Job Satisfaction and Quality of Work Life among Government Employees in the Municipality of Liloy Zamboanga Del Norte

— This study aimed to assess the job satisfaction and quality of work life of the government employees in the Municipality of Liloy, Zamboanga del Norte, during the calendar year 2020. A quantitative descriptive-correlational research design was employed in this study. Using frequency counting and percent, weighted mean, standard deviation, Mann-Whitney U test, Kruskal-Wallis test, and Spearman Rank-Order Correlation, data were obtained from 170 employees of the Local Government Unit in Municipality of Liloy Zamboanga del Norte. The study found that the perceived level of employees' job satisfaction is strongly agreed upon and highly satisfied. Standard deviations less than 3.0 supported a high degree of homogeneity in their responses. In addition, the study discovered that the respondents' perceived quality of work life is strongly agreed upon and described to a very large extent. Standard deviations less than 3.0 supported a high degree of homogeneity in their responses. The study found no significant difference in the perceived level of employees' job satisfaction regarding age, sex, and level of education. Moreover, the study also found no significant difference in the perceived level of employees' quality work of life in terms of age, sex, and level of education. Furthermore, the study revealed a significant relationship between job satisfaction and employees' quality work of life in the Local Government Unit of Liloy. This indicates that job satisfaction is significantly related to quality work of life. Hence, management strategy and working environments would be enhanced to boost job satisfaction and employees' quality of work life.


INTRODUCTION
The prevalent job satisfaction problem among employees is an ongoing concern faced by almost all government agencies. Employees dissatisfied with their job will likely lose their dedication, innovation, and efficiency. In most cases, this is the average explanation for every end of the calendar year's departure of employees. Job satisfaction is a worldwide phenomenon (Panes, Gempes, and Genuba, 2017). Research in Malaysia has shown that government offices are losing their best employees. Consequently, a call to boost the work satisfaction of workers resounded (Ariffin, Hashim, and Sueb, 2013). Besides, the survey in America showed a disturbing portrait of American workers; in a quarter of a century, employee job satisfaction decreased to its lowest point. Moreover, factors that led to lower work satisfaction among employees in America were established (Richmond, 2013). Employees, however, have a poor quality of working life and are unhappy or dissatisfied with their jobs (Balaji, 2013).
Quality of working life has been differentiated from the broader concept of Quality of Life. As noted, employees who are dissatisfied or whose desires are otherwise unfulfilled seem to have a low quality of work life (Chandra, Lakhawat, & Vishwakarma, 2013). In addition, the top management realized that if the employees are not motivated, they cannot retain them as efficient employees . On the other hand, worklife naturally means the life of employees, physical and intellectual, in their work environment in an office or factory, or field working (Das & Panda, 2015). However, dissatisfaction with work-life arises due to the mismatch between employee expectations and reality, which may affect their performance in the organization .
This study is critical because it tests the quality of work-life variables and the current circumstances of employees and how much they impact the satisfaction and success of employees in their work organization. In addition, Quality of Work Life has taken on growing interest and importance in all countries of the world. It is essential in terms of dedication to work, motivation, and job performance (Das & Panda, 2015). In particular, the organization needs to focus on job design and work organization to accommodate the new generation of employees. Moreover, today's workforce is aware of the value of relationships and seeks to strike a balance between career and personal life (Das & Panda, 2015).
Quality of Work Life has been connected to various studies of various influences. Accordingly, Noor and Abdullah (2012) confirmed a significant relationship between quality of work life and job satisfaction. In clarifying the relationship between job satisfaction, job participation, and job stability with the quality of work life, job satisfaction bears more weight. In addition, (Chandra, Lakhawat, & Vishwakarma, 2013) indicate that the most significant determinant of Quality of Work Life is physical factors, psychological factors, and social factors. The study showed that Quality of Work Life is positively and significantly related to employee satisfaction.
Considering the substantial problems encountered by this topic, numerous works have been carried out around the world to identify the causes and effects and make appropriate conclusions. However, literature has been denied regarding the quality of work life and job satisfaction framework and whether or not they are practiced and adapted. Quality of Working Life is not only a concept that deals with one field but has been found to include a hierarchy of concepts that involve work-based factors such as job satisfaction and satisfaction with work. Pay and work colleagues' interactions are also variables that largely concentrate on life satisfaction and a general sense of wellbeing. Meanwhile, no current research has been carried out on any of the above variables in Region IX, particularly in the Municipality of Liloy, Zamboanga Del Norte. The purpose of this study is to gather evidence to assess the level of job satisfaction and the quality of work life of the government employees in the Municipality of Liloy, Zamboanga Del Norte.

Theoretical Framework
This research study is anchored on the Two-Factor Theory of Motivation by Frederick Herzberg (1959). Herzberg stated that some job factors result in satisfaction while others prevent dissatisfaction. According to Herzberg, the opposite of "Satisfaction" is "No satisfaction," and the opposite of "Dissatisfaction" is "No Dissatisfaction." Hygiene factors. Hygiene factors are those job factors which are essential for existence of motivation at workplace. These do not lead to positive satisfaction for long-term. But if these factors are absent / if these factors are non-existent at workplace, then they lead to dissatisfaction. In other words, hygiene factors are those factors which when adequate/reasonable in a job, pacify the employees and do not make them dissatisfied. These factors are extrinsic to work. Hygiene factors are also called as dissatisfies or maintenance factors as they are required to avoid dissatisfaction. These factors describe the job environment/scenario. The hygiene factors symbolized the physiological needs which the individuals wanted and expected to be fulfilled. Hygiene factors includes pay, company policies and administrative policies, fringe benefits, physical working conditions, status, interpersonal relations and job security.
Motivational factors. According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational factors yield positive satisfaction. These factors are inherent to work. These factors motivate the employees for a superior performance. These factors are called satisfiers. These are factors involved in performing the job. Employees find these factors intrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an additional benefit. Motivational factors include recognition, sense of achievement, growth and promotional opportunities, responsibility and meaningfulness of the work.
well as personal well-being. Indeed, it means the happiness of the person doing the work, doing it well, and being praised for his or her efforts. This means excitement and satisfaction at work. Some proponents magnify that job satisfaction is the main component that results in appreciation, earnings, advancement, and the achievement of other objectives that contribute to a sense of accomplishment. Work satisfaction also spreads the organization's goodwill, reduces absenteeism, labor turnover, accidents; increases the morale, efficiency of workers and encourages new ideas among employees (Anitha, 2011; Simatwa, 2011; & Ayele, 2014).
It was noted that job satisfaction is a dynamic process; a positive emotional state that occurs when a person's job seems to fulfill important values, provided these values are compatible with one's needs. It is a synchronization of what an organization requires of its employees and what the employees are seeking of the organization. With this thought, it is always of a greater interest to know why men work and at which level and how he/she satisfied with the job. Accordingly, job satisfaction 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. It implies that employees form attitudes towards jobs by taking into account the feelings, beliefs, and behaviors (Bell, 2016; Panes, Gempes, & Genuba, 2017).

Quality of Work Life
Quality of work life is an experience which an employee feels about the job and work place. It provides the company as well as the workers with benefits. There have been enormous shifts in the methods of human resource management in the new digital era. The workers are regarded as assets by top-level management of businesses. To achieve the goal, they take necessary steps. They realized that if the workers are not inspired, certainly management cannot maintain the productive employees. Top level management also ensure that the quality of work life is present. The approach to the quality of work life sees employees as a benefit to the company rather than a cost .
Quality of work life is important to organizational performance and it is an important factor that effects motivation at work. Quality of work life programs has two objectives. One is to enhance the productivity and the another is to increase the level of satisfaction of employees. Quality of work life includes the set of values and principles which define the importance of people working in an organization because they are the most valuable asset for an organization. Quality of work life includes the various elements such as working conditions, working duration, health policies, payment system, fringe and non-fringe benefits that an organization provides to its employees .

Method Used
The study included survey and descriptive-correlational research methods. The survey method was employed since the researchers' gathered data through a questionnaire checklist of job satisfaction, and level of quality of work life. Creswell and Guetterman (2019) defined a survey as a research method used for collecting data from a predefined group of respondents to gain information and insights on various topics of interest. On the other hand, correlational research is a type of non-experimental research method in which a researcher measures variables, understands, nd assesses the statistical relationship between them with no influence from any extraneous variable (Bhat, 2019). A correlational analysis was performed to determine the significant relationship between job satisfaction, and quality of work life.

Research Environment
The study took off in Municipality of Liloy, Local Government Unit Province of Zamboanga del Norte. It has three hundred ten (310) government employees. Using the scientific way of determining the sample size by Calmorin, one hundred seventy (170) were then obtained on the deployed survey questionnaire.

Research Respondents
All regular, on job order and/or contract employees of the government offices in the Municipality of Liloy, Zamboanga del Norte are the respondents of this study.

Statistical Treatment of Data
Frequency Counting and Percent. They were used to determine the respondents' profile in terms of age, sex, and level of education. Percent was calculated by getting the frequency of each category divided by the total number of respondents.
Weighted Mean. It was used to quantify the ratings of the respondents' job satisfaction and quality of work life in Liloy, Zamboanga del Norte.  The profile of employees and percentage distribution in terms of age. It shows that one hundred thirty-three (133) or 78.2 % of the employee-respondents aged less than 30 years old, thirty-seven (37) or 21.8 % belonged to 30-40 years old bracket. The result reveals that the most significant number of government employees aged less than 30 years old. It is concluded that young workers are efficient and expect less of a higher salary, strength, and conditioning than the elderly. It implies that government agencies prefer hiring young workers than older workers and may not have to spend as much time training on them as on older workers. The current findings supported Rothschild (2014) study, it shows that younger workers typically are more accustomed to working with technology, having used it all their adult lives, often becoming adept during their formative youthful years. This means you may not have to spend as much time training them compared to more old workers.

IV. RESULT AND DISCUSSION
Profile of employees and percentage distribution in terms of sex. It shows that eighty-seven (87) or 51.2 % employee-respondents are male, eighty-three (83) or 48.8% employee-respondents are female. This implies that contractual male employees are preferably hired by the current administration. The current findings supported Lomoya, Pingol, and Calleja (2015) study, it shows that majority of the male's respondents are contractual workers.
The profile of employees in terms of level of education. It shows that only one (1) or 0.6% employeerespondents are in elementary level/graduate, sixteen (16) or 9.4% employee-respondents are high school level/graduate, one hundred forty-seven (147) or 86.5% employee-respondents are technical vocational graduate/college, six (6) or 3.5% employee-respondents are with MA units/graduate. The findings revealed that the technical vocational graduate/college employees are dominant in this study. The data is supported by the study of Nekouei, Othman, Masud, and Ahmad (2014) which stated that majority of respondents were bachelor 62.6% and 11.9% with master's degrees. It can be concluded that majority of the employee-respondents are technical vocational graduate/college. This implies that technical vocational graduate/college among the employees is one of their priorities. The current findings supported Waaijer, Belder, and Sonneveld (2017) study, it reveals that the level of education is required for the job as it also influences job satisfaction to a small degree: working below college graduate level negatively affects job satisfaction.  Table 3 presents the employees' job satisfaction in terms of compensation and welfare benefits. The data shows that job satisfaction of employees in terms of compensation and welfare benefits obtained a high level of satisfaction. It can be concluded that compensation and welfare benefits which to some extent provide satisfaction to employees. It implies that compensation and welfare benefits give employees a higher level of motivation.
The current findings supported Javed, Rafiq, Ahmed and Khan (2012) study, it shows that the compensation and welfare benefits lead to higher level of motivation and research has shown that motivation influence job satisfaction and performance.  Table 4 presents the employees' job satisfaction in terms of career and promotion opportunities. The shows that job satisfaction of employees in terms of career and promotion opportunities obtained a very high level of satisfaction. In can be concluded that employees are well motivated. It implies that career and promotion opportunities give employees a higher level of motivation.
The current findings supported Javed, Rafiq, Ahmed and Khan (2012) study, it shows that the career and promotion opportunities lead to higher level of motivation and research has shown that motivation influence job satisfaction and performance.  Table 5 presents the employees' job satisfaction in terms of leadership style. The findings revealed that employees' job satisfaction in terms of leadership style obtained a high level of satisfaction. This means that employees are in favor and like the leadership style of the supervisors. In can be inferred that leadership style improve motivation of employees. It implies that leadership style enhances employee's motivation to work.
The findings are supported by the study of Asghar and Oino, (2018) it shows that transformational leaders and leadership styles believe in empowering employees which enhances their motivation and job satisfaction level.  Table 10 presents the employees' job satisfaction in terms of communication and job clarity. The data shows employees' job satisfaction in terms of communication and job clarity obtained a high level of satisfaction. This means that the supervisor in the government agency communicates, motivates, directs and manages employees well. It can be concluded that communication and job clarity motivate employees well.
The current findings supported Javed, Rafiq, Ahmed and Khan (2012) study, it shows that motivation influence job satisfaction and performance.
It is also pointed out by Levinson (2018) study, it reveals that a well-defined job description increases job satisfaction.  Table 7 presents the employees' job satisfaction in terms of work life balance. The data shows that job satisfaction of employees in terms of work life balance obtained a moderate level of satisfaction. It can be concluded that long working hours' imbalances work life balance and flexible working hours unable to manage by the employees. This implies imbalances in the work-life balance of employees lead to poor life satisfaction.

Licudan-Credo and Naparota
The data is contradicted to the study of Pathak, . Dubey, & singh (2019) it reveals that support from superiors, coworkers, flexibility of working hours, adequate maternity leave etc. helps to motivate the employee and allows them to reduce the dark side of work life balance and contributed significantly to job satisfaction.  Table 12 presents the employees' job satisfaction in terms of training and development. The data shows that employees' job satisfaction in terms of training and development obtained a very high level of satisfaction.This means that training and development has been provided to employees by the government agencies. In can be concluded that training and development motivated the employees to work. This implies that motivation at work increase job satisfaction of employees. The data is supported by the study Lather and Jain (2010), who indicated that motivation is the key to organizational effectiveness and is a predictor for employee's performance and job satisfaction.  Table 9 presents the summary of the employees' job satisfaction. The data shows that job satisfaction among government employees in the Municipality of Liloy, Zamboanga Del Norte obtained a high level of satisfaction. This means that the employees have a pleasurable or optimistic emotional state of one's work expectations. It can be inferred that the expectations and targets were met by highly satisfied employees. This also implies that the employees have fulfilled the expectations of their work.

Licudan-Credo and Naparota
The current findings backs up Nimalathasan and Ather (2010) discovered that high job satisfaction depends on what employees expect and what he or she receives.
The present study agree Ayele (2014) discovered that job satisfaction is a pleasurable feeling of emotion that comes from job success. It is the sense of success of the employees on the job that is primarily related to productivity as well as personal well-being. Indeed, it means happiness of the person doing the work, doing it well, and being praised for his or her efforts. environment has a positive impact on the quality of work life. It also pointed out in the study of Tabassum (2012) which shows that secure and safe working environments enhance, encourage and preserve the quality of work life for employees and the productivity of employers in the company.  Table 11 presents the employees' quality of work life in terms of organization culture and climate. The data shows that employees' quality of work life in terms of organization culture and climate is large extent. This means that attitudes, norms and trusts are regarded favorably by workers. It implies that favorable attitudes, norms and trust improve quality of work life among employees. The current findings supported Panes, Gempes, and Genuba (2017) study, it shows that organizational culture and climate is the sum total of the behaviors and interactions of all men and women, their attitudes and standards of life, and the extent to which the organization is safe, supportive, healthy, engaging and inspiring, has an impact on the quality of work life.  Table 19 presents the employees' quality of work life in terms of relation and co-operation. The data shows that employees' quality of work life in terms of relation and co-operation is large extent. This means that employees are satisfied with the relation and co-operation between the management and their quality of work life.
The findings are supported by the study of Swamy, Nanjundeswaraswamy, and Rashmi (2015) which stated that the satisfaction of employees would be based on a good relationship and cooperation between management. If the employees are satisfied with the relation and cooperation, their quality of work life would be high.  Table 13 presents the employees' quality of work life in terms of training and development. The data shows that employees' quality of work life in terms of training and development is very large extent. This means that employees are highly satisfied with the training and development program and their quality of work life.
The findings are supported by the study of Chaudhary and Bhaskar (2016) which stated that employees feel highly satisfied that they are able to perform better in their jobs and improves quality of work life if they receive right type of training and development.     Table 23 presents the employees' quality of work life in terms of autonomy of work. The data shows that employees' quality of work life in terms of autonomy of work is agree and interpreted as a large extent. This means that employees and management relationship in terms of work autonomy are cultivated.

The current backs up
Malarkodi, Uma, and Mahendran (2012) discovered that the employee suggestions and relationships with a greater degree of trust between management and employees are cultivated. Improved management of the workplace, however, also provides employees with a better quality of work life.   Table 17 presents the employees' quality of work life in terms of adequacy of resources. The data shows that employees' quality of work life in terms of adequacy of resources is very large extent. This means that employees are provided with adequate resources. It implies that the high degree of quality of work life for workers has been strengthened by providing sufficient resources and services.

Licudan-Credo and Naparota
The finding is supported by the study of Swamy, Nanjundeswar swamy, and Rashmi (2015) who stated that adequate resources have to do with ample time and facilities, sufficient knowledge and assistance to complete projects, resulting to employee satisfaction and high level of work life spirit. It is also pointed out in Islam (2012) that the quality of working life has been described as high only if employees are provided with adequate resources.  Table 18 presents the summary of the employees' quality of work life. As shown in the table, employees' quality of work life obtained an overall average weighted value of 4.04 with a registered standard deviation of 0.621 which is described as strongly agree and interpreted as a very large extent. It implies that the employees met the criteria of a good quality management in the workplace. The current findings supported Drus, Nadarajah, and Khalid (2019) study, it shows that a good quality management of the organization, such as style of management, commitment, sense of achievement, empowerment and trust, are the criteria of a good quality of working life for employees. The quality of work-life criteria had a powerful impact on job satisfaction among employees.
It is also pointed out in the study of Garg, Munjal, Bansal, and Singhal, (2012) that quality of work-life is vital in the workplace because it can increase workplace morale, encourage employee commitment, enhance productivity and reduce absenteeism. They further stated that the low quality of work-life can lead to harmful behavior such as not coming for work, not completing the task given, commit a crime at the workplace such as stealing and disturbing daily processes at work.  Table 19 presents the test of the relationship between the job satisfaction of employees and their quality of work-life using Spearman rho. The computed mean of job satisfaction was 3.94 while the mean of quality of worklife was 4.23. The computed Spearman rho was 0.560 which means positive large/high correlation. The registered pvalue is 0.00 which is less than the alpha at 0.05 level of significance. This finding means that there exists a significant positive large/high correlation between the job satisfaction of employees and their quality of work-life. Thus, the null hypothesis is rejected. This implies that the quality of work-life was dependent on the job satisfaction of employees. This finding is supported by Noor and Abdullah (2012) which confirmed that there is a significant relationship between job satisfaction and quality of work life. Chandra, Lakhawat, and Vishwakarma (2013) showed that quality of work life is positively and significantly related to employee job satisfaction.

V. CONCLUSION
The study concludes that the employees polled have a good knowledge of job satisfaction and workplace quality of life. They also have high emotional control over their life satisfaction and quality of work life. Likewise, the study concludes that employees work themselves without being tired or complaining. Furthermore, employees with a high level of satisfaction are also employees with a very high quality of work life. Moreover, those with a low level of job satisfaction have a low level of quality of work life. Those with the highest levels of job satisfaction are also the ones with the most quality work life.