Professional Documents
Culture Documents
TAGUIG BRANCH
Gen. Santos Ave., Lower Bicutan, Taguig City
An Undergraduate Thesis
Presented to the Faculty of
PUP Taguig Branch
Researchers:
Concordia, Marianne S.
Rangel, Melvin M.
Roldan, Rachel M.
October 2018
ACKNOWLEDGEMENT
wishes to acknowledgment the following people who have been instrumental to the
To our professor, Ms. Margarita T. Sevilla, for her expertise, scholarly insights,
untiring guidance, assistance, and most of all her patience through every step of the
way;
To the panelists of this study, who gave their essential comments and
To the researchers’ loving and supportive parents for their financial assistance
that was needed for this research. Also, for their moral support that motivated the
To the respondents in Del Rosario and Del Rosario Law Offices, for their
to the researcher results to a good output of having the information needed for this
study.
And above all, to Almighty God, who continuously blessed the researcher with
The Researchers
iii
ABSTRACT
Rangel, Melvin B.
Roldan, Rachel M.
Year : 2019
This study identified the relationship of interpersonal skills, work motivation, and
job performance of legal practitioners in Del Rosario and Del Rosario Law Office. The
respondents in this study were the100 legal practitioners from Del Rosario and Del
Rosario Law Office. The researchers utilized the descriptive research method using the
interpersonal skills, work motivation, and job performance among the legal practitioners
of Del Rosario and Del Rosario Law Office. It implies that regardless of their perceived
level of interpersonal skills and work motivation, they will still perform on the average or
iv
Based on the foregoing findings, this study recommended that those employees
who did an accomplishment must be recognized may be monthly or yearly. The employee
being recognized can feel more motivated and of course, in the future, they can do more to
Law Office.
v
TABLE OF CONTENTS
Title Page i
Acknowledgment iii
Abstract iv
Table of Contents vi
Chapter
Introduction 1
Theoretical Framework 3
Conceptual Framework 5
Hypothesis 7
Definition of Terms 9
3 Methodology
Research Method 27
vi
Populations and Samples 27
Sampling Technique 29
Instrumentation/Scale 29
Sources of Data 31
Summary of Findings 43
Conclusions 45
Recommendations 46
References
Research Instrument
Certificate of Editing
Biographical Statement
vii
LIST OF TABLES
viii
Chapter 1
Introduction
Employees are the center point for an organization’s success. In fact, most of the
people have heard the famous saying, “Manpower is the greatest asset of an
organization.” Most of the people believe in it but can it still be called the greatest asset
of an organization even if they can’t achieve their tasks on time or can’t have a good
for them to be motivated. Every employee also has different styles on how they
communicate with their co-workers and build relationships with them. When it comes to
interpersonal skills, it basically refers to a person’s capability to deal with other people.
People use interpersonal skills every single day. Interpersonal skills are very important
skills, it will be hard for the employees to perform their task or duty. In every workplace,
communication is significant. All aspect of work involves communication. There are also
jobs that need collaboration, interaction, and cooperation with different people especially
when an employee needs to talk with his or her manager or supervisor. In that situation,
reasons; but most of the reason is because employees are working the same job every
single day that make it difficult for them to feel motivated. In order to avoid that,
employers must design different programs to motivate their employees. Basically, the
etymological definition of motivation derived from the word “motive” which means needs
research, maybe because motivation deals with different variables. Everyone needs
motivation, especially employees in order for them to perform their tasks effectively and
efficiently.
motivated by his salary or rewards. When a person feels that he or she is fairly
rewarded, they will feel dissatisfied and will reduce the quality and quantity of their
output. The worst case scenario of person who feels that he or she is fairly rewarded is
when they even leave or resign from the organization. But if a person thinks that the
rewards are equitable, they will continue the level of output they are producing. Because
of these rewards, the person will work harder from him or her to achieve that.
person feels unsafe towards to his or her workplace, he or she will surely not get
motivated to go to your office. It is important to have a clean, neat, and safe working
place to employees.
refers to the evaluat ion of whether an employee has done job well or not. It is an
assessment individually measured based on the single person’s effort towards to his or
her work. Job performance of an employee has a huge impact in the entire company
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because it affects the productivity of the company or organization’s success. When there
is low productivity, the company will gain low profit. The main objective of a company or
skills, work motivation, and job performance. It also intends to determine how the
interpersonal skills, work motivation, and job performance affect the legal practitioner in
Theoretical Framework
phenomena. Some theories helped the researchers in conducting this study in a way
that explain important ideas relating to the research. This study was anchored on the
Based on the Symbolic Interaction Theory, symbolic interactions are the basis for
the development of society. Aside from that, symbolic interactions are the basis for the
emergence of our mind and sense of self. Charon (2007) wrote, “Mind is defined as all
symbolic covert action toward oneself.” Another, the mind connects symbols to objects
which serve as the basis for assigning meaning and interpretations. The next factor is
“self.” Self is used to reflect our ability to see ourselves as objects in the same way that
other people see us and attribute symbols and meanings to their perceptions. Our
perception of ourselves is symbolically and socially based. The self and the social are
systemically linked together, each affecting the other, each changing over time, each co-
dependent upon the other. The last factor in the Symbolic Interaction Theory is the
Motivation is significant because even people with the required knowledge, skills,
and abilities, just like a legal practitioner, will perform poorly if they are not motivated to
devote their time and effort to work. A motivated and qualified workforce is crucial to
increase productivity and the quality of the organizational services in order to achieve
organizational objectives.
that result in satisfaction while there are other job factors that prevent dissatisfaction.
The hygiene factors symbolized the physiological needs which the individuals
wanted and expected to be fulfilled. Hygiene factors are the following: Salary is receiving
compensation in exchange of showing efforts and hard work. Company Policies and
administrative policies refers to flexible working hours, dress code, breaks, vacation, etc.
Fringe benefits are the offered health care plans, benefits for the family members, and
employee help program. Physical Working conditions is about the safety, cleanliness,
and hygienic of the workplace of the employee. Status is the employee’s status within
the organization. Interpersonal relations refer to the relationship of the employees with
his peers, superiors and subordinates. And lastly, Job Security refers the security of the
The motivational factors are inherent to work. Also, motivational factors motivate
refers to the recognition given by the managers for the accomplishment of their
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employees. Next is the Sense of achievement that states that employees must have a
sense of achievement. Growth and promotional opportunities states that the organization
employees to perform well. Another factor is the Responsibility where the manager
should give to his employees the ownership for their work in order for them to hold
themselves responsible for their work. Lastly, Meaningfulness of the work refers to the
work itself that should be meaningful and challenging for the employees to perform and
to get motivated.
(Hackman & Oldham, 1975, 1980), the employee job satisfaction, intrinsic work
motivation, and their productivity are a function of the characteristics of a job. The main
characteristics are the skill-variety, task identity, task significance, autonomy, and
feedback. It also states that employees’ attitudes and performance are moderated by the
needs of the employees for psychological growth. Employees with low growth need
strength are the one that has less responsive to the job characteristics than the
employees with high growth need strength. The job characteristics theory of work
attitudes and performance of Hackman & Oldham is also known as the Job
This study related these three (3) theories of motivation, interpersonal skills, and
job performance to the legal practitioner who are working in Del Rosario and Del Rosario
know their interpersonal values, and its relationship to job performance in order to
achieve organizational objectives and goals or company needs to have growth and
the Responsibility where the manager should give to his employees the ownership for
their work in order for them to hold themselves responsible for their work. Lastly,
4
Meaningfulness of the work refers to the work itself that should be meaningful and
(Hackman & Oldham, 1975, 1980), the employee job satisfaction, intrinsic work
motivation, and their productivity are a function of the characteristics of a job. The main
characteristics are the skill-variety, task identity, task significance, autonomy, and
feedback. It also states that employees’ attitudes and performance are moderated by the
needs of the employees for psychological growth. Employees with low growth need
strength are the one that has less responsive to the job characteristics than the
employees with high growth need strength. The job characteristics theory of work
attitudes and performance of Hackman & Oldham is also known as the Job
Conceptual Framework
This study used the independent and dependent framework. The independent variable
was the interpersonal skills that and dependent framework. The independent variable
was the interpersonal skills that were patterned to the Symbolic Interaction Theory
having three important factors: society, self and mind and other variables under
independent variable is the work motivation that was patterned to the Herzberg’s Theory
of Motivation. The independent variable affects the dependent variable which is the job
performance that was patterned after the evaluation system used by China Banking
Corporation wherein it covered these following factors: Job Knowledge, Quality of Work,
A. Age
B. Position
C. Gender
D. Length of service
E. Civil Status
Hypothesis
This study focused on the relationship between interpersonal skills and work
motivation of legal practitioners and how each variable affects the respondents’ job
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performance. The legal practitioners from Del Rosario and Del Rosario Law Firm were
the respondents.
The measurement of the interpersonal skills was done through the administration
This study also examined the level of motivation based from the Herzberg’s Two-
Factor Motivation theory, the hygiene factors and the motivator factors. Hygiene factors
include the variables interpersonal relations, status, physical working conditions, fringe
benefits, company policies and administrative policies, salary, job security. The Motivator
factors, on the other hand, include the variables recognition, sense of achievement,
The third variable in this study is the job performance. It measured by self-rating survey
questionnaire on their job performance. The job performance variables include efficiency
motivation and job performance of legal practitioners of Del Rosario and Del Rosario
Law Office. Moreover, the results of the study will benefit the following:
and interpersonal skills to the job performance of a legal practitioner. This study showed
that a motivated legal practitioner can handle uncertainty more easily, a better problem-
solver, have higher levels of innovation and creativity his or her work. This study also
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showed the importance of the interpersonal values that refers to a strong association
practitioner the importance of having a work motivation, interpersonal values and how it
affects the job performance of a legal practitioner. It can give facts and information
related to legal practitioner. And it can also help them to know what they need to
prepare after they graduate and become a legal practitioner in the future.
Future researcher. This study served as a guide of facts and information related
to legal practitioner. It also serves as a guide to those who are willing to have a further
performance. This study can also serve as an inspiration to people who want to continue
Definition of Terms
For clarification and understanding purposes, the following terms were defined in
administration, supervision, salary and fringe benefits, and working condition. These are
the right to do whatever he wants to do, being free to make one’s own decisions, and
interactions between people. It was also defined as involving relations between persons.
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Interpersonal Skills. Interpersonal skills were the skills used every day when
people communicate and interact with other people, both individually and in groups.
potential ability.
people, having authority over others and being in a position of leadership power.
and assistance to clients and represent them in court or in other legal matters.
advancement, and recognition. These are also called as the intrinsic motivators.
Skills. Skills are the ability to carry out a task with determined results often
Support. It refers to an individual that holds this value likes being treated with
understanding, receiving encouragement from other people, and being treated with
and studies review here in the Philippines and in other countries. The materials
compiled in this chapter were carefully selected from books, magazines, journals,
this study.
INTERPERSONAL SKILLS
other people, this referred to as “people skills”. Individuals with this kind of genius are
highly sociable, able to work well with various kinds of people. They lead and influence
For Wheeler (2005), Interpersonal skills are built over a lifetime but there are
several steps you can take to start building these skills faster and more effectively such
as reading, talking with your team, and working with a coach. Relational Development
and Maintenance - Qualitatively Interpersonal relationship are not stable. Instead, they
are constantly changing. Communication scholars have described the way relationship
develop and shift in two ways. One of the best-known models of relational development
was created by Mark Knapp, who broke down the rise and fall relationship into ten
stages, contained in the two broad phases of coming together and coming apart (a)
Initiating- The stage of initiation involves the initial making of contact with another
person. Knapp restricts this stage to conversation openers, both in initial contacts and
conversation develops ass the people get acquainted making small talks. Though small
talk might seem meaningless Knapp points out that it serves four purposes – It is useful
process for uncovering integrating topics and openings for more penetrating
our fellow human beings. The relationship during this stage is generally pleasant and
uncritical, and the commitments are minimal. There are stages of Rational Development:
(1) Intensifying- At the next stage the kind of truly interpersonal relationship defined
The expression of feeling toward the other becomes common. (2) Integrating- As the
Invitation begins to come addressed to the person. Social circles merge. The partners
begin to take on each other’s commitments. As we integrated with others, our sense of
obligation to them grows. We feel obliged to provide a variety of resources such as class
notes and money, whether or not the other person ask for them. (3) Differentiating-Now
that the two people have formed this commonalty, they need to re-establish individual
identities. This is to point where the hold-me right orientation that has existed shifts, and
put me down messages begin to occur. Partners use a variety of strategies to gain
privacy from one another. Sometimes they confront each other directly explaining that
they do not want to continue a discussion. (4) Circumscribing- the circumscribing stage,
restraints characterize this stage, and dynamic communication becomes static. (5)
distance between each other. Sometimes this is done under the guise of excuses and
sometimes it is done directly. (6) Terminating- Characteristics of this final stage include
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the summary dialogues about where the relationship has gone and the desire to
dissociate.
Adler and Rodman (2001) said that the most obvious way to define interpersonal
could say that all dyadic communication—all two person interaction—is interpersonal.
For example, unlike threesomes and other groups, dyads are complete and cannot be
subdivided. If one person withdraws from the other, the relationship is finished. The
indivisibility means that, unlike groups, the partners in a dyad cannot form coalitions to
get their needs met: They must work matters out with one another. Virtually every verbal
statement contains two kinds of messages. Content message that focus on the subject
being discussed, are the most obvious. Content messages are not the only kind
verbal and nonverbal—can toward one another. These relational ones deal with one or
setting. The ability to actively and empathetically listen, adapt communication style
manage tone in writing, and effectively communicate in a group are all crucial skills for
constructivism theory suggests that due to variances in cognition, not everyone is able to
communicate interpersonally at the same level. The research study examines the history
and interpersonal communication-training to further study how they all interrelate. The
using skills to overcome them and interpersonally communicate effectively. The projects’
so that all employees have a stronger possibility of job satisfaction and have the
where staff can develop to their full personal potentials, and delegating authority. While
Peled (2000) defined interpersonal skills as the ease and comfort of communication
between individuals and their colleagues, superiors, clients, and other stakeholders
process of understanding and sharing meaning between at least two persons. This
happens when a relatively mutual opportunity for speaking and listening occurs.
ourselves, or to fulfill such social needs as the need to belong or to be loved. Though our
WORK MOTIVATION
Pinar, (2011) stated that employees work harder when they are recognized and
appreciated for their effort toward the work and tasks have been given and this is a
simple, easy and powerful strengthen system. When employees get recognized and
appreciated, they do their best to prove the skill, talents and abilities they have.
strengths and rewards the outcomes people create for your business. . For that, leader
should develop recognition system which is powerful for both employees and
managers to effectively motivate their employees. Knicki and Kreitner (2006) as cited in
Benson ( 2008) defined motivation as “those of psychological processes that caused the
arousal, direction, and persistence of voluntary actions that are goal directed.” The
employees’ performance is directly related to how motivated they are to achieve their
goals. Having the skills alone is often not enough for an employee to achieve his
performance at their job. As such, it is the leaders’ jobs to motivate their employees to
the extent that they can achieve high performance with their current skills and limitations.
(Lussier, 2005). The needs theories of motivation are critical to the effectiveness of
one’s leadership. It is in the context of the needs theories that the leadership principles
discussed in the first section can be applied. The following paragraphs give an overview
Tutt (1989 as cited in Benson, 2008) noted that human behavior continues to be based
on instinct, and that humans desire to fulfill the institutional needs. The theory suggests
that one’s needs are categorized by five categories of a hierarchy, that is, one must
satisfy the lowest level before satisfying the higher level needs. These levels, from
lowers to highest, are physiological needs, safety needs, social needs, and the need for
self-actualization. Lussier (2005 cited in Benson). Many suggest that excellent leaders
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understand where their employees’ needs fall within this hierarchy, and as such can
et al., 2006, cited in Benson, 2008). MaClelland suggested that individuals have three
needs – a need for achievement, a need for power, and a need for affiliation. He
suggested that every individual is different with regards to his or her needs, and in order
adequately motivate someone, a leader should have a clear understanding of their own
employees’ needs with regards to these three areas. For example, someone with a high
need for affiliation might be well-suited for human resources position, while someone
with a high need for achievement might be well-suited for a sales position.
determine the best position and the best job-tasks for a particular employee.
The third prevalent need theory was developed by Frederick Herzberg, and is
often referred to as a Hygiene Theory of job satisfaction Knicki et al, (2006 cited in
Benson, 2008). Herzberg suggested that organizations have things that can be
classified as satisfiers and dissatisfiers, and that in order to satisfy a need to motivated
employees, a leader and manager should alleviate the things dissatisfy employees and
improve the things that satisfy employees. Such as rules and regulations, salary, work
environment, and supervisors are examples of things that are classified as dissatisfiers,
challenging work are things that are classified as satisfiers. While both are important to
dissatisfiers, which does not intrinsically motivate the employee, especially in the long
run.
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The term motivation can be traced from the Latin word “movere”, which means to
move (Luthans, 2008). Motivation is the set of attitude and values that can predisposes a
person to act a specific goal-directed manner. It is invisible inner state that energizes
human goal directed behavior which can be divided into two components: 1.) the
direction of behavior (working to reach a goal), and 2.) the strength of the behavior (how
intelligence by defending each one and identifying its hallmark attributed and behaviors.
most important areas of research in organization, motivation, behavior came from the
word move. Consistently, Goleman defines motivation as the passion to work for go
beyond money or status. It is also the prosperity to pursue goals and persistence.
Employee job satisfaction and motivation can be studied through several broad
difficult term to define; therefore, a precise definition of this concept is elusive as the
notion that comprises the characteristics of an individual and a situation as well as the
organization’s liveliness, whether public or private, comes from the motivation of its
employees, although their abilities play just as crucial a role in determining their work
pursue some designated goal and implies the determination of the nature and focus of
Heller (2005) attested that teachers have one of the highest attrition rates of any
profession; in particular, new teachers are apt to leave our schools. A study published in
this point. According to Ingersoll’s finding, the average yearly turnover rate in education
the problem under discussion here is that 29 percent of new teachers leave education
with their first three years, and by the end of five years, 39 percent have left. (Viadero,
2002 as cited in Heller, 2005). Ingersoll includes that educators should spend time on
recruitment efforts and put more effort into retaining teachers they have.
Viadero 2002 as cited in Heller (2005) suggested that schools might better luck
meeting their teachers… by making improvements in job such as increasing support for
teachers, raising salaries, reducing students misbehavior, and giving faculty members
According to the article of Bryan Tracy, “the key to motivation your real goal is to
become a transformational leader, a kind of person that motivates and inspires people to
should never be made an end in themselves. If they are, motivation becomes one-
dimensional because employees pursue rewards for their own sake. Worse,
management’s reasons for offering them, such as improving product quality, productivity,
or customer service, are overlooked or lost in the shuffle. The simple act of saying
“thank you” for a job well done can be productive on the “thanker” and exhilarating for
the “thankee.” According to a survey by the personnel consulting and recruiting firm
Robert Half International, lack of praise and recognition causes more employee turnover
Ignacio (2005) conducted a study on work motivation and job satisfaction among rank-
and-file employees of the Department of Public Works and Highways Central office and
found out that employees are motivated regarded to their level of work motivation in
terms of intrinsic factors related to their job and moderately motivated with regards to
their level of work motivation in terms of extrinsic factors related to their present job.
Other findings revealed that the significant relationship between respondent’s level of
work motivation and job satisfaction. The demographic profile of respondents such as
gender, civil status, and highest educational attainment and salary grades affects the
relationship between motivation and job satisfaction. In general, This study concluded
In short, Dessler (2001) defined motivation as the intensity of the person’s desire
to engage in some activity. From the above definitions, some issues are brought to mind
that deal with what starts and energizes human behavior, how those forces are directed
and sustained as well as the outcomes they bring about (performance). It follows,
therefore, that there is relationship between motivation and job satisfaction, which is
paramount in any organization’s existence. However, the concepts of motivation and job
JOB PERFORMANCE
concept, which can mean different things to different people. Job satisfaction is usually
linked with motivation, but the nature of this relationship is not clear. Satisfaction is not
the same as motivation. "Job satisfaction is more an attitude, an internal state. It could,
qualitative." In recent years attention to job satisfaction has become more closely
26
associated with broader approaches to improved job design and work organization, and
the quality of working life movement (Buchanan, 2006). Job satisfaction has been
defined as, the attitude of an employee toward a job, sometimes expressed as a hedonic
response of liking or disliking the work itself, the rewards pay, promotions, recognition, or
the context such as working conditions, benefits (Corsini, 1999 cited by Tillman, 2008).
hygiene theory is that it does not view job satisfaction as opposites. Improving
motivators increase job satisfaction, but it does not decrease job dissatisfaction.
Improving hygiene reduces job dissatisfaction, but it does not increase job satisfaction.
Job satisfaction is produced by growth fulfillment and other work content outcomes,
whereas job dissatisfaction is produced by the work context. Thus, Herzberg theory
differs from Maslow’s and Alderfer’s Hierarchy models suggesting that growth needs
Ecle (2006) discussed the causes of poor performance; she stressed that
excessive worry effective planning depends upon the anticipating trouble. It is good to
plan in order to minimize poor ability to enjoy your work and family. Worries almost
always results from misleading of reality. This leads to loss of inspiration, power, drive
and perspective. When a person loses perspective, he/she forgets about his/her work,
nutrition, and laziness will cause poor performance. Furthermore, Ecle enumerated
negative attitudes which also contribute to poor performance (a) Indifference – Some
workers do not listen to instructions; They don’t even listening during meetings. They
attend just so they won’t be marked absent. (b) Tardiness – Being late is the worst
enemy. One who is not around can prepare adequately. (c) Money-centered – Some
workers count the days of attendance and not the days of achievement and excellent
26
performance. Instead improving their work they think of getting more money from
them.(d) Unfaithfulness – Every degree of profession aspires for loyalty because they
like it. They like the benefit they derive from work.
Employee job satisfaction and motivation can be studied through several broad
difficult term to define; therefore, a precise definition of this concept is elusive as the
notion that comprises the characteristics of an individual and a situation as well as the
organization’s liveliness, whether public or private, comes from the motivation of its
employees, although their abilities play just as crucial a role in determining their work
performance and their motivation (Lewis, Goodman and Frandt, 1995). Golemblewski
pursue some designated goal and implies the determination of the nature and focus of
forces including the degree of readiness. According to Holy and Miskel (1987, p. 176),
employee motivation is the complex forces, drives, needs, tension states, or other
mechanisms that start and maintain voluntary activity directed towards the achievement
of personal goals. In short, Dessler (2001), defined motivation as the intensity of the
person’s desire to engage in some activity. From the above definitions, some issues are
brought to mind that deal with what starts and energizes human behavior, how those
forces are directed and sustained as well as the outcomes they bring about
(performance). It follows, therefore, that there is relationship between motivation and job
of motivation and job satisfaction are often confused with one another .Peretomode
(1991, citing Gibson, et al.) pointed out that the two terms are related but are not
synonymous. They acknowledged that job satisfaction is one part of the motivational
26
satisfaction refers to the fulfillment acquired by experiencing various job activities and
rewards. It is possible that employee may display low motivation from the organization’s
perspective enjoy every aspect of the job. This state represents high job satisfaction.
Peretomode (1991, p. 113) also argued that highly motivated employee also be
dissatisfied with every aspect of his or her job. He demonstrated that a motivated worker
is easy to spot by his or her dedication, enthusiasm, focus, zeal, and general
organizational support (POS) on the relationship between social skill and supervisor
rated job performance. On the basis of regulatory and activation, models of behavior,
the authors argued that low-POS environments activate social skill because they reflect
performance. Accordingly, the authors hypothesized that social skill is more strongly
related to performance among workers reporting low rather than high levels of
on data gathered from sample support the hypothesis. These results suggest that the
The present study contributes to an emerging literature linking social with job
performance. Recent research has demonstrated that social skill both main and
interactive effects on job performance, indicating that the social skill on performance is
dependent on other et.al.,2001; Witt & Ferris, 2003). The present study indicates the
implications.
26
Straub (2005) stressed that “In one company I worked for where every other day
seemed to be Malfunction Junction, we had two standards mottoes: “You don’t get paid
for the job; you get paid for the frustration.” And “When you’re right, no one remembers.
When you’re wrong no one forgets.” He pointed that paychecks provide compensation.
motivation, or situation factors (Carson, 1991 as cited in Brown and Lent, 2000). The
ability factors include the employee’s skills and talents (e.g. job knowledge, intelligence,
motivation refers to the effort expended. Situation system factors include many
performance of the sales people the impact of supervisors’ behavior. His findings
relationship with salespersons work performance which indicates that there is a positive
For the supervisory behaviors under study, the authoritarian is expected to have
achievement motivation behavior. The data suggest that to the extent that supervisors
influences salespersons’ motivation and work performance is, however, to be noted that
26
important is using the positive methods of motivation for their force. Determining
potential to reach the set goals because of the quality of job performance influences of
organizational environment and in increasing efficient workers, much work in a way that
commitment among the full-time and part-time faculty members of a State University in
Manila. The results showed that there is no significant relationship between job
satisfaction and job performance. There is also no significant relationship between full-
time and part-time faculty members. He also found out in both groups that the
demographic profile of age, gender, and faculty rank are not associated with over-all job
Several studies identified and compared which among the Motivations and
Hygiene Level contribute to the job satisfaction and dissatisfaction among teachers in
Reysio – Cruz (2001) identified the factors that contributed to the job satisfaction
and dissatisfaction of the employees in the Ateneo Grade School. The administrator,
satisfaction of the job and none of these groups found any dissatisfying factor at the
motivation level. All the three groups did not consider any factor in the hygiene level as
26
dissatisfying. The administrator and teachers considered status number of the hygiene
level while the non-teaching staff regarded interpersonal relationship as number one.
Campbell (1991 as cited in Brown and Lent, 2005) defined work performance as
includes in-role behavior that can be contingently tied to rewards. One framework that
has historical been use to understand the components of performance follows Steers,
Porter, and Bigler (1996), and Vroom (1964 as cited in Brown and Lent, 2005) explained
perform. Thus, motivation is defined in terms of the direction, intensity, and persistence
of individual effort (Campbell and Pritchard, 1976,Kanter, (1991 as cited in Brown and
Lent, 2005). The multiplicative nature suggests that all elements are essential for
performance to exists. Thus, a person’s performance will be limited by his or her ability
and motivation (e.g., a person with low motivation yet high ability will not have high
effort, and opportunity, it is often measured in terms of outcomes and result produced.
Thus, performance has been defined as the record of outcomes produced on a specified
job function or activity during a specified time or period (Bernardin, Russell, and Kane,
2003 as cited in Brown and Lent, 2005). For example, college professors are typically
Performance in each of these areas is defined with different outcome measures (e.g.,
26
whole is equal to the sum or average of performance on the job functions or activities.
the organizations. For individuals, how their performance is evaluated is related to the
outcomes they receive from work (e.g., future competitors, promotions, selection into
order to accomplish personal and group tasks and projects because employees need to
stakeholders of the organization. Communication skills are the critical skills that
which are essential for managerial or administrative success. In all seriousness, though,
there's a reason why they are so valued; even though most workplace business is now
conducted through instant messaging software, it's still necessary to possess verbal and
diplomatic skills in order to work effectively with your colleagues and/or bosses.
order to achieve their goals. Highly motivated employees help the organization to
become more success because motivated employees are constantly looking forward to
improve their work performance. The outcome from a motivated employee will produce
26
high level of productivity since they are enjoying their work. Therefore, they feel satisfied
in the workplace . It is not an easy task especially for the managers to retain highly
motivated employees within the organization as they are the valuable assets of the
organization to achieve success in the future. Employees are the human capital to the
communication skills and work motivation is closely related and they are dependent on
each other to bring the employees to a higher level on job performance by maintaining
and improving the quality of work. Therefore, it is very important to have good
effectiveness of good communication skills and work motivation will enable the
employees to identify the positive values that will boost their emotional and social skills.
Chapter 3
RESEARCH METHODOLOGY
This chapter presented the research methodology of this study including the:
technique, instrumentation and scale, sources of data, data gathering procedure, the
Research Method
and compared.
The descriptive research method is used in gathering the needed information for
this study. This method enables the researchers to interpret the theoretical meaning of
the findings and hypothesis development for further studies. Specifically, this study
utilized a questionnaire type of descriptive research method which enables this study to
gathered information from the respondents without the respondents having any
difficulties in answering the questions required for this study to have information
regarding the relationship between interpersonal values, work motivation, and job
The population of the respondents, the legal practitioners, was taken from Del
Rosario and Del Rosario Law Firm. The samples from the population computed through
In this method, the researcher got a sample size of 80 from a total of 100 legal
Slovin’s formula:
100
𝑛=
1 + 100(0.05)2
100
𝑛=
1 + 100(0.0025)
100
𝑛=
1 + 0.25
100
𝑛=
1.25
𝑛 = 80
Where:
n = sample
e = margin of error
This study aimed to determine the relationship among interpersonal skills, work
motivation, and job performance and the study was administered to the legal
practitioners of Del Rosario and Del Rosario Law Office. A total of 100 legal practitioners
29
were included in this study. The total number of respondents was taken from the legal
Sampling Technique
Simple Random Technique was applied in this study. Using this method, each
member of the population has equal chance of being selected as subject. The entire
process of sampling in a single step with each subject selected independently of the
Instrumentation/Scale
This part discussed the instruments that were used to gather for the pertinent
For effective and flawless data collection, survey, observation, and document
This study used questionnaire or the survey method as part of the data collection
wherein it was distributed to the legal practitioners to answer the questionnaires. Survey
The questionnaire has four parts that used in this study. First was for the
respondents profile, second was for the interpersonal values, third was for the level of
The first part of the questionnaire was used to determine the respondents’ profile
which consists of name (optional), civil status, position, gender, age, and length of
service.
The second part of the questionnaire was used to determine the respondents'
The third part of the questionnaire was used to determine the level of work
motivation of the respondents. The questionnaire was patterned from the Herzberg Two-
Factor Theory of Motivation. The questionnaire was covered the variables of the hygiene
supervision, job security, work policy and administration) and motivation factors
Frederick Herzberg. The questionnaire was constructed in a rating scale form with four
The last part of the questionnaire used to determine the job performance of the
respondents. This questionnaire that was constructed was patterned after the evaluation
system used by China Banking Corporation wherein it will cover these following factors:
Organization, Initiative, Industry, and Attaining Objectives. From these factors, the
researcher was able to determine the job performance rating of the respondents. This
their performance in 2017. The questionnaire was constructed in a rating scale form with
The questionnaire was given and distributed to the legal practitioners in order for
Sources of Data
This study gathered pertinent data from different sources. The primary source
was from the key informants who are the legal practitioners of Del Rosario and Del
Rosario Law Office. This study gathered data from the respondents through the
questionnaires that were given to them. From that method, this study had the direct
source of data. The secondary sources of data collection were from books, journals,
internet sources, and from the past studies. From those sources, this study was able to
Permission to conduct the study was requested from the Del Rosario and Del
Rosario Law Office. This study was formally expressed in writing their intention to
conduct the study. Upon approval, this study was conducted the survey and testing on
Del Rosario and Del Rosario Law Office. The survey was explained clearly in order for
the respondents to understand better what is asked from them and in order to elicit a
more honest response. The retrieval of the questionnaires was took place on the same
The data gathered was grouped, tallied, tabulated, analyzed and interpreted. The
1. Frequency and Percentage Distribution of Data was the statistical tool used to
answer the profile of the respondents in terms of age, position, gender, and length of
service.
Formula:
𝑓
P = 𝑁 x 100
Where:
P = percent
f = frequency
N = number of cases
2. Weighted Mean were the statistical tools used to answer the respondents’ perceived
Formula:
∑wx
Weighted mean = ∑w
Where:
n = the sum of
w = the weights
x = the value
3. Pearson Correlation Coefficient was the statistical tool used to answer if there is
significant relationship between the respondents’ perceived interpersonal skills and their
perceived job performance level, level of work motivation and their perceived job
Formula:
35
Where:
Chapter 4
Table 1
Frequency and Percentage Distribution of the Respondents In terms of Gender
gender. Based on the table, majority of the respondents were female with 60 or 75% and
Table 2
Frequency and Percentage Distribution of the Respondents In terms of Civil Status
Civil Status. Based on the table, majority of the respondents were single with 55 or
68.8% and 25 respondents were married which constitute 31.3% of the total
respondents.
35
Table 3
Frequency and Distribution of the Respondents In terms of Position
position. Based on the table, majority of the respondents were legal secretaries with 27
or 33.8% while the staff and claim staff have the least number of respondents with 1
Table 4
Frequency and Distribution of the Respondents In terms of Age
age. Based on the table, majority of the respondents were 25-28 years old with 35 or
33.8% while 41 years old and above have the least number of respondents with 1 which
Table 5
Frequency and Distribution of the Respondents In terms of Length of Service
length of service. Based on the table, majority of the respondents were almost 2-6 years
in service with 38 or 47.5% while 19 years and above have the least number of
Table 6
Respondents’ Perceived Interpersonal Skills
the table, the respondents were capable to a great extent in giving positive feedback and
mean of 3.61 and 2.90 respectively. With an overall weighted mean of 3.26, the
understanding and sharing meaning between at least two persons. This happens when a
relatively mutual opportunity for speaking and listening occurs. Interpersonal, likes
such social needs as the need to belong or to be loved. Though our interpersonal
Table 7
Respondents’ Level of Work Motivation
weighted mean of 3.49 and 3.19 respectively, the respondents always feel the sense of
camaraderie and teamwork among their co-workers and often feel being recognized for
doing a job well such as being complimented by the boss or receiving a company
reward, promotion, or salary increase. With an overall weighted mean of 3.37, it shows
that the respondents are always motivated by all of the indicators mentioned above.
This result agreed with some literatures as stated by Pinar, (2011) that
employees work harder when they are recognized and appreciated for their effort toward
the work and tasks have been given and this is a simple, easy and powerful strengthen
system. When employees get recognized and appreciated, they do their best to prove
the skill, talents and abilities they have. Furthermore, recognizing employees is also
considered a way of communication that strengths and rewards the outcomes people
create for your business. For that, leaders should develop recognition system which is
powerful for both employees and organization (Hsiu-Fen, 2007). Employees who feel
appreciated and recognized are more positive about themselves and their abilities to
40
environment. Saying thank you as recognition will make the business successful (David,
Table 8
Respondents’ Perceived Level of Job Performance
on the table, the 10th indicator which is the overall extent to which employee successfully
accomplished the tasks or functions assigned or delivered the desired results had the
highest weighted mean of 3.55 interpreted to be very good. While the 9th indicator which
is the extent to which the employee may be described as a hard worker and the amount
of concentration and effort exerted in the performance of his job had the lowest weighted
mean of 3.21 interpreted to be good. With an overall weighted mean of 3.40, the
respondents find their perceived level of their job performance very good.
(2002) effective job performance can move organization forward. Job performance as a
result of accomplishment, a person maximizes his potential to reach the set goals
in increasing efficient workers, much work in a way that will make possible results for
Table 9
Pearson Correlation: Correlation between the Respondent’s perceived Interpersonal
Skills and their Perceived Job Performance
Job Performance
Interpersonal
Skills
Correlation p-value Decision Remarks
Coefficient
*NOTE: if p-value is less than or equal to the level of significance which is 0.05 reject the
null hypothesis otherwise retain.
42
Table 1.1 exhibits the Pearson Correlation between the respondents’ perceived
interpersonal skills and their perceived job performance. The table shows that with 0.547
correlation coefficient the interpersonal skills and job performance have a moderate
correlation. Since the p-value 0.000 is less than 0.05 level of significance, the study
rejects the null hypothesis, thus, there is a significant relationship between the two
variables
Table 10
Pearson Correlation: Correlation between the Respondent’s Level of Work Motivation
and their perceived Job Performance
Job Performance
Work
Motivation
Correlation p-value Decision Remarks
Coefficient
*NOTE: if p-value is less than or equal to the level of significance which is 0.05 reject the
null hypothesis otherwise retain.
Table 2.1 exhibits the Pearson Correlation between the Respondent’s level of
work motivation and their perceived job performance. The table shows that with 0.603
correlation coefficient, the work motivation and job performance have a moderate
correlation. Since the p-value 0.000 is less than 0.05 level of significance we reject the
null hypothesis between Respondent’s level of work motivation and their perceived job
performance. It implies that there is a significant relationship between the two variables.
Chapter 5
This chapter presents the summary of findings, conclusions generated, and the
Summary of Findings
This study was conducted in Del Rosario and Del Rosario Law Office in Bonifacio
Global City, Taguig City to determine the relationship of Interpersonal Skills, Work
Motivation, and Job Performance. The following are the significant findings of the study:
them are junior associates, 27 or 33.8% of them are legal secretaries, 1 or 1.3% of them
is a staff, 1 or 1.3% of them is a claim staff, and 5 or 6.3% of them are assistant legal
secretaries.
them belong to 20 and below age group, 16 or 20% of them belong to 21-24 age group,
35 or 43.8% of them belong to 25-28 age group, 10 or 12.5% of them belong to 29-32
age group, 13 or 16.3% of them belong to 33-36 age group, 2 or 2.5% of them belong to
37-40 age group, and 1 or 1.3% of them belong to 41 and above age group.
44
there are 38 or 47.5 who have been in the service for 2 years and below, 38 or 47.5%
who have been in the service for 3-6 years, 3 or 3.8% who have been in the service for
7-10 years, and there is only one or 1.3% who has been in the service for 19 years and
above.
6. With a grand mean of 3.26, the perceived interpersonal skills of the respondents was
high. The respondents were capable to a high extent when it comes to giving positive
among all the indicators. While when it comes to giving negative feedback, the
respondents had the lowest weighted mean of 2.90 wherein they were capable to a
moderate extent.
7. Based on the results, the respondents always feel that they were motivated in having
a sense of camaraderie and teamwork among co-workers with a weighted mean of 3.49
considered to be the highest. While having the lowest weighted mean of 3.19, the
respondents often feel motivated by being recognized for doing a job well such as being
increase. With an overall weighted mean of 3.37, the respondents always feel motivated
8. With an overall weighted mean of 3.40, the respondents’ job performance was very
good. The respondents performed very good in terms of overall extent to which
desired result with a weighted mean of 3.55 considered having the highest weighted
mean. While in terms of extent to which the employees may be described as a hard
worker and the amount of concentration and effort exerted in the performance of his job,
the respondents performed good with a weighted mean of 3.21 considered having the
Correlation Coefficient of 0.547 it shows that interpersonal skills and job performance
have strong correlation. Since the p-value 0.000 is less than 0.05 level of significance,
10. On the Relationship between Work Motivation and Job Performance, with a
Correlation Coefficient of 0.603 it shows that work motivation and job performance have
a strong correlation. Since the p-value 0.000 is less than 0.05 level of significance we
reject the null hypothesis between Respondent’s level of work motivation and their
perceived job performance. Implies that there is a significant relationship between the
two variables.
Conclusions
1. Majority of the respondents of this study were female. More than half of the
respondents are single in their early adult and adult stage. With regards to the length of
2. On the perceived interpersonal skills obtained by the respondents who were the legal
practitioners of Del Rosario and Del Rosario Law Office revealed that they are capable
to great extent in the majority of the indicators given especially in identifying feelings,
expressing goals and intentions clearly, being aware of self-talk, sharing empathy, giving
positive feedback appropriately and expressing without judging different values, feelings,
perceptions help by another, therefore the workers had a good relationship to each
other.
47
3. On the Level of Work Motivation of the respondents obtained by the respondents who
were the legal practitioners of Del Rosario and Del Rosario Law Office revealed that they
always feel motivated in terms of management styles, nature of work, leadership skills of
good working environment, having a job well done and being recognized by giving
rewards and promotions, therefore the workers were highly motivated with their jobs and
4. On the perceived level of job performance obtained by the respondents who were the
legal practitioners of Del Rosario and Del Rosario Law Office revealed that they
performed very good in most of the indicators given except being a hard worker, the
amount of concentration to their job, and the effort that they exerted to his job interpreted
as good, therefore the organization must be aware on what factor affects the level of job
5. This study found out that there is a significant relationship between interpersonal skills
and job performance so it conforms that good interpersonal skills can positively affect job
performance.
6. This study found out that there is a significant relationship between work motivation
and job performance so it conforms that work motivation is one of the biggest factors
7. This study found out that there is a significant relationship among interpersonal skills,
Recommendations
promoted. It can help employee’s interpersonal skills because they will meet new people
and they can build good relationship, they can also be motivated and perform well in
good working environment, having a job well done and being recognized by giving
rewards and promotions, therefore the workers were highly motivated with their jobs and
4. On the perceived level of job performance obtained by the respondents who were the
legal practitioners of Del Rosario and Del Rosario Law Office revealed that they
performed very good in most of the indicators given except being a hard worker, the
amount of concentration to their job, and the effort that they exerted to his job interpreted
as good, therefore the organization must be aware on what factor affects the level of job
5. This study found out that there is a significant relationship between interpersonal skills
and job performance so it conforms that good interpersonal skills can positively affect job
performance.
6. This study found out that there is a significant relationship between work motivation
and job performance so it conforms that work motivation is one of the biggest factors
7. This study found out that there is a significant relationship among interpersonal skills,
Recommendations
promoted. It can help employee’s interpersonal skills because they will meet new people
47
and they can build good relationship, they can also be motivated and perform well in
their work because they feel that the company is providing what they need to improve
2. Employees or individuals may ask the people they trust or their colleagues for
constructive criticism about their interpersonal skills. They also need to get along with
their co-workers to build good friendship and to have a good ambience in workplace. In
that case, the employees boost their work/job because one factor why employees are
giving awards or incentives to the employees can do. In those ideas, the employee being
recognized can feel more motivated and of course, in the future, they can be do more to
4. Workers must control their attitudes and characters they have inside the workplace.
5. Employers can have a work buddy. So that if the employee is absent, have a family
emergency, got sick, or in leave, his work buddy can do his job. It can help in employees
interpersonal skills because it involves relationship between the two employees. By having
motivation. They can motivate each other to work hard because they have someone they
6. Provide Feedback. Employers must provide feedback to their employees for their job
performance so that they will know his or her level of performance. Feedback can be
goes through a two-sided dialogue, giving the opportunity to learn about the challenges
the employee is confronted to, as well as the aspects they enjoyed the most about their
job. Good feedback can be defined by three criteria: its promptness, its frequency, and its
necessary, and with enough details in order for the employees to know about their job
performances.
their employees such as team building, coaching and mentoring of employees, job
shadowing, technical skills and soft skills development training and for them to feel their
personal accomplishment within themselves for them to be more motivated. When you
offer training opportunities, you give your employees the chance to deepen their
knowledge and get specialized in a field they enjoy. As a matter of fact, training program
is a win-win solution for employees and employers alike. In the training opportunities that
the organization will offer, employees can also build their interpersonal skills well because
interpersonal skills, work motivation, and job performance, other respondent categories
can be included in the study, not only the legal practitioners in Del Rosario and Del
9. Future researchers could use other methodologies that will refine and validate the
instruments used.
48
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AUTHORS