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Proactive Personality in Relation to Job Satisfaction of Managers

in Manpower Service Companies

A Thesis Proposal
Presented to the
Department of Psychology
Our Lady of Fatima University

In Partial Fulfillment
Of the Requirements of the Degree
Bachelor of Arts and Sciences Major in Psychology

By
Adriano, Daniella Mica C.
Baloto, Irene R.
Dait, Napoleon D.
Diaz, Gelli Ken O.
Quesada, JahzilMoriel F.
Villapando, Aldwin Joseph C.

September 13, 2016

Chapter 1

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THE PROBLEM AND ITS BACKGROUND

Introduction
Proactive personality can be defined as the anticipation of future
events to avoid threats in the work field rather than simply reacting when
the problem arises (Bateman & Crant, n. d.). In simple words, individuals
who are proactive at work get things done. The researchers asked
entrepreneurs from Central Europe, North America and Southeast Asia
and found out that proactive individuals tend to be always on the lookout
for opportunities, make adjustments that will benefit the organization,
sees potential threats and avoids the situation, tries new methods rather
than just settling for the traditional ways, they are bold and decisive to
take things into action, shows persistence in their work and completes
the goals they have set. In addition to this, Strauss & Parker (2010) said
that proactivity can make changes for either oneself or the organization
they work for. Proactivity is not only driven by the need to make a
change but can also be inspired by the incentives and rewards the
individual will get when they achieve the tasks they have set, and it is
equally effective to whatever the motivator is.
Job satisfaction on the other hand can be defined as an
employers contentment in their work place which can affect an
individuals performance (Buitendach & Rothmann, 2009). It should be

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investigated systematically because employees dedicate most of their

time working. The labor code of the Philippines states that an
employees work hours should not be more than eight (8) hours per day
that includes the employees time for meals, five (5) days a week but it
should be inclusive of the rest periods between the work hours. If the
company requires the individual to work extra hours, the employee will
be given additional compensation. In Aziris (2010) study, positive and
negative outcomes show up if an employee is either satisfied or
dissatisfied with their job. Absenteeism, turnover, loyalty and productivity
are a few of the possible results of job satisfaction which are important in
an organization to minimize costs and maximize the companys
efficiency. It is considered as an important catalyst that makes up an
institutions performance and should always be met to ensure success
(Al-Zu bi, 2010). Job satisfaction is also positively correlated with
organizational commitment as shown in the study by Mohammed &
Eleswed (2013), where they found out that as the organizational
commitment increases, the job satisfaction increases as well. This
implies that the more the employee adapts to the norms in their
organization, the more they can fulfill their job responsibilities which can
give them rewards and incentives that could add up to their job
satisfaction.

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The competitiveness and efforts invested by proactive individuals

will benefit the organization as the competency of the said individual
makes constant and positive changes (Bateman & Crant, n. d.). The
study by Li, Liang & Crant (2010) empirically studied if proactive
personality has a relationship with job satisfaction. Individuals who have
a proactive personality are more likely to make preemptive solutions and
manipulate situations to prevent possible threats rather than just working
on it if the problem arises. The results of the study showed that
employees with proactive personality tend to be more satisfied with their
jobs. However, the research was done in China, a second world country
and the Philippines is currently a developing third world country which
implies that China is more advanced in terms of modernization, wealth
and industrialization. According to the research by Ofreneo (2015), the
Southeast Asian country, Philippines, has been suffering from a
decrease in two of the three sectors of the economy which are primary
and secondary sector. As a consequence, the country has focused on
the tertiary sector. The primary sector is the utilization of natural
resources to produce products, this includes mining, fishing, forestry and
agriculture, the secondary sector is the exportation of the products from
the primary sector locally or internationally. The tertiary sector, which is
the focus of the study, is the lending of an individuals service and
knowledge in an organization. Manpower service companies provide

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institutions and businesses the employees to help them achieve the

goals of their business and maximize their competitiveness. This study
will aim to know if proactive personality can also possibly predict job
satisfaction in the local setting.

Theoretical Framework
The equity theory developed John Stacey Adams in 1963 is
defined as the balance between the inputs (hard work, skill, personal
sacrifices, experience, time, energy and work flexibility) provided by the
employee to the organization and the outputs (fringe benefits, salary,
bonus/rewards, recognition and rewards) received by the employee from
the organization (Al-Zawahreh & Al-Madi, 2012). The equity theory has
four (4) propositions that can either define job satisfaction or
dissatisfaction. The first one states that employees perceive equity with
the comparison of the individuals input and output ratio to another
employee, the second proposition states that unfair treatment is present
if they perceive that there is an imbalance between the two employees
input and output ratio, the third proposition states that the more inequity
they perceive, the employee will feel demotivated and distressed and the
fourth proposition claims that if they are under distress, it can be treated
with the employee persevering to receive equal treatment or resignation
(Huseman, Hatfield & Miles, 1987). This proposition implies that

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employees expect a fair return of outputs from their inputs to the

organization and balance can be perceived from the comparison with
their workmates; if these are not met, the employee will stay in the
organization and strive hard and if they still feel treated unfairly, they will
leave the organization.
The researchers have reviewed previous studies, that is on the
latter part of the paper, regarding job satisfaction and sums up that
outputs received by employees can either make an employee satisfied
or dissatisfied. If proactive individuals are given equal benefits, they will
be satisfied in their job. Job dissatisfaction can cause absenteeism and
turnover that could be a hassle to the organization

Conceptual Framework

Proactive
Personality

Job
Satisfaction

Figure 1: Conceptual Framework

The conceptual framework seeks the relationship between the
variables in this study. Proactive personality will be correlated with job
satisfaction.

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Statement of the Problem

This study aims to know if there is a correlation between
proactivity and job satisfaction. This study will limit the participants age,
years of experience in the managerial position and educational
attainment.
Specifically, this study aims to answer the following questions:
1. To know the following demographic of the respondents:
a. age
b. gender
2. What is the mean and standard deviation of the respondents in terms
of:
a. proactive personality
b. job satisfaction
3. Is there a significant relationship between proactive personality and
job satisfaction?

Hypotheses

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The following are the hypotheses of the expected results for the
relationship

of

proactive

personality

and

job

satisfaction.

The

researchers aim to provide evidence in this research study.

Ho: Proactive personality has no significant relationship with job
satisfaction.
Ha: Proactive personality has a significant relationship with job
satisfaction.

Scope and Limitations

The study will investigate the relationship of proactive personality and
job

satisfaction. The

researchers will

acquire

information

from

respondents who are currently in managerial position of different

companies located in Makati City that are within the age range of twenty
five (25) to forty (40) years old. The managers should have a minimum
of two years experience in managerial position and a maximum of ten
years. The companies will be small and medium enterprises providing
manpower services to other companies.Small and medium enterprises,
commonly abbreviated as SMEs, are non-primary enterprises that have
a workforce of less than 250 employees. SMEs can be sub-divided into
three smaller categories: Micro, Small, and Medium-sized enterprises.

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Defining an SME, according to European Union standards, usually falls

into the number of employees a business has. For example, a clothing
retail store comprising of 1-9 employees is considered a micro
enterprise, a fast food chain comprising of 10-49 employees is a small
enterprise, and a medium-sized enterprise can be seen in a garments
factory employing 50-249 persons. SMEs are also privately owned by a
specific individual or group, with more than 50% of ownership required
(Farsi &Toghraee, 2014).

Significance of the study

The study will benefit the following:
Managers The study will benefit individuals in managerial position due
to the fact that it will identify their level of proactivity and if it has a
significant relationship with their job satisfaction.
Future applicants - The study will help future applicants what behavior
they should practice and maintain in order to fulfill satisfaction in
managerial positions.
Human resource officers The study will help them identify the type of
applicants that will be satisfied with their jobs by measuring their
proactivity.

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To future researchers- The study can serve as an additional reference

for studies related that tackles the factors that influence job satisfaction.
Society - The study can give prior information about the importance of
job satisfaction in the organization. It can also help to motivate students
to persevere for their future purposes.

Definition of Terms:
The researchers established the following terms using conceptual
definition that defined as an academic or universal meaning which is
understood by many.
Proactive Personality A behavior in which an individual acts in
advance to foresee possible outcomes and prevent it rather than solve a
problem when it arises.
Job SatisfactionThe extent to which an employee feels contented or
not in his job that affects the organizations productivity.
Manpower Service Companies in the tertiary sector of the economy
that provides personnel or employees to institutions and businesses to
engage in specific tasks or jobs.

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Chapter 2
REVIEW OF RELATED LITERATURE
Proactive Personality
Proactive Personality is viewed in many ways. From the research
that has been conducted, proactive personality involves self-starting,
future-focused action, constructive change toward people; situations and
organizations, and aims to change the external situation (Pamela Spina,
2013).

Individuals

with

proactive

behavior

are

viewed

as

transformational leader of the future. It embodies that, individual that is

gifted to see what is really important; sense of mission, inspire their

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followers, change entire organizational or societal peers perspectives,

self-determination (Bateman & Crant 2010).
In some previous studies, it shows that proactive personality is not
stable over time. With this, Hui-Hsien Hsieh and Jie-Tsuen Huang(2012)
come up with the idea to increase it by the use of training interventions.
On the other hand, the study conducted by Li, Liang and Crant, (2010),
there is a relationship between proactive personality and job satisfaction.
An employee with proactive personality has a high quality relationship
with their supervisors thus can lead to higher job satisfaction level and
more organizational citizenship behaviors.
Lange (n. d.) stated that individuals that are self-employed have
higher satisfaction levels than individuals that receive salary. Autonomy
and independence are the primary predictors among individuals that are
self-employed. Bakker, Tims and Derks (2012) stated that employees
that have a high level ofproactive personality tend to have a positive
impact towards job performance. Employees with proactive personality
create opportunities for effectiveness.
According to Bertolino, Truxillo & Fraccaroli, (2011) proactive
personality may vary in career stage of an individual between young and
old workers, it may lead to different behavioral manifestation. However

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some studies shows that, More likely the individual will be satisfied in
their work are

people

who

were

higher at extraversion

and

conscientiousness. Individuals who were engaged in an active way and

put a lot of effort at work, the chances in success and satisfaction are
growing up (K. Nicodemus, 2012). Proactive personality and traits of
agreeableness and extraversion is safety climate. The more likely
individual has a high score in proactive personality, agreeableness and
extraversion is highly motivated in workplace to achieve satisfaction at
work. (M.A. Buck, 2011). High proactive employees are deep acting,
these individuals respond corrective action through emotional labor. In
contrast with this are employees who were less proactive, these
individuals are surface acting. They are likely not responsive to
discrepancies between emotional displays and display rules (Randolph
& Dahling, 2013).
Job Satisfaction
Job satisfaction can be defined in various ways.

Job

satisfaction is the extent to a persons feeling and attitude about their job
whether it is a positive or negative feeling. It is the employees sense of
accomplishment and success towards their job. It can be influenced by
external and internal factors that are either psychological, physiological
and environmental that makes up a persons feelings of satisfaction.

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Job satisfaction is the gateway towards an employees recognition,

income, promotion and achievement of goals. It is also defined as the
employees contentment with the reward he/she is getting out of his/her
job. It is the main factor in terms of efficiency and effectiveness in an
organization (Aziri, 2011).
Bozeman and Gaughan (2011) investigated the job satisfaction of
faculty members in an academic setting.

They found out that job

satisfaction among faculty members fall into three categories: Extrinsic

pay motivation, colleague interaction and demographic attributes. They
concluded that faculty members tend to be more satisfied if they feel that
their salary reflects on the things they work really hard for. They also
tend to be satisfied if they feel that they have the respect of their cofaculty members.

They found out that job satisfaction in terms of

demographic attributes (whether the faculty member is a male or a

female) is low.
According to the study of Card, Mas, Moretti and Saez (2011)
wherein they investigated the effect of relative pay (income in relation to
others) among workers job satisfaction. They found out that information
treatment has a negative effect on the job satisfaction of employees that
are being paid below average for their work, however it has no effect on
employees who earn a high salary (above average).

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According to the study of Artz, (n. d.) fringe benefits (extra

benefits different from the employees salary) can affect an employees
job satisfaction but in contrasting ways. First is fringe benefits comes in
compensation packages so it increases in the job satisfaction of an
employee, However fringe benefits are less taxed, they can only be
purchased less through an employer.
Parvin and Kavir (2011) studied the factors that affect the job
satisfaction of employees in a pharmaceutical setting they found out that
work condition, pay and promotion, fairness, job security, relationship
with co-workers and relationship with immediate supervisor influence an
employees job satisfaction. They also stressed out that in order to
enhance ones business, managers and business owners must focus on
their employees job satisfaction. Platsidou (2010) stated that low job
satisfaction levels are preventable if a person can enhance their
emotional intelligence.
Al Zubi (2010) studied the relationship between organizational
justice and job satisfaction. Organizational justice refers to the fairness
in relation to a workplace. It focused on an employees perception on
how they are treated fairly in the workplace. He found out that it is
positively correlated with job satisfaction.

He also stressed out

organizational justice always comes before job satisfaction.

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Kosteas (n. d.) stated that an employees job satisfaction can still
be in a high level even without a promotion if they can maintain an
employees belief that a promotion is possible.
According to Hayes, Bonner and Pryor (2010) wherein they
examine the factors of job satisfaction among nurses in a acute hospital
setting, intrapersonal factors such as age, educational preparation and
coping strategies influence a nurses job satisfaction. Interpersonal
factors such as relationship towards hospital employees, leadership,
providing patient care and professional pride also contributes in job
satisfaction.
Based on the within and between studies conducted by Judge,
Piccolo, Podsakoff, Shaw and Rich (2010), the levels of pay of an
employee has a little relation to both job and pay satisfaction. It shows
that employees who make more money are less satisfied than those
who earn less.
Macintosh and Doherty (2010) studied job satisfaction in the fitness
industry, they found out that cultural dimension of formalization has a
negative impact on job satisfaction. It suggests the number of rules and
procedures are less desirable in an organizational culture.

Synthesis

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Based on the literatures that the researchers have reviewed,

proactivity in the organization creates transformational leaders that will
help their team to maximize the organizations productivity. Since they act
on situations in advance, threats and problems are minimized. They can
get more rewards and benefits from their hard work, which can affect an
employees satisfaction or dissatisfaction in their jobs.

Chapter 3
METHODOLOGY
Research Design
The study is a quantitative-correlational study in which the
researchers will look for the relationship of proactive personality and job
satisfaction. The correlation will determine if the previous study cited in
the introduction is applicable in the local setting.
Population and Sample
The study will be using a non-probability sampling method
particularly purposive sampling. The study will consist of respondents in
managerial positions from with an age range of twenty five (25) to forty

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(40) years old and at least two years of experience but not more than ten
years of experience as a manager with a bachelors degree working in a
manpower service company. The researchers targeted manpower
service company as Philippines is currently focused on the tertiary
sector the economy which utilizes the lending of an individuals service
and knowledge in an organization; manpower service companies
provide institutions and businesses the employees to help them achieve
the goals of their business and maximize their competitiveness The age
range of the participants is determined because twenty five (25) to forty
five (45) because the researchers assume these are the prime age of
working and the two year experience and bachelors degree ensures the
study that the managers are well trained for the managerial position. The
managers will be working from manpower service companies. The target
number of respondents depends on the total population of managers
working in the said companies. No personal information will be asked
from the participants to avoid discomfort and invasion of privacy.
Participants may take thirty (30) minutes up to an hour in answering the
test questionnaires to minimize the time taken from the respondents with
occasional breaks if they want to. The participants will then be
compensated with a simple token of appreciation whether they finished
the test or not.

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Instrumentation
The researchers will utilize three questionnaires to gather the
relevant data needed for the study. A self-made questionnaire to
measure the demographics of the participants will be utilized. This is to
set the parameter of the study, limiting the participants age, years of
experience in the managerial position and educational attainment. The
Minnesota Satisfaction Questionnaire (MSQ) will be used to measure
the job satisfaction of the participants. The MSQ is used to measure an
employees level of job satisfaction and provides more specific
information on the aspects of a job that the worker finds more
motivating. The researchers have two forms available; which are the
long form and the short form. The short form will be used for the study
with a reliability of .91 global scale Cronbachs alpha.

Lastly, the

Proactive Personality Scale developed by Bateman & Crant (2000) to

measure the proactivity of the participants. There are also two forms
available, the original which is consisted of seventeen (17) items and the
short form that have ten (10) items. As recommended by the author, the
researchers will use the short form version of the test with a reliability of
alpha .82. A test pilot study will be done by the researchers before
conducting the test to the actual participants. The researchers sent an

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email to the authors of the tests and permission has been granted by Mr.
Bateman and Crant; both standardized tests are written in English and
does not need to be translated in the local language as the target
participants are middle managers with at least a college degree.

Data Collection Procedure

The researchers will identify small and medium enterprises
providing manpower services located in CaMaNaVa. A letter asking
permission from the management to conduct a research will be
distributed. After the permission has been granted by the management,
a letter of consent will be distributed to the respondents.
Test administration will be done to the respondents on their
preferred time and place. The participants will be assured that the data
collected will be kept confidential. The test will be collected after the test
administration, and then collated according to the type of test.

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Scoring after collation will be done to the tests and statistical

treatments will be applied. The results of the scores will be interpreted
to come up with the research conclusion.

Data Analysis Procedure

The researchers will use the instructions from the utilized tests
which are the Minnesota Satisfaction Questionnaire and Proactive
Personality Scale. The researchers will then inform the participants that
they may get the results anytime they wanted and it will be highly
confidential.
Statistical Treatment
Mean
The researchers will look for the mean of the scores in the
Proactive Personality Scale and Minnesota Satisfaction Square to see
the arithmetic average of the scores on both tests.
Standard Deviation
The researchers will look for the standard deviation of the scores
on both test in order to find out how largely scattered or distributed the
set of scores gathered.

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Pearson r
Pearson r will be used by the researchers to measure the
correlation between proactive personality and job satisfaction.

Chapter 4
Presentation, Analysis and Interpretation of Data
Table 1
Demographic Profile of the Participants
Gender

Male

57

87.69

Female

12.31

Total

65

100

2-4

37

56.92

5-7

22

33.85

8-10

9.23

Total

65

100

Years of Managerial Work

Note: F = frequency

This chapter intends to present the data collected by the

researchers from the local manpower service agency managers located

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in Caloocan, Malabon, Navotas and Valenzuela. This chapter discusses

the results of the three questionnaires utilized by the researchers to the
sixty five (65) participants.
Table 1 presents the frequency and percentage of the
participants gender and years of managerial work. Out of the sixty five
(65) participants, fifty seven (57) are males that are equivalent to
87.69% while there are eight (8) females that is equivalent to 12.31%.
The study limited the participants year of managerial job experience into
two (2) to ten (10) years, the researchers then grouped them into three.
The managers that has been working for two (2) to four (4) years have a
frequency of thirty seven (37) with a percentage of 56.92%, those who
has been working for five (5) to seven (7) years have a frequency of
twenty two (22) with a percentage of 33.58% and lastly, the managers
working for eight (8) to ten (10) years have a frequency of six (6) with a
percentage of 9.23%.
Table 2
Method: Mean & Standard Deviation
Method
Mean
Job Satisfaction
76.88
Proactive
57.03
Personality
Valid N
Note: n = number of participants

Standard Deviation
8.758
4.831

n
65
65
65

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Table 2 shows the mean and the standard deviation of the

proactivity and job satisfaction of the participants. They scored a mean
of 76.88 and a standard deviation of 8.758 in the job satisfaction while
the mean and standard deviation of the proactive personality is 57.03
and 4.831 respectively. In a study by Hsieh & Huang (2014) where the
authors utilized the Proactive Personality by Bateman and Crant to
correlate socio-economic status and proactive personality with career
decision self-efficacy, and standardized test scored a mean of 3.37 and
a standard deviation of 0.56. Proactive personality was measured as
well in another research by Gudderman (2010), where the test
participants scored a mean o 2.68 and a standard deviation of .58. A
total number of one thousand two hundred seventy two (1272) women
across United Arab Emirates scored a mean of 3.21 and a standard
deviation of 0.61 in the job satisfaction.
Table 3

Method: Pearson r
Job
Job

Pearson

Satisfaction

Correlation
Sig. (2

Proactive

tailed)
N
Pearson

Personality

Correlation

Proactive Personality

Satisfaction
1 x

.012
.927

65
.012

65
1

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Sig. (2

.927

tailed)
N

65

PAGE

65

Table 3 shows the correlation results of proactive personality and

job satisfaction. To get the Pearson correlation, the raw data collected
from sixty five (65) participants has been processed with the use of
SPSS. The variable proactive personality and job satisfaction have a
correlation of .012 that implies a weak relationship. Also, the significance
value (2 tailed) is at .927 that tells the study that there is no statistically
significant correlation between the two variables. This means that the
scores in the Proactive Personality Scale is not strongly correlated with
the scores in the Minnesota Satisfaction Questionnaire.
The results of the research is not congruent with the result of the
past study by Li, Liang & Crant (2010), conducted in China where they
garnered

positive

statistically significant

relationship

between

proactivity and job satisfaction and organizational behavior. As well as

the empirical findings found out that people that can sustain proactivity in
their work area highly satisfied with their jobs and careers (Strauss et al.,
2013).Both variables have been measured as well with standardized
tests appropriate for their study but with our current research, it shows
that proactivity at work has a weak relationship with job satisfaction.

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Chapter 5
Discussion, Conclusion and Recommendations
The study focuses on the proactivity and job satisfaction of
individuals in a managerial position working in manpower service
companies located in Caloocan, Malabon, Navotas and Valenzuela
(CaMaNaVa).

This

chapter

presents

the

summary of

findings,

conclusions and recommendations drawn from the study.

Discussion
The specific research questions have been stated in the first
chapter and the study presents the findings:
1.The demographic profile of the respondents in terms of gender and
years of managerial work.
a. Gender: The participants are comprised of fifty seven (57) males
that is 87.69% and only eight (8) females that is 12.31% out of the sixty
five (65) participants.
b. Years of managerial work: Out of the sixty five (65) participants,
thirty seven (37) of them have been working in a managerial position for
two (2) to four (4) years, twenty two (22) of them are working for five (5)

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to seven (7) years and six (6) have been working for eight (8) to ten (10)
years already.
2. The mean and standard deviation of the participants in terms of
proactive personality and job satisfaction.
a. Proactive personality: In order to measure the sample groups
proactivity, the researchers utilized the Proactive Personality Scale, the
sixty five (65) respondents scored a mean of 57.03 and a standard
deviation of 4.831.
b. Job satisfaction: The researchers measured the respondents job
satisfaction with the use of Minnesota Satisfaction Questionnaire and the
participants scored a mean of 76.88 and a standard deviation of 8.758.
3. The relationship between proactive personality and job satisfaction.
a. The raw data gathered by the researchers from the sample
group has been processed and correlated with the use of SPSS. The
variable proactive personality and job satisfaction have a correlation of .
012 that implies a weak relationship. Also, the significance value (2
tailed) is at .927 that tells the study that there is no statistically significant
correlation between the two variables. This means that the scores in the
Proactive Personality Scale is not strongly correlated with the scores in
the Minnesota Satisfaction Questionnaire.

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Conclusion
The following are the conclusions drawn by the researchers based
on the findings of the study:
The majority of the respondents who participated in the study are
male and they are currently employed in private and public man power
agency. Including in the public man power agency is the association
PMAAVI located at Valenzuela. In terms of years of managerial work
most of the respondents have been working in a managerial position for
two to four years while the minority of them is working for long period of
time estimating to six to ten years. The result of the study denies the null
hypothesis stating that there is no significant relationship between
proactive personality and job satisfaction. There is a weak relationship
between the two variables and suggestive evidence against the H O.
The study suggests that man power agency managers are satisfied
with their jobs, for this matter the management can reap the benefits
from proactive dispositions the individual has. The management must
add more proactive individuals to its work force, it is likely to see an
overall increase in performance due to each proactive individuals ability
to find innovative ways to solve the problem. Furthermore, the results of
the study can be useful in the development of training programs
promoting proactivity, wellness, work/life balance in preventing burnout.

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For the man power agency management it could be important to

especially look for proactive personality in the hiring and selection
processes of new employees especially when assigning individual to
managerial position to assure high affective commitment of them,
because proactive personality adds to the value of the employee and
thus the value of the organization management. The literature also
implies that individuals with high proactive personality can manipulate
their environment in ways they desire to get more control in the work
environment. The result of the study add to the former and past research
on proactive personality, but it also provide information that can be
useful information that can be useful and valuable in the development of
programs for HR personnel for the hiring and selection process within
the workplace that can promote individual success to make positive
changes in the work environment as well.

Recommendations

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The researchers offer the following recommendations for future

researches that are related or similar:
1. Future researchers should target a sample group that is more
accessible and more convenient for the data gathering.
2. The age range for the participants should be extended.
3. Diversify the selection of the respondents because most of the
participants are located in Valenzuela City.
4. Equally find participants from both gender groups, male
respondents comprised the study more than females.

Acknowledgement

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The researchers would like to express their gratitude to the

following people who helped in completing the research paper, this
wouldnt be as fruitful as it is without their contributions.

To Mr. Alejandro Jade Evardone, for being the adviser of the

research paper. For his unending support and patience in guiding the
researchers to complete the study with the use of the knowledge he
shared.
To the respondents of the study who have been accommodating
and patient as well in cooperating for the success of the study.
To Mr. Louie Razon, for giving the researchers an easier access of
the sample group located in Valenzuela.
To Ms. Grace delos Reyes, for assisting the researchers with the
processing of the raw data in SPSS.
To the researchers families, whose support was endless
throughout the study, be it emotionally or financially

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