IJLTEMAS International Journal of Latest Technology in Engineering, Management & Applied Science (IJLTEMAS) IJLTEMAS 2278-2540 IJLTEMAS 246 10.51583/IJLTEMAS.2026.150800052 Growth Working Attitudes, Job Performance and Satisfaction Level of Employees in Hardam Furigay Colleges Foundation, Inc. Anne Perez Embudo, MBA Eunice Human Resource Department, Hardam Furigay Colleges Foundation, Inc. Philippines Macario Partoza, PhD Raul Human Resource Department, Hardam Furigay Colleges Foundation, Inc. Philippines 15 8 727 772 24 08 2026 29 08 2026 02 09 2026 Job Performance Job Satisfaction Organizational Commitment Teaching Staff Working Attitudes Abstract

This study evaluated the working attitudes, job performance, and job satisfaction levels of 71 teaching staff members at Hardam Furigay Colleges Foundation, Inc. during the 2023–2024 academic year. Employing a descriptive-correlational research design and a total enumeration sampling technique, data were gathered using a validated, highly reliable survey instrument and performance evaluation rating sheet. Descriptive statistics (frequency, percentage, weighted mean) and inferential statistics (Pearson r) were used for analysis at a 0.05 level of significance. The profile revealed that most respondents were female, aged 21 to 30, held a bachelor’s degree, served as college instructors, and had 1 to 3 years of service. Results indicated that employees exhibited a very high level of working attitudes ("overall mean"=3.87) across organizational commitment, employee engagement, emotional connect, and personal issue management. Job performance was rated high ("overall mean"=3.89), while job satisfaction was very high ("overall mean"=3.79) across compensation, social relationships, work conditions, and development opportunities. Inferential analysis revealed a significant, strong positive correlation between working attitudes and job satisfaction (r=.705,p=.000). Conversely, no significant relationship was found between working attitudes and job performance (r=.118,p=.879), nor between job performance and job satisfaction (r=.018,p=.516). The study concludes that positive work attitudes directly correlate job satisfaction, but attitude and satisfaction alone do not drive performance outcomes. Recommendations include strengthening workplace inclusivity, professional growth, and targeted competency development.

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