according to his attitudes. The way he feels about the
change then determines how he will respond to it. Attitudes in turn, are not the result
26

of change, they are learned, they are caused these could be traceable to personal
history, his background and all his social experiences away from work. He brings
these to the workplace. Another cause is the work environment itself. This reflects
the fact that he is a member of several reference groups and is influenced by the
group codes, values, aspirations and attitudes.
Carmel Tongo-Mosura et.al (2001) explained that most people go to work day
after day because it is necessary if they want to get what they consider to be
necessities of life and a few luxuries that they desire. What they do to earn is not a
matter of choice but is determined by a lot of factors such as education, experience,
personal characteristics, inborn abilities, social background and some say, by
change. Therefore, we must not see human behavior as either a product of social
structures enveloping persons or matter of individual will and choice. There is also
interplay between the society expectations for individuals and their own responses in
situations. As a consequence, many people engage in work that after sometime
become monotonous, tedious and boring. This circumstances result in a certain kind
of environment in most organizations that is not conducive to productivity.
Foreign Studies
In Norway, a study was conducted about Adversity Quotient by Vinje, Hege
and Forbech (2007), community nursing in Norway has become an increasingly
27

stressful occupation and many nurses who experience symptoms of burnout leave
the profession. Yet others manage to cope with adversity of nursing. This study
addressed the question, ‘how and why do nurses in community health care
experience job engagement and stay healthy- and what can we learn from those
who succeed?’ The assumption underlying this study was that job engagement is
health promoting, and the intention was the study how and why community nurses
can thrive despite the burdens of nursing. The idea was that if we could better
understand nurses’ engagement, we might be able to suggest ways in which to help
all community nurses to thrive. The main objective of this study was to explore, in-
depth, the nature of job engagement among thriving community health nurses and to
investigate how job engagement may be maintained and promoted. The study used
an explorative qualitative design, positioned as phenomenological research in
relation to its philosophical approach of being concerned with the nurses’ life worlds,
while methodologically it also drew on hermeneutics. The findings indicate that to
promote job engagement, acknowledgement of the importance of values and
possible value conflict between the person and the workplace is vital, both before a
choice of profession is made and on a relatively continuing basis during one’s work
life.
Another related study was conducted by Fredrickson et.al (2003), according
to them positive emotions were found to disrupt the experience of stress and help
28

high resilient individuals to recover efficiently from daily stress. In this case, some
argue that positive emotions help resilient people to construct psychological
resources that are necessary for coping successfully with significant catastrophe,
such as the September 11 attacks. As a result, positive emotion experienced by
resilient people functions as a protective factor to moderate the magnitude of
adversity to individuals and assists them to cope well in the future. In addition to the
above findings, a study further suggests that positive emotions are active elements
within resilience.
According to the study by Saari and Judge (2004), their article identifies three
major gaps between HR practice and the scientific research in the area of employee
attitudes in general and the most focal employee attitude in particular — job
satisfaction: (1) the causes of employee attitudes, (2) the results of positive or
negative job satisfaction, and (3) how to measure and influence employee attitudes.
Suggestions for practitioners are provided on how to close the gaps in knowledge
and for evaluating implemented practices. Future researches will likely focus on
greater understanding of personal characteristics, such as emotion, in defining job
satisfaction and how employee attitudes influence organizational performance.
There is confusion and debate among practitioners on the topic of employee
attitudes and job satisfaction—even at a time when employees are increasingly
important for organizational success and competitiveness. Therefore, the purpose
29

of this article is to provide greater understanding of the research on this topic and
give recommendations related to the major practitioner knowledge gaps. As
indicated indirectly in a study of HR professionals), as well as based on our
experience, the major practitioner knowledge gaps in this area are: (1) the causes of
employee attitudes, (2) the results of positive or negative job satisfaction, and (3)
how to measure and influence employee attitudes. Within each gap area, we provide
a review of the scientific research and recommendations for practitioners related to
the research findings. In the final section, additional recommendations for enhancing
organizational practice in the area of employee attitudes and job satisfaction are
described, along with suggestions for evaluating the implemented practices.
Another study is by Syptak et.al (1999); he stated that employee satisfaction
and retention have always been important issues for physicians. After all, high levels
of absenteeism and staff turnover can affect your bottom line, as temps, recruitment
and retraining take their toll. But few practices (in fact, few organizations) have made
job satisfaction a top priority, perhaps because they have failed to understand the
significant opportunity that lies in front of them. Satisfied employees tend to be more
productive, creative and committed to their employers, and recent studies have
shown a direct correlation between staff satisfaction and patient satisfaction. Family
physicians that can create work environments that attract, motivate and retain hard-
working individuals will be better positioned to succeed in a competitive health care
30

environment that demands quality and cost-efficiency. What's more, physicians may
even discover that by creating a positive workplace for their employees, they've
increased their own job satisfaction as well.
On a study titled “Age and Individual pr oductivity: A Literature Survey by
Vegard Skirbekk (2003), the article surveys supervisors’ ratings, work-sample tests,
analyzes of employer-employee data sets and other approaches used to estimate
how individual productivity varies by age. The causes of productivity variations over
the life cycle are addressed with an emphasis on how cognitive abilities affect labor
market performance. Individual job performance is found to decrease from around
50 years of age, which contrasts almost life-long increases in wages. Productivity
reductions at older ages are particularly strong for work tasks where problem
solving, learning and speed are needed, while in jobs where experience and verbal
abilities are important, older individuals’ maintain a relatively high productivity level.
Another is by Borsch Supan and Weiss (2011), they study the relation
between workers’ age and their productivity in work teams, based on a new and
unique data set that combines data on errors occurring in the information on the
personal characteristics of workers related to the errors. We correct for non-random
sample selection and the potential endogeneity of the age-composition in work
teams. Our results suggest that productivity does not decline at least up to age of
60.
31

A study by Robert I. Lerman (2005) generates new findings about the
earnings-marriage relationship by estimation the linkages between marriage, work
commitment, and wage rates. Unlike other studies of the marital wage premium for
men, examine how marital status and marital transitions affect hours worked as well
as wage rates, take account of the feedback affect on the wage rates and earnings
associated with marriage effects on hours worked, estimate marriage effects on
black and low skill men, control for several dimension of selection, and follow men
age from 17-40. We find that marriage increases men’s earnings by about 20
percent and also find a rise in wage rates and hours worked increases marriage.
These findings suggest that both marriage-enhancing and earnings-enhancing
policies can set off a virtuous circle, in which marriage and earnings reinforce each
other over time. Unmarried men who appear unable to support a family because of
low current earnings are likely to become more adequate breadwinners once they
marry. Thus, if proposed programs are able to increase to utility from and
appreciation of marriage, they are likely to generate earnings gains for men as an
important side effect.
On the study entitled, “Effects of Occupational Prestige, Employment Status,
and Marital Status on Perceptions of Mothers” by Etaugh and Poertner (1991),
Perceptions of mothers were investigated as a function of their marital status,
employment status and prestige of their jobs. College students (128 females and 96
32

males) evaluated a briefly described adult female stimulus person on 24 7-point
bipolar scales that described job performance characteristics and personality traits.
Each subject rated one of 16 mothers of a young child. The mother was portrayed as
either divorced or married and as either currently employed or formerly employed
(by choice) in an occupation of either moderate or low prestige. Employed mothers
were perceived as more competent in their jobs but as less well-adjusted than
nonemployed mothers. Mothers with moderate-prestige occupations were viewed as
more competent than those in low-prestige occupations, especially if they were
currently employed. Married mothers were seen as better adjusted than divorced
mothers.
A study of Robinson et.al (1997), entitled, “The Influence of Educational
Attainment on the Attitudes and Job Performance of Correctional Officers” stated
that, some prison managers assume that recruitment of correctional officers with
postsecondary educational credentials promotes job satisfaction and offender
rehabilitation. This assumption was tested using a sample of 218 officers. Results
supported earlier findings that postsecondary education correlates with endorsement
of rehabilitation and job dissatisfaction. However, university graduates were not
more willing than less-educated officers to engage in offender treatment and there
were no apparent effects of education on job performance, job involvement, and
33

career development needs. The findings imply that education alone cannot enhance
correctional outcomes and lead to the professionalization of correctional officers.
A study by Titus Oshagbemi (2000) asks whether academic workers’ length
of service is related to their level of job satisfaction. The enquiry is premised on the
assumption that the less satisfied workers tend to resign while the more satisfied
ones tend to remain in a job, as some literature suggests. The research
distinguishes between length of service in higher education (LSHE) as a whole and
length of service in present university (LSPU) in order to separate academics that
remain within one university since employment from those who hop from one higher
educational institution to another. Two-way analyses of variance confirm the results
of the frequency analyses and indicate that, for direct effects and a 0.05 significance
level, LSHE is not statistically significant but LSPU is with a p value of 0.022. This
means that the overall job satisfaction of university teachers is significantly
correlated with LSPU but not LSHE. The implications are explored.
Local Studies
A study conducted by Lazaro (2002), focused on the relationship between
adversity quotient and performance level measured by the 360-degree feedback
system among selected middle managers in the different departments of the City of
Manila. Specifically, the researcher tested if there was a significant relationship
34

between the respondents’ profile variables such as age, gender, civil status, and
length of service on the adversity quotient and performance level revealed by the
330-degree feedback system. Likewise, differences among the ratings given by the
different raters of the 360-degree feedback system were also explored. The study
employed descriptive, correlational-survey method in assessing the relationship
between adversity quotient and performance level of the middle managers. It was
found that majority of the respondents are within the age bracket 36-43. There is a
greater number of female than male respondents; mostly married who have been in
service for 10 years and above in the City of Manila. The respondents have an
average level of control over events that affect their life circumstances and see
adversities as temporary- rather than enduring- set back. Also, respondents sense
greater ownership regarding the outcome of adversity and they do not allow such
adversity to influence other areas of their lives. Moreover, their performance level
reached high ratings with no single supervisor received low rating from any of the
raters of the 360-degree feedback system. The study found that the demographic
profile variables included in this study were not significantly related to the adversity
quotient similarly to the performance level of the respondents. However, there was a
high correlation between adversity quotient and performance revealed by the 360-
degree feedback system.
35

Another study undertaken by Lugtu (2010) was to identify the significant
relationship of Adversity Quotient and Personality-Temperament Traits of the
Specific Weapon and Tactics (SWAT) Police Manila. The Findings of the study led
the researcher to come up with the following conclusions: 1) Most of the Special
Weapons and Tactics Police (SWAT) Police of Manila are in the adulthood level in
human development, are middle-born children, are from average family size, and are
from middle class families. Additionally, majority the SWAT respondents were on the
Police Officer ranks and have been in the Police Service for eleven to sixteen years.
2) Generally, the respondents have an average level of Adversity Quotient
characterized by being able to significantly navigate life, and thus may suffer
unnecessarily due to life’s frustrations and challenges. Moreover, the SWAT
respondents were found to have average level of the four dimensions of AQ®
namely; Control, Origin and Ownership, Reach, and Endurance. This signifies that
most of our SWAT Police are competent and unbiased enough to do their respective
jobs. Majority of the SWAT respondents have fairly non-discriminatory and unbiased
personality patters as revealed by the Guildford-Zimmerman Temperament Survey.
Most of them manifest an average level of Sociability, Emotional Stability,
Thoughtfulness, and Masculinity. In addition, the respondents were found to have an
above average level of General Activity, Restraint, Ascendance, Objectivity,
Friendliness, and Personal Relations. The existence of non-significance between the
36

levels of Adversity Quotient® to the demographic characteristics to the respondents
signifies that the development of Adversity Quotient® is not partial in terms of one’s
demographics. This implies that other factors should be considered in developing
one’s level of AQ®. In addition, the existence of non -significance between the
Personality-Temperament Traits of the respondents to several demographic
characteristics signifies little influence in such. However, factors like birth order,
social experiences, and age might have little influence in the developmental change
in one’s personality. The existence of non-significance between Adversity Quotient®
and Personality-Temperament Traits of the respondents signifies that certain
personality traits do not influence the development of AQ® and AQ® to personality
traits for this group of respondents. However, Trait Ascendance and Trait Sociability
are factors to look into in terms of the development of AQ® and vice versa. By
identifying the level of AQ® and personality types of the possible Police candidate,
will help the recruitment and selection unit of SWAT in identifying the right person for
the SWAT job. This could avoid job mismatch and possible future problems in
employee performance.
Other related study is by Antwi (2004), the central problem of his study was to
determine the relationship of work attitude, reward systems and personality of
workers to the job performance and motivation. The study is focused on the
following work attitudes: job satisfaction, organizational commitment, and job
37

involvement. Reward system is composed of extrinsic and intrinsic rewards, while
personality focused only on extroversion and introversion. This study is quantitative
descriptive-correlational in nature. To get the factual information from the
respondents and to determine the relationship of work attitude, reward system and
personality to job performance and motivation, data were gathered using
questionnaire. Based on the hypothesis and the findings of this study, it can be
concluded that job satisfaction, organizational commitment, job involvement, reward
systems, and personality correlates with job performance and motivation. Intrinsic
rewards tend to influence job performance and motivation greater than extrinsic
reward. This is because workers were found not to be so dependent on the rewards
offered by the institution, but on their ability to reward themselves. Age, gender,
marital status and work category makes a significant difference in job performance.
Those who tend to perform better are older, male, married and faculty respondents.
The male faculty is the ones who are motivated. Those who are likely to perform well
in the job are the ones who are satisfied, involved, faculty, male, and have the ability
to reward themselves, by having a sense an accomplishment, fulfillment and security
etc. Job satisfaction, intrinsic reward, being faculty and personality predicts
motivation.
The study of Antonio Dela Cruz (1997) aims to determine the job performance
and job satisfaction of PNP personnel. This study also aims to establish some
38

personality factor, the educational background and experience correlates with job
performance and job satisfaction. This study was based on the premise that the
factors that contribute to job performance and job satisfaction are educational
attainment, experience, work attitude, emotional maturity, social maturity and
interpersonal relationships. This study focused on the job satisfaction and
performance of the police officers. The scope of the study was the job satisfaction of
PNP officers and their correlates. The study was limited to the police officers of 29
municipalities and 3 cities of Nueva Ecija. The study was limited to the calendar year
1997-1998. The study was also limited to the descriptive method of research and the
instruments used. All the instruments used in the study were presented to the thesis
committee during the thesis proposal defense. The instruments used in the study,
namely emotional maturity scale and interpersonal skills, which were developed by
the researcher were subjected to a dry-run. Fifty police officers who were not part of
the sample were used in the dry-run to determine the reliability of the instrument.
The results of this dry-run were used to improve the final draft of the instrument. The
other instruments used which had been adapted from the studies were not subjected
to a dry-run anymore since they were already found to be reliable and valid. Based
on the findings at the study, the following conclusions are made: Majority of the
police officers are college graduates, with long years of experience as police
officers, and had been in their present rank for a number of years. Majority of police
39

officers are satisfied with their job. Most of the police officers have a job performance
rating that is very satisfactory. There is a significant correlation between job
performance and job satisfaction. There is a significant correlation between job
performance and educational attainment, training, number of years in present rank,
but is not significantly correlated to the number of years as police officers, work
attitude, emotional maturity, social maturity and interpersonal relationships. There is
a significant relationship between job satisfaction and the following variables:
educational attainment, training, number of years as police officers, number of years
in present rank, work attitude, emotional maturity, social maturity and interpersonal
relationship.
40

Chapter 3
RESEARCH METHODOLOGY
This chapter describes the research methodology used in this study
specifically, it focuses on the techniques and procedures of gathering the data, the
population and sampling design, the instruments to be used and the statistical tools
and techniques necessary for analysis of data.
Method of Research
This study used descriptive correlational research design in order to attain its
objectives. It determined the relationship between the dependent variable (Adversity
Quotient®) and independent variables (Job Satisfaction and Personal
Characteristics).
Descriptive method proceeds to describe certain phenomena. For this reason,
some authorities in research describe it to be “fact-finding” or “information gathering”
with analytical interpretations. According to Sanchez (1993), the descriptive method
is something more and beyond than just data gathering. The true meaning of data
collected should be reported from the point of view of the objectives to and the basic
assumptions of the study. Facts obtained maybe accurate expression of central
tendency or deviation or correlation; but the report is not research unless discussion
41

of the data is carried out up to the level of adequate interpretation. The data must be
subjected to the thinking process by means of ordered reasoning.
Sample Population and Sample Size
The population of the study includes the Police Officers in Manila Police
District. Random Sampling was used to determine the sample size because the total
population was not clearly obtained. This is due to the fact that many policemen
were already retired, dead, on leave, on a vacation, on a seminar or on studies so
they can’t keep track of the total population. The researchers assumed that 100
respondents were enough to cover the population of Police Officers in Manila Police
District.
Instrumentation
To gather data for the study, the following research instruments were used:
Adversity Quotient® Profile Version 8.1 Online. This is a self-rating
questionnaire to measure an individual’s style of responding to adverse situations.
There are four dimensions of Adversity Quotient® – Control, Ownership, Reach and
Endurance. Although these dimension maybe intercorrelated, they measure many
different aspects of Adversity Quotient. The sum of the four dimensions (CORE) is
the person’s Overall Adversity Quotient®.
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The Control scale measures the degree of control the person perceives he or
she has over adverse events. Ownership is the extent to which the person owns or
takes responsibility for the outcomes of adversity and the extent to which the person
holds himself or herself accountable for improving the situation. Reach is the degree
to which the person perceives good and bad events reaching in other areas of life.
Endurance is the perception time over which good and bad events and their
consequences will last or endure.
The researcher secured the permission from Dr. Paul Stoltz to use the
Adversity Quotient Profile® Version 8.1 Online in measuring the Adversity Quotient®
level of the respondents. Approval was granted through the reply letters from Dr.
Paul Stoltz through Ms. Katie Martin attached on Appendix B.
Job Satisfaction Questionnaire. This questionnaire measures the level of a
person’s job satisfaction. It was developed and validated by Miguel in 1980 and has
been adapted and modified by Galacio in 1985 to suit the educational setting
(Salazar, 1989). The said questionnaire was also used by Dr. Marissa B. Ferrer in
her dissertation entitled “Relationship of Personal Characteristics, Leadership Styles
and Job Satisfaction to Adversity Quotient of Academic Heads of selected State
Colleges and Universities in the National Capital Region”. There are 38 items in the
questionnaire which are patterned from two set factors-hygiene and motivators- as
43

described by Herzberg in his theory. The response mode to this questionnaire is
arranged in numeric scales with the following interpretations:
5 – Very Satisfied (VS), which means that you’re happy with the condition all
the time.
4 – Satisfied (S), which means that you are happy with the condition most of
the time.
3 – Less Satisfied (LS), this means that you’re sometimes happy with the
condition.
2 – Dissatisfied (D), which means that you are not happy with the condition
most of the time.
1 – Very Dissatisfied (DS), which means that you are not happy with the
condition all of the time.
Distribution of Items
The questionnaire has 38 items which are based on Herzberg's Two-Factor
Theory. The distribution of items is as follows:
Factors
1. Motivation
1.1. Achievement 1, 27, 34
1.2. Growth and Advancement 4, 16, 18, 19, 35, 37
44

1.3. Recognition 14, 15, 26, 28, 33
1.4. Responsibility 5, 6, 20
1.5. Work Itself 2, 13, 17, 36
2. Hygiene
2.1. Company Policy and Administration 10, 30, 31
2.2. Interpersonal Relations 8, 9, 21, 24, 29
2.3. Remuneration 7, 12, 23, 25
2.4. Supervision 22, 30
2.5. Working Condition 3, 11, 32
Total 38 items
The researchers seek the permission of Dr. Marissa B. Ferrer to use the Job
Satisfaction Questionnaire in measuring the job satisfaction level of the respondents.
But maybe due to her busy schedule no response has been made. However, proper
acknowledgment is accorded to Dr. Ferrer as indicated in the acknowledgment
page.
Personal Characteristics Questionnaire. This questionnaire, prepared by the
researchers, consists of information about the personal characteristics of the
respondents. The questions include age bracket, gender, civil status, length of
45

service as a Police Officer and highest educational attainment. The researchers
chose these variables based upon the review of related literature.
Data-Gathering Procedure
The researchers sought the permission of the Police Officers in selected PNP
Police Stations in Metro Manila for the former to administer the questionnaire and
the Adversity Quotient® Profile Version 8.1 Online and Job Satisfaction
Questionnaire to the Police Officers.
Statistical Treatment Used
The study used the following statistical tools and techniques:
FREQUENCIES-PERCENTAGE
Frequencies-Percentage was used in determining the profiles of the
respondents in terms of demographic variables (age, gender, civil status, length of
service as police officers and educational attainment) and Adversity Quotient®.
Formula:
46

Where:
f – Frequency
N – Number of cases
PEARSON CORRELATION COEFFICIENT r
Pearson r was used to determine if there is significant relationship between
Adversity Quotient® and Personal Characteristics and Job Satisfaction.
Formula:
WEIGHTED ARITHMETIC MEAN

The Weighted Arithmetic Mean was used in determining the profile of the
respondents in terms of Adversity Quotient® and its dimension (CORE) and job
satisfaction level. In particular, the mean is denoted by x of the scores
is given by the formula:
47

48

Chapter 4
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
This chapter deals with the presentation, analysis and interpretation of
results of the study on the relationship of Adversity Quotient to personal
characteristics and job satisfaction among police officers in Manila Police District.
The research problems enumerated in Chapter 1 serve as the guide for the
presentation, analysis and interpretation of data.
1.0 PROFILE OF THE RESPONDENTS
1.1. Age
Table 1
Frequency Distribution of the Respondents according to Age
Age %
21-30 34 34%
31-40 38 38%
41-50 18 18%
51-60 9 9%
61 and above 1 1%
Total 100 100%
It could be seen from table 1 that out of 100 respondents, 38 or 38% belongs
to 31-40 age group and 34 or 34% belongs to 21-30 age group. This indicates that
majority of the respondents are in the early adult to adult years, it is the period of
49

time where they gained work experiences and had taken further trainings to
establish their careers.
1.2. Gender
Table 2
Frequency Distribution of the Respondents according to Gender
Gender %
Male 82 82%
Female 18 18%
Total 100 100%
Table 2 shows that from the total number of respondents 82 or 82% are male
police officers, and 18, 18% are female. This indicates that in matters concerning
public security and safety, there is a domain of male for the position.
1.3. Civil Status
Table 3
Frequency Distribution of the Respondents according to Civil Status
Civil Status %
Single 33 33%
Married 66 66%
Widow/Widower
Total 1
100 1%
100%
50

Table 3 shows that out of 100 respondents, 66 or 66% are married, 33 or 33%
are single and 1% is a widower/widow. Findings reveal that in terms of civil status,
majority of the police officers in Manila Police District are married.
1.4. Educational Attainment
Table 4
Frequency Distribution of the Respondents according to Educational
Attainment
Educational Attainment %
Bachelor’s Degree 80 80%
Bachelor’s Degree with 12 12%
MA units
Masteral Degree 8 8%
Doctoral Units 0 0%
Total 100 100%
Table 4 reveals that out of the 100 respondents 80 or 80% have Bachelor’s
Degree while 12% have Bachelor’s Degree with MA units. This indicates that to be a
Police Officer, the educational attainment should be a Bachelor’s Degree
1.5. Length of Service
Table 5
Frequency Distribution of the Respondents according to Length of Service
Length of Service %
1 year and below 4 4%
2 years 8 8%
51

3 years 16 16%
4 years 6 6%
5 years and above 66 66%
Total 100 100%
Table 5 shows the profile of the respondents in terms of years of service as
police officers. The 66% have been in service for 5 years and above and the majority
are four years and below.
2.0 JOB SATISFACTION LEVEL

1.1. Over-all Job Satisfaction
Table 6
Mean Score of the Respondents’ Job Satisfaction Level
Distribution of Items Weighted Mean Verbal Interpretation

Motivation
Achievement 4.08 Satisfied
Growth and 3.89 Satisfied
Advancement
Recognition 3.02 Satisfied
Responsibility 3.92 Satisfied
Work Itself 4.11 Satisfied
Hygiene
Company Policy and 3.71 Satisfied
Administration
Interpersonal Relations 3.95 Satisfied
Remuneration 3.85 Satisfied
Supervision 3.83 Satisfied
Working Condition 3.72 Satisfied
GRAND WEIGHTED 3.81 Satisfied
MEAN
52

Table 6 illustrates the Job Satisfaction level of Police Officers based on both
the motivation and hygiene factor. The Work Itself under the Motivation factor has
the highest weighted mean with 4.11 while in the Hygiene factor, Interpersonal
Relations has the highest weighted mean with 3.95. All of the computed weighted
mean shows that it falls under the 3.50-4.49 with the verbal interpretation of
“Satisfied”. The result implies that the respondents are satisfied on both the in trinsic
and extrinsic factors of their job.
1.2. Motivation Factor
Table 7
Mean Score of the Respondents in Job Satisfaction according to Motivation
Distribution of Items Weighted Mean Verbal

Interpretation
1. Achievement
1. The respect of my fellow officers 4.24 Satisfied
for me in the headquarters.
27. The challenge of the nature of 4.01 Satisfied
my job.
34. The sense of accomplishment 4.00 Satisfied
and achievement after I complete
the job.
2. Growth and Achievement
4. The levels of promotions I have 3.77 Satisfied
reached in my job.
16. The opportunities to learn new 4.03 Satisfied
skills in my job.
18. The possibilities of being 3.92 Satisfied
promoted for my job.
53

19. The opportunities of problem- 3.84 Satisfied

solving for my job.
35. The possibilities for creativity. 3.87 Satisfied
37. The openness to new ideas by 3.91 Satisfied
the management.
3. Recognition
14. The prestige of my job inside 3.90 Satisfied
and outside the headquarters.
15. The condition of my 4.23 Satisfied
accomplishments to the realization
of the institution’s goals.
26. The appreciation given by my 3.76 Satisfied
superior and co-officers for the job I
do for the department/headquarters.
28. The opportunities to participate 3.92 Satisfied
in decision-making in the job.
33. The recognition I receive for 3.78 Satisfied
outstanding job accomplishments.
4. Responsibility
5. The task I am responsible for in 4.15 Satisfied
my job
6. The interest I have in nature of 4.09 Satisfied
my job.
20. The personal commitment to my

job. 3.53 Satisfied
5. Work Itself
2. The nature of my work. 4.11 Satisfied
13. The feeling that I have for my 4.06 Satisfied
work
17. The attitude I have for my work 4.09 Satisfied
36. The sense of pride in my job. 4.19 Satisfied
GRAND WEIGHTED MEAN 3.97 Satisfied
Table 7 illustrates the Job Satisfaction of Police Officers according to their
motivation of the 21 out of 38 items in this questionnaire; Question number one
54

which states “The respect of my fellow officers for me in the headquarters” has the
highest weighted mean of 4.24. Question number twenty which states “My personal
commitment to my job” has the lowest weighted mean of 3.53. This table that
contained the items on job satisfaction according to motivation received a grand
weighted mean of 3.97. All of the computed weighted mean shows that it falls under
the 3.50-4.49 with the verbal interpretation of “Satisfied”. The result reveals that the
respondents are satisfied in their works, responsibilities and achievement which can
be considered as intrinsic factor that affect the job satisfaction of Police Officers.
1.3. Hygiene Factor

Table 8
Mean Score of the Respondents in Job Satisfaction according to Hygiene
Distribution of Items Weighted Mean Verbal

Interpretation
1. Company Policy and
Administration
10. The clarity of procedures, rules and 3.72 Satisfied
regulations in the institution.
30. The fairness of authority in the 3.72 Satisfied
headquarters.
31. The fairness authorities regarding 3.71 Satisfied
promotions.
2. Interpersonal Relations
8. The cordiality of my relationship with my 4.06 Satisfied
fellow officers.
9. The interest and concern that the 3.90 Satisfied
management shows for my job.
21. The cordiality of my relationship with 4.05 Satisfied
my superior.
55

24. The ease communication between the 3.79 Satisfied

superior and officers about the problems in
the headquarters.
29. The sense of belonging I have when 3.94 Satisfied
working with my fellow officers.
3. Remuneration
7. The salary I get in my job. 3.66 Satisfied
12. The security of my job. 3.72 Satisfied
23. The fringe benefits I presently enjoy. 4.36 Satisfied
25. The productivity incentive in my job. 3.65 Satisfied
4. Supervision
22. The acquiring of new skills from my 3.87 Satisfied
superior.
30. The delegation of tasks by the

administrator. 3.79 Satisfied
5. Working Condition Satisfied
3. The time allotted to complete assigned 3.91 Satisfied
tasks in my work.
11. The comforts of physical working 3.64 Satisfied
conditions (place of work, light noise) in
my job.
32. The technical facilities for the work. 3.61 Satisfied
GRAND WEIGHTED MEAN 3.83 Satisfied
Table 8 indicates the Job Satisfaction of Police Officers according to the
hygiene factor, Of the 17 out 38 items in this questionnaire, Question number
twenty-three which states “the fringe benefits I presently enjoy” has the highest
weighted mean of 4.36. Question number thirty-two which states “The technical
facilities for work” has the lowest weighted mean of 3.61. The results gathered for
items on Job Satisfaction according to motivation and the results of gathered for the
sub factor hygiene are the same. The entire computed weighted mean falls under
3.50-4.49 with the verbal interpretation “Satisfied”. The result reveals that the
56

respondents are satisfied with their interpersonal relationship to coworkers,
compensation and working condition which can be considered as extrinsic factors
that affects the Job Satisfaction of the Police Officers.
As a whole, results imply that self –fulfillment contributes to the Job
Satisfaction of Police Officers is almost the same as the external variables.
Moreover, the respondents perceive and manifest an ideal level of fulfillment,
satisfaction and motivation in performing their duties.
3.0 ADVERSITY QUOTIENT OF THE RESPONDENTS
3.1. Control Dimension
Table 9
Adversity Quotient® Profile of the Respondents in terms of Control Dimension
Score Equivalent Frequency Percentage

(Verbal Interpretation)
High 0 0%
Above Average 4 4%
Average 24 24%
Below Average 11 11%
Low 61 61%
Total 100 100%
GRAND WEIGHTED MEAN: 33.44% - LOW
Table 9 shows the AQ Control® dimension which measures the degree of
control a person perceives over adverse events. The table reveals that the Adversity
57

Quotient® of the respondents in terms of Control dimension results to low, which
means that the respondents perceive the adverse events are beyond their control
and there is a little, if anything, they can do to prevent it or limit its damages. Low
perceived control can have a highly detrimental effect on the senses of power to
alter the situation. The respondents are subjected to a dangerous vulnerability to
adversity, increasing its potential toll in their performance, energy and soul.
3.2. Ownership Dimension
Table 10
Adversity Quotient® Profile of the Respondents in terms of Ownership
Dimension

High 0 0%
Above Average 0 0%
Average 5 5%
Low 82 82%
TOTAL 100 100%
GRAND WEIGHTED MEAN: 31.63 - LOW
Table 10 reflects the AQ® Ownership Dimension which measures the extent
to which a person holds himself or herself accountable for any adversity and the
necessary contribution for improving the situation. The table shows that the
58

Adversity Quotient® of the respondents in the ownership dimension is low which
infers that the respondents view adversity as primarily their fault (whether or not it is)
and good events and strokes of luck due to external forces. Perceiving oneself as
the origin of bad events can be hard on stress level, ego, and motivation of the
person. The respondents deflect ownership, avoiding, holding themself accountable
for working to solve the situation. Overtime, such a response may lead to self-doubt
and withdrawal from major challenges.
3.3. Reach Dimension
Table 11
Adversity Quotient® Profile of the Respondents in terms of Reach Dimension

High 4 4%
Above Average 6 6%
Average 46 46%
Low 13 13%
TOTAL 100 100%
GRAND WEIGHTED MEAN: 29.22 - AVERAGE
Table 11 reflects the AQ® Reach Dimension which is the perception of how
far the adversity reaches other areas of life. The table shows that the weighted mean
of Reach Dimension lies at the mid-range (average) which means that the
59

respondents react to adverse events somewhat specific. The respondents at weak
moments may succumb to the temptation to turn setbacks into disasters, relying on
others to pull him/her out of this emotional pit.
3.4. Endurance Dimension
Table 12
Adversity Quotient® Profile of the Respondents in terms of Endurance
Dimension

High 14 14%
Above Average 6 6%
Average 25 25%
Low 17 17%
TOTAL 100 100%
GRAND WEIGHTED MEAN: 33.82 - AVERAGE
Table 12 reveals the AQ® Endurance Dimension, the perception of time over
which good or bad events and their consequences will last. In this table, the grand
weighted mean is in mid-range. It indicates that the respondents may react to
adverse events and somewhat enduring. This may, on occasion, delay him/her for
taking constructive action. With life‘s small to moderate challenges, he/she may
probably do a reasonably good job of keeping faith and forging ahead.
60

3.5. Over-all Adversity Quotient® Level
Table 13
Profile of the Respondents in terms of Over-all Adversity Quotient® Level

High 0 0%
Above Average 1 1%
Average 5 5%
Low 75 75%
TOTAL 100 100%
GRAND WEIGHTED MEAN: 127.81 - LOW
As gleaned in Table 13, the Adversity Quotient® level of the respondents falls
on low with a mean of 127.81. It means that the respondents probably suffered
unnecessarily in a number of ways. They maybe unnecessarily feel his/her fortitude
wavered and despondency or not feeling well about themselves at the moment they
were taking the exam. However, their motivation, energy, vitality, health,
performance, persistence, and hope can be greatly revitalized by learning and
practicing the tools in raising AQ®.
61

4.0 RELATIONSHIP OF PERSONAL CHARACTERISTICS TO ADVERSITY
QUOTIENT®
4.1. AQ® Control Dimension
Table 14
Relationship of Personal Characteristics to AQ® Control Dimension
Personal Computed Verbal

Characteristics vs. Pearson-R Interpretation
AQ® Control
Dimension
Gender 0.56 Moderate
Civil Status 0.20 Low
Age 0.16 Low
Educational Attainment 0.95 High
Length of service 0.26 Low
In this table, Pearson Correlation Coefficient r was used to determine the
significant relationships between the respondents’ personal characteristic and
Adversity Quotient® CORE Dimensions. It could be seen in Table 14 that the
computed r for the significant relationship between gender and AQ® Control
dimension is 0.56 in which it is considered as moderate coefficient because in
Pearson Correlation Coefficient, an r of .8 and above is considered a high
coefficient, an r around .5 is moderate and an r of .3 and below is considered as low
coefficient. Therefore, the hypothesis that there is no significant relationship between
gender and AQ® Control dimension of the respondents is accepted. It means that
62

gender and AQ® Control dimension of the respondents is not significantly related.
The degree of control a respondent perceives over difficult situations is not related to
his/her gender. Their perceived capacity to be in control whenever there is an
adversity is not affected by their gender.
The computed r for the significant relationship between civil status and AQ®
Control dimension of the respondents is 0.20 which falls on low coefficient.
Therefore, the hypothesis that there is no significant relationship between civil status
and AQ® Control dimension of the respondents is accepted. Heedless of the civil
status, a police officer has the innate capability to be in control during adverse
events.
The computed r for the significant relationship between age and AQ® Control
dimension of the respondents is 0.16 which is low coefficient. Therefore, the
hypothesis that there is no significant relationship between age and AQ® Control
dimension of the respondents is accepted. This implies that the perceived capacity
to be in control in times of adversity is not dictated by the age of the respondents.
The computed r for the significant relationship between educational
attainment and AQ® Control dimension of the respondents is 0.95 which is a high
educational attainment and AQ® Control dimension of the respondents is rejected.
The perceived control of the respondents over life’s dire events is concomitant to
63

their educational attainment. This shows that the degrees earned by the
respondents determine their level of success in handling adverse challenges that
come along their way.
The computed r for the significant relationship between the length of service
and AQ® Control dimension of the respondents is 0.26 which is a low coefficient.
Therefore, the hypothesis that there is no significant relationship between the length
of service and AQ® Control dimension of the respondents is accepted. The number
of years of service of the respondents has nothing to do with their capabilities in
perceiving to control difficult events. Also, length of time the respondents handle
their respective position is not related with the perceived implicit capacity to be in
control during times of distress.
4.2. AQ® Ownership Dimension
Table 15
Relationship of Personal Characteristics to AQ® Ownership Dimension

AQ® Ownership
Dimension
Gender 0.30 Low
Age 0.41 Low
Educational Attainment 0.46 Low
Length of Service 0.53 Moderate
64

To determine the significant relationships between personal characteristics
and AQ® Ownership Dimension of the respondents, Pearson r was used in Table
15. The computed r for the significant relationship between gender and AQ®
Ownership Dimension of the respondents is 0.30 which is described as low
gender and AQ® Ownership Dimension of the respondents is accepted. It shows
that the gender of the respondents has nothing to do with the extent to which they
hold themselves accountable for any adversity; neither has it dictated the necessary
contribution they can give for improving the situation.
Ownership Dimension of the respondents is 0.25, a low coefficient. So, the
hypothesis that there is no significant relationship between civil status and AQ®
Ownership Dimension of the respondents is accepted. Their civil status is
unassociated to their accountability and responsibility for the result of adversity. It
indicates that having sense of accountability and at the same time the capacity to do
right actions to ameliorate the situation due to adversity can be possessed by the
respondents heedless of their civil status.
The computed r for the significant relationship between age and AQ®
Ownership Dimension of the respondents is 0.41 which is low coefficient. Therefore,
65

the hypothesis that there is no significant relationship between age and AQ®
Ownership Dimension of the respondents is accepted. Hence, the age of the
respondents is not related with the perceived tendency to view themselves
accountable for the result of any difficulties they are facing and the degree to which
they take part to make the situation better.
attainment and AQ® Ownership Dimension of the respondents is 0.46, a low
educational attainment and AQ® Ownership Dimension of the respondents is
accepted. This shows that the degrees earned by the respondents is not a basis for
the determination of their level of responsibility in the outcome of adversities, neither
has it contributes to the extent to which they take part in improving the situation
caused by the difficulties.
and AQ® Ownership Dimension of the respondents is 0.53 which is a moderate
the length of service and AQ® Ownership Dimension of the respondents is still
accepted. This means that the extent to which the respondents hold themselves
accountable for improving their situation is not related to the number of years they
are in service. Thus, whether a respondent is a neophyte in service or have been for
66

longer time span, he/she is liable for the result of any challenges and is expected to
take part in making the situation better.
4.3. AQ® Reach Dimension
Table 16
Relationship of Personal Characteristics to AQ® Reach Dimension

AQ® Reach Dimension
Gender 0.52 Moderate
Age 0.53 Moderate
Length of Service 0.31 Low
In this table, Pearson r was also used to determine the significant
relationships between personal characteristics and AQ® Reach Dimension of the
respondents. The computed r for the significant relationship between gender and
AQ® Reach Dimension of the respondents is 0.52 which is a moderate coefficient.
Therefore, the hypothesis that there is no significant relationship between gender
and AQ® Reach Dimension of the respondents is still accepted. It means that the
respondents’ gender has nothing to do with their ability to let adversity invade other
areas of their lives. So whether a respondent is a male or female, he/she may
respond to adverse events in somewhat specific manner.
67

Reach Dimension of the respondents is 0.12 which falls on a low coefficient r. The
hypothesis that there is no significant relationship between civil status and AQ®
Reach Dimension of the respondents is accepted. Therefore, the civil status of the
respondents is unassociated to their ability to perceive good or bad events reaching
into other areas of their life.
The computed r for the significant relationship between age and AQ® Reach
Dimension of the respondents is 0.53 which is considered as moderate coefficient.
Still, the hypothesis that there is no significant relationship between age and AQ®
Reach Dimension of the respondents is accepted. It implies that the age of the
respondents is not a determinant to their perceived ability to limit the extent adversity
in affecting other aspects of life.
attainment and AQ® Reach Dimension of the respondents is 0.21 which is a low
coefficient. So the hypothesis that there is no significant relationship between
educational attainment and AQ® Reach Dimension of the respondents is accepted.
It indicates that educational attainment is not associated to their ability to perceive
good or bad events reaching into other areas of life. It is still up to the person to
decide on what kind of event that will affect him/her.
68

of the respondent and AQ® Reach Dimension is 0.31 which is also a low coefficient.
Therefore, the hypothesis that there is no significant relationship between the length
of service and AQ® Reach Dimension of the respondents is accepted. This implies
that the years of service in which the respondents handle the position do not
determine their capabilities to perceive events which will affect their lives, whether
good or bad, that they encounter in the course of performing their respective duties.
4.4. AQ® Endurance Dimension
Table 17
Relationship of Personal Characteristics to AQ® Endurance Dimension

AQ® Endurance
Dimension
Gender 0.34 Low
Age 0.21 Low
Length of Service 0.35 Low
To determine the significant relationship between personal characteristics and
AQ® Endurance Dimension of the respondents, Pearson r was used in Table 17.
The computed r for the significant relationship between gender and AQ® Endurance
69

Dimension of the respondents is 0.34 which describe as low coefficient. Therefore
the decision was to accept the null hypothesis that there is no significant relationship
between gender and AQ® Endurance Dimension of the respondents. The result
implies that the perception of time in which the adversity and its consequences
would most likely last is not influenced by the gender of the respondents. So gender
my not be an issue in determining the perceived stability on views regarding the
concept of endurance.
Endurance Dimension of the respondents is 0.30 which is also a low coefficient. So
the null hypothesis that there is no significant relationship between civil status and
AQ® Endurance Dimension of the respondents is accepted. It implies that the civil
status of the police respondents has nothing to do with their ability to perceive the
duration over which good or bad events and their corresponding consequences will
last or endure.
The computed r for the significant relationship between age and AQ®
Endurance Dimension of the respondents is 0.21 which falls on the low coefficient of
r. Therefore, the null hypothesis that there is no significant relationship between age
and AQ® Endurance Dimension of the respondents is accepted. This shows that the
perceived capacity to view the length of adversity and the consequences it brings
70

are not related to the ages of the respondents. This further indicates that the ability
to cope up with such instances is not dependent on the age as well.
The computed r for the significant relationship between the level of
educational attainment and the AQ® Endurance Dimension of the respondents is
0.42 which is another low coefficient. Therefore, the decision was to accept the null
hypothesis that there is no significant relationship between the educational
attainment and AQ® Endurance Dimension of the respondents. The result indicates
that the degrees earned by the respondents do not determine their perception on the
length of time in enduring hardships as well as its consequences. Educational
attainment furthermore, does not affect the respondents’ ability to go on with their
normal lives and to keep moving forward.
and the AQ® Endurance Dimension of the respondents is 0.35, a low coefficient. So
the null hypothesis that there is no significant relationship between the length of
service and AQ® Endurance Dimension of the respondents is accepted. This shows
that police officers’ perception on the duration of a particular adverse situation as
well as the length of experiencing its effect is not determined by the years of their
services in the position. Hence, a police officer serving for only a year can have the
capacity to endure adversity and its effect is in the same manner as those
performing their duties for longer years.
71

4.5. Over-all Adversity Quotient®
Table 18
Relationship of Personal Characteristics to Over-all Adversity Quotient®

Over-all AQ®
Gender 0.23 Low
Age 0.37 Low
Length of Service 0.55 Moderate
To determine the significant relationship between personal characteristics and
Adversity Quotient® of the respondents, Pearson r was used in Table 18. The
computed r for the significant relationship between gender and Adversity Quotient®
of the respondents is 0.23 which is a low coefficient. Therefore, the hypothesis that
there is no significant relationship between gender and Adversity Quotient® of the
respondents is accepted. The result shows that regardless of gender, respondents
have the ability to handle and overcome any adversities they might encounter in
their life.
The computed r for the significant relationship between civil status and
Adversity Quotient® of the respondents is 0.34 which is also a low coefficient.
Therefore, the hypothesis that there is no significant relationship between civil status
72

and Adversity Quotient® of the respondents is accepted. The result shows that the
capability to go on with the vast areas of life even with the occurrence of difficulties
and hardships is not determined with the civil status.
The computed r for the significant relationship between age and Adversity
Quotient® of the respondents is 0.37 and falls as low coefficient. So the hypothesis
that there is no significant relationship between age and Adversity Quotient® of the
respondents is accepted. It indicates that the age of the respondents is not a basis in
determining their ability to live a normal life inspite of the presence of adverse
challenges.
attainment and Adversity Quotient® of the respondents is 0.26, another low
coefficient. Thus, the hypothesis that there is no significant relationship between
educational attainment and Adversity Quotient® of the respondents is also accepted.
The result shows that the degree earned by the respondents has nothing to do with
their ability to perform a good job amidst the hardships that their system is
experiencing.
and Adversity Quotient® of the respondents is 0.55 which is a moderate coefficient.
But still, the hypothesis that there is no significant relationship between length of
service and Adversity Quotient® of the respondents is accepted. This implies that
73

years in which the respondents are handling their respective duties does not gauge
their capacity to do their obligations successfully even with the presence of
adversity.
As a whole, the result of the findings shows that Personal Characteristics of
the respondents is not significantly related to their Adversity Quotient®. Though
educational attainment is somewhat related on to how they perceive to control
adverse events, the age, gender, civil status and length of service are not an
impediment to stay focused and resolute in adversity and in challenging tasks and
responsibilities of being a police.
5.0 RELATIONSHIP OF THE LEVEL OF JOB SATISFACTION TO ADVERSITY
QUOTIENT®
Table 19
Relationship of the Level of Job Satisfaction to Adversity Quotient®
Job Satisfaction vs. Computed Verbal

Adversity Quotient® Pearson-R Interpretation
Control 0.34 Low
Ownership 0.87 High
Reach 0.27 Low
Endurance 0.29 Low
Overall 0.42 Low
74

In Table 19, the Pearson r was also used to determine the significant
relationship between job satisfaction level and AQ® CORE Dimensions of the
respondents. The computed r for the significant relationship between the job
satisfaction level and AQ® Control dimension of the respondents is 0.34 which is a
low coefficient. Therefore, the hypothesis that there is no significant relationship
between job satisfaction level and AQ® Control dimension of the respondents is
accepted. This indicates that the respondents’ perception of his their control over
adverse events is not affected by the level of their job satisfaction as police officers.
Whether they are satisfied or not with their jobs, they can successfully overcome
those difficulties by being optimistic, calm and open-minded.
The computed r for the significant relationship between job satisfaction level
and AQ® Ownership dimension of the respondents is 0.87 which indicates a high
coefficient. Thus, the hypothesis that there is no significant relationship between job
satisfaction level and AQ® Ownership dimension of the respondents is rejected. This
implies that the perceived accountability for the result of any adverse event as well
as the responsibility the respondents hold for themselves in improving the situation
is affected by the job satisfaction level they have in handling their positions. The
more they are satisfied with their job, the more they held accountable for any
difficulties that they may encounter and the more they will find a way to ameliorate
the situation.
75

The computed r for the significant relationship between the job satisfaction
level and AQ® Reach dimension of the respondents is 0.27 which is low coefficient.
So, the hypothesis that there is no significant relationship between job satisfaction
level and AQ® Reach dimension is accepted. This indicates that the respondents’
perceived capacity to limit the extent of the effects brought about by any adverse
challenge in a manner that the other areas of their lives are not affected is not
determined by the job satisfaction level they have as police officers.
and AQ® Endurance dimension of the respondents is 0.29, a low coefficient.
Therefore, the hypothesis that there is no significant relationship between job
satisfaction level and AQ® Endurance dimension of the respondents is accepted.
This implies that the job satisfaction level is not correlated with t he respondents’
perception of being stable or unshaken upon learning the causes and the apparent
temporary or lasting effects of any adversity they are facing in performing their jobs.
and Over-all Adversity Quotient® of the respondents is 0.42, also a low coefficient.
Hence, the hypothesis that there is no significant relationship between job
satisfaction level and Over-all Adversity Quotient® of the respondents is accepted.
This Over-all indicates that job satisfaction level among respondents is not related
76

with their perceived ability to handle abstruse instances in life and to overcome them
successfully while in the lines of their duties.
As a whole, the result of the findings shows that the Job Satisfaction Level of
the respondents is not significantly related to their Adversity Quotient®. But, in terms
of the extent to which the respondents own, or takes responsibilities for the
outcomes of adversity or the extent to which they hold themselves accountable for
improving the situation, their job satisfaction level correlates. However, despite these
findings and their vulnerability to adversity because of the nature of their jobs, the
respondents still manages to become resilient most of the time and able to cope up
and fight to whatever challenges, difficulties and hardships that comes their way.
77

Chapter 5
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
This chapter combines the highlights of the significant findings of the study,
conclusions and the recommendations presented by the researcher.
This research work was undertaken to investigate the relationship of Personal
Characteristics and Job Satisfaction to Adversity Quotient® of the Police Officers in
Specifically, it sought to answer the following questions:
1. What is the profile of the respondents in terms of:
- Age
- Gender
- Civil Status
- Length of Service
2. What is the level of Job Satisfaction of the respondents?
3. What is the level of Adversity Quotient of the respondents in terms of:
- Control
- Ownership
- Reach
78

- Endurance
- Overall AQ®
4. Is there a significant relationship between the following personal
characteristics of the respondents and their Adversity Quotient®
- Age
- Gender
- Civil Status
- Length of Service
5. Is there a significant relationship between the Job Satisfaction level of the
respondents and their Adversity Quotient®
The study tested the following hypotheses:
1. There is no significant relationship between the following personal
characteristics of respondents and their Adversity Quotient®
- Age
- Gender
- Civil Status
- Length of Service
79

2. There is no significant relationship between the respondents’ level of Job
Satisfaction and Adversity Quotient®.
To find answers to these research questions and hypotheses, the study
employed descriptive correlational method in assessing the relationship of personal
characteristics and job satisfaction level to Adversity Quotient®. Random Sampling
technique was employed to include in the study a total of 100 Police Officers as
respondents in Manila Police District.
The data were gathered using standard questionnaires. The checklist on
demography covered the following variables: ages, gender, civil status, years of
service and educational attainment. The questionnaire on job satisfaction was
adapted from the Job Satisfaction Questionnaire by Dr. Marissa B. Ferrer. The
questionnaire for Adversity Quotient® was taken from Adversity Quotient Profile®
Version 8.1 Online by Dr. Paul Stoltz.
The data were subjected to statistical treatment. The frequency and
percentage were used specifically in dealing with nominal data generated by
personal characteristics checklist. Weighted Arithmetic Mean was used to calculate
the Job Satisfaction Questionnaire. The Pearson Correlation Coefficient r was used
to determine the relationship between Adversity Quotient® and job satisfaction and
personal characteristics of the respondents.
80

Summary of Findings
After the data have been treated and interpreted, the significant findings of
the study are; as to the profile of the respondents in terms of age, respondents
belong to 31-40 and 21-30 age groups. This indicates that majority of the
respondents are in the early adult to adult years. Second, on the profile in terms of
gender, there is a domain of male for the position. Third, on the profile in terms of
civil status, majority of the Police Officers in MPD are married. Fourth, on the profile
in terms of educational attainment, Police Officers at least have a Bachelor’s
Degree. Last, on the profile in terms of length of service, majority have been in the
service for 5 years and above.
The respondents rating in terms of job satisfaction level according to
motivation has a grand weighted mean of 3.97 and all the computed weighted mean
fall under the verbal interpretation “Satisfied.” The result reveals that the
respondents are satisfied in their works, responsibilities and achievement. In terms
of Job Satisfaction level according to hygiene, the grand weighted mean is 3.83 and
all fall under the interpretation “Satisfied.” It also shows that the respondents are
satisfied in their interpersonal relationship, compensation and working condition.
81

Overall, the result implies that self-fulfillment contributes to the Job Satisfaction of
Police Officers as well as the external variables.
The respondents rating in terms of their Adversity Quotient® CORE
Dimensions, majority of the respondents belong to low range of AQ® Control
dimension with a weighted mean of 33.44 which indicates that respondents perceive
the adverse events are beyond their control and they think that they can’t do
anything to prevent it or limit its damages. In terms of the AQ® Ownership
dimension, majority of the respondents below to low range with a weighted mean of
31.63 which implies that the respondents view adversity as primarily their fault
(whether or not it is) and good events and strokes of luck are due to external forces.
In terms of AQ® Reach dimension, majority of the respondents is in average range
with a weighted mean of 29.22. This shows that the respondents react to adverse
events somewhat specific. In terms of AQ® Endurance dimension, majority of the
respondents is in the below average range. This implies that the respondent may
react to adverse events and somewhat enduring. Respondents’ rating in terms of
their Over-all Adversity Quotient®, majority of them is in low range which indicates
that the respondents may be at the moment suffering in a number of ways and also
unnecessarily feel his/her fortitude wavered and or despondency. But through
learning and practicing the tools in raising AQ, their motivation, persistence and
performance can be revitalized.
82

On the significant relationship between personal characteristics and Adversity
Quotient® CORE Dimensions, there is no significant relationship between gender,
civil status, age, educational attainment and length of service and AQ® Control,
Ownership, Reach and Endurance dimension of the respondents. However,
educational attainment correlates with AQ® Control dimension. Personal
characteristics and their Over-all Adversity Quotient® of the respondents are not
significantly related thus the null hypothesis is accepted.
On the significant relationship between the Job Satisfaction level and
Adversity Quotient®, the hypothesis that there is no significant relationship between
job satisfaction and Adversity Quotient® in Control, Reach, Endurance and Over-all
AQ® of the respondents is accepted. Though, the AQ® Ownership dimension
correlates with the job satisfaction level of the respondents and hence, the null
hypothesis in this is rejected.
Conclusions
Based on the above-mentioned findings, the following conclusions were
drawn:
1. Majority of the respondents of this study are married and in their early adult to
adult years. More than half of the respondents are male. With regards to
83

educational attainment, majority of the Police Officers are graduates of
Bachelor’s Degree only. Most of them served as Police Officers for five years
and above.
2. The respondents are generally satisfied and contented with their overall job
as Police Officers.
3. The respondents are within the low range of Adversity Quotient® in Control
and Ownership dimensions. In terms of Adversity Quotient® in Reach and
Endurance dimensions the respondents are within the average range.
4. The respondents have low level of Adversity Quotient®.
5. The study showed that there is no significant relationship between the
personal characteristics and Ownership, Reach and Endurance dimensions
and the Over-all AQ® of the respondents. However, there found to be a
significant relationship between educational attainment and AQ® Control
dimension of the respondents.
6. With regard to the relationship between job satisfaction and Adversity
Quotient®, the study showed that there is no significant relationship in
Control, Reach, Endurance and Over-all AQ®. Though, there found to be a
significant relationship between AQ® Ownership dimension and the level of
job satisfaction.
84

Recommendations
In the light of the foregoing conclusions, the following recommendations are
hereby forwarded:
1. As the level of Job Satisfaction is not very high among respondents, there is a
need to improve more on the kind of motivation the institution is giving to the
police officers. The study recommends providing monetary support of the
administration to improve headquarters and outposts for the Police Officers,
especially the availability of technical facilities needed to perform their jobs
effectively and efficiently. Safety and security are also important factors to be
improved. This can be achieved by providing incentives, insurance and health
benefits for them and for their family to keep them motivated and satisfied in
performing their duties. It is also recommended that administration should
improve the skills, knowledge, and competencies among Police Officers
through national and international seminars and trainings and in employing
modern technology to their line of work.
2. Police Officers should pursue and finish their Master’s Degree to make them
fully equipped with gainful skills and expertise so as to have a greater degree
of control over adverse events.
85

3. Police Officers should constantly conduct a psychological assessment for
them to monitor their capacity to be in control of the adverse events and its
consequences as they perform their duties.
4. It is recommended that the present study may be reviewed, criticized, and
even replicated using more varied samples, variables and other surveys and
measurement techniques and include the rank of the Police Officers to
provide a deeper comparisons of the results.
5. The Philippine National Police Administration should purchase testing
instruments and facilities for Adversity Quotient and conduct regular and
continuous tests for in-service policemen and new applicants.
6. An intervention program or counseling is highly recommended for policemen
who suffer from unnecessary waver of fortitude and despondency.
7. The Neuro-Psychiatric Unit should perform pertinent actions after the results
of the Neuro exams have been released and given to the clients.
8. Inclusion of life coaching and mentoring in the conduct of seminar and
trainings of PNP is highly recommended.
9. Future researchers may widen the coverage of their studies by extending to
the regional and national scope.
86

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5/28/2018 PUP Sa mple The sis - slide pdf.c om

THE RELATIONSHIP OF PERSONAL CHARACTERISTICS AND JOB

In Partial Fulfillment of the Requirements of the Degree Bachelor of Science in

BANTANG, FATIMA OLGA A.

http://slide pdf.c om/re a de r/full/pup-sa mple -the sis 1/98

5/28/2018 PUP Sa mple The sis - slide pdf.c om

Title: The Relationship of Personal Characteristics and Job

Researchers: Bantang, Fatima Olga A.

Degree: Bachelor of Science in Industrial and Organizational

Institution: Polytechnic University of the Philippines

Date: March 2013

Adviser: Prof. Jose M. Abat

The main purpose of this study is to determine the relationship of personal

characteristics and job satisfaction to the adversity quotient® of Police Officers in

Manila Police District.

The researchers utilized the descriptive method using the Adversity

5/28/2018 PUP Sa mple The sis - slide pdf.c om

Characteristics Questionnaire. These were distributed to 100 Police Officers of the

Manila Police District.

respondents in terms of personal characteristics (age, civil status, gender,

testing the hypothesis, Pearson Correlation Coefficient r was used.

middle range of Adversity Quotient® Reach and Endurance dimensions. In terms of

respondents belong to low range.

On the assessment of significant relationship between personal

characteristics (age, gender, civil status, educational attainment, and number of

Over-all AQ® of the respondents.

5/28/2018 PUP Sa mple The sis - slide pdf.c om

Quotient® in Control and Ownership dimensions. However, in terms of Adversity

There is no significant relationship between the personal characteristics and

respondents. However, there found to be a significant relationship between

study showed that there is no significant relationship in Control, Reach, Endurance

Ownership dimension and the level of job satisfaction.

5/28/2018 PUP Sa mple The sis - slide pdf.c om

study recommends providing monetary support of the administration to improve

security are also important factors to improve. It is also recommended that

administration should improve the skills, knowledge, and competencies among

expertise so as to avoid the effects of adversities in reaching other areas of their

psychological assessment for them to monitor their capacity to be in control of the

intervention program or counseling is highly recommended for policemen who suffer

from unnecessary waver of fortitude and despondency. (7) The Neuro-Psychiatric

5/28/2018 PUP Sa mple The sis - slide pdf.c om

conduct of seminar and trainings of PNP is highly recommended. (9) Future

and national scope

5/28/2018 PUP Sa mple The sis - slide pdf.c om

genuine assistance and immeasurable contribution of the people behind the

researchers. To them this acknowledgment is due:

Police Officers in Manila District;

researchers the permission to conduct the study in her area of supervision;

effort in accomplishing the questionnaires;

To Dr. Marissa B. Ferrer, whose dissertation became the source of

information for the researchers’ concept on formulating the questionnaires on job

for the accomplishment of this research works;

5/28/2018 PUP Sa mple The sis - slide pdf.c om

Bianes, Mrs. Enelita S. Bianes, Mr. Rogelio P. Caguingin, Mrs. Luvimin P.

Caguingin, Mr. Rogelio C. Estrella, Mrs. Isabelita C. Estrella, Mr. Isagani M.

during their studies.

5/28/2018 PUP Sa mple The sis - slide pdf.c om

Problem and Its Background………………………………………………… 1

Chapter 2: Review of Related Literature and Studies

Foreign Literature…………………………………………………………… 11