A study on Philippine wine merchants quality culture and its impact on job satisfaction

• Main Authors: Almeda, Rene Herbert Gerard A., Anover, Rafael Ignacio W., Camaro, Joshua M.
• Format: text
• Language: English
• Published: Animo Repository 2013
• Subjects: Philippine Wine Merchants; Wine industry; Job satisfaction; Business Administration, Management, and Operations
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/11264
• Institution: De La Salle University

Philippine Wine Merchants (PWM) was founded in 1975 by Ralph Lim Joseph. Together with his three brothers, Robert, Ronnie, and Raymond, the Joseph brothers had successfully run the business becoming one of the biggest wine importers and distributors in the country with string presence in both on-premise and off-premise sales. The frame work of this study would discuss the impact of quality culture to job satisfaction, the independent variable being quality culture and job satisfaction being the dependent variable. The elements of quality culture are based from the study by A. Sursock the elements being communication, participation, and trust between the managers and the employees under them. The elements of job satisfaction, on the other hand, is based from a study by R, Scholl the elements being job facets, cognitive response, affective response, membership, adequate role behavior, and extra role behavior, and extra role behavior The researchers aimed to evaluate the quality culture of Philippine Wine Merchants and its impact on the job satisfaction of the company employees. The researchers also aimed to assess the impact of quality culture toward job satisfaction and to evaluate the organization culture of Philippine Wine Merchants after the intervention. The sample population that would be used for this study would be the census of the sales department. The researchers believe that studying the census of the largest department of the company would yield more accurate results. The intervention that was conducted included activities that are all related to the elements necessary for a quality culture to be implemented that being communication, trust, and participation. It was conducted on October 21 from 10:00 am 12:00nn. The activities that were conducted allowed the employees the chance to reconcile, release tensions or anything else that they would like to say to their fellow employees and or manager. The other activity that was conducted was the trust fall. The trust fall was conducted right after one employee was able to open up to their co-workers. This would create a bond of trust between the co-workers. The methods that were used by the researchers are surveys and interviews. The researchers conducted the interviews to the managers the reason being, quality culture starts from top management and with that, to be able evaluate the quality culture of the sales department. The interviews, having questions that are related to the elements of quality culture that were mentioned above, were done both before and after the interventions was conducted to compare the results, and to be able to conclude whether or not there were any changes due to the intervention that was conducted, in terms of quality culture. The survey method, which contained all of the elements that were mentioned earlier, was conducted to all of the employees of the sales department to evaluate the job satisfaction of the department. Like the interviews that were conducted, the surveys were done both before and after the intervention to compare if there were any changes in the department, in terms of job satisfaction. To further supplement the conclusions that have been made the researchers also conducted a customer satisfaction survey to justify and relate customer satisfaction and job satisfaction. The results of the pre-intervention interviews showed that there is a quality culture present in the workplace, and the results of the post-intervention interviews showed that there was an improvement in the quality culture in the workplace. The results of the pre-intervention surveys that there was a high job satisfaction rate that was already present in the work place and the results of the post-intervention surveys showed that there was an increase in the job satisfaction rate in the workplace. The researchers were able to conclude that the intervention that was conducted improved quality culture in the workplace of the sales department. The researchers were also able to come into conclusion that the intervention increased the job satisfaction rate in the workplace. Witnessing that the quality culture improved in the workplace and that the job satisfaction rate also increased after the intervention the researchers also conducted that there is a direct relationship between quality culture and job satisfaction.