Work Engagement and Satisfaction of Employees: Basis for Improvement Plan

This study examined the relationship between work engagement and employee satisfaction among permanent employees in local government units (LGUs), serving as the foundation for an organizational Improvement Plan. Anchored on the Job Demands-Resources (JD-R) Theory and Social Exchange Theory (SET), the research employed a quantitative descriptive-correlational design. A total of 268 regular employees from 22 departments in a City Government in Negros Occidental were selected through stratified random sampling, with data gathered using a validated survey questionnaire. Findings revealed a mature, educated, and gender-diverse workforce, predominantly female, married, and composed of rank-and-file personnel. Work engagement was consistently high, driven by fulfillment in public service and resolving citizen concerns. Employee satisfaction was also high, particularly in workplace safety and comfort, though challenges were noted in salary limitations and unclear promotion pathways. Engagement varied across age, tenure, and position, while satisfaction was experienced uniformly across demographic groups. The study confirmed a positive relationship between engagement and satisfaction, indicating a moderate positive association between the two constructs. Based on these outcomes, an Improvement Plan was proposed, highlighting mentorship programs, merit-based promotion systems, workspace adjustments, and non-financial rewards to strengthen motivation and enhance public service performance.

Work Engagement; Employee Satisfaction; Local Government Units

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