Job Motivation, Organizational Commitment of Employees, and Future-Proofing of TESDA-Quezon: Basis for a Proposed Strategic Organizational Roadmap

This study examined how job motivation and organizational commitment relate to the organizational future-proofing capability of the Technical Education and Skills Development Authority in Quezon Province (TESDA-Quezon), and used the results as the basis for a Strategic Organizational Roadmap. A quantitative descriptive-correlational design was used with 120 employees of the TESDA Quezon Provincial Office and its three training institutions, selected through convenience sampling within units. Data were gathered through an expert-validated questionnaire grounded in Herzberg’s Two-Factor Theory, Meyer and Allen’s Three-Component Model, and de Waal’s High-Performance Organization Framework, and were analyzed using means, standard deviations, Spearman’s rank-order correlation, and multiple regression. Employees reported moderate intrinsic motivation (M = 3.20) but low ratings of extrinsic (hygiene) conditions (M = 2.30). Affective (M = 3.27) and normative (M = 3.02) commitment were moderate, while continuance commitment was low (M = 2.39). Workforce quality was at the established level (M = 3.55); management quality and long-term orientation were developing, while openness and action orientation, and continuous improvement and renewal were emerging. Job motivation (ρ = 0.391, p < 0.001) and organizational commitment (ρ = 0.280, p = 0.002) were significantly and positively related to future-proofing. Intrinsic motivation, extrinsic motivation, and affective commitment significantly predicted future-proofing, with the two regression models accounting for 17.7% and 15.8% of its variance. The findings informed a roadmap that prioritizes open communication, continuous improvement, management quality, and employee motivation and attachment.