Job Satisfaction in the Structural Steel Detailing Industry, Philippines Richard D. Bicera and Richel L. Lamadrid Saint Louis University, School of Accountancy and Business Management Graduate Program Office, Baguio City, 2600 Philippines Abstract Job satisfaction differs from one industry to another and more so from an individual to the other. Thus this study examined the level of job satisfaction of the management and operational employees along intrinsic, extrinsic and general job satisfaction areas in the Structural Steel Detailing Industry, Philippines. Specifically, this paper sought to determine 1) the significant differences on intrinsic, extrinsic and general job satisfaction when respondents are grouped along gender, age, educational attainment and tenure of work; and 2) the significant relationship between age, educational attainment, and tenure of work with job satisfaction. The latter proposed a hypothesized relationship stated as 1) the older or younger the employee, the higher or lower the job satisfaction, as the case may be; 2) the higher or the lower the educational attainment, the higher or lower the job satisfaction of the employee; and 3) the longer or the shorter the years of service to the company, the higher or the lower the job satisfaction of the employee. A survey of twenty (20) employees was conducted using the Minnesota Satisfaction Questionnaire (MSQ) – Short Form to measure job satisfaction. Results showed an average job satisfaction of the employees, which means that they perceive themselves to be satisfied with their job. Further, that neither significant differences nor relationship was found on intrinsic, extrinsic and general job satisfaction when the respondents were grouped along gender, age, educational attainment and tenure of work. Essentially, findings were discussed in relation to the existing literature on the influence of demographic variables on job satisfaction. Keywords: general job satisfaction, intrinsic, extrinsic, structural steel detailing Introduction People are the greatest strength of the organization. They are the lifeblood of the company in order to increase asset and profit. They are also the vehicle in order to run the different negotiations and transactions that a company operates. Therefore, humans as resources or assets are indispensable, thus investing in human capital in an organization is essential. Yet Schuler and MacMillan (1984) cited that many companies missed to take advantage of human resource practice initiatives in order to achieve competitive advantage.