Tiểu luận a research of factors which have significant influences on job satisfaction of officer a case study in ho chi minh city

UNIVERSITY OF ECONOMICS HO CHI MINH CITY A RESEARCH OF FACTORS WHICH HAVE SIGNIFICANT INFLUENCES ON JOB SATISFACTION OF OFFICER: A CASE STUDY IN HO CHI MINH CITY Subject: Organization Behavior Lecturer: Nguyen Thanh Minh Research group members: Hà Cẩm Tú Phan Trần Hoàng Thanh Ho Chi Minh City, 5/2020 ABSTRACT Job satisfaction is one of the factors that could cause a high rate of turnover However, by proper policies that aim to increase the level of job satisfaction, businesses can keep the “core” employees as well as increase employees’ work performance which contributes to businesses' growth The main objective of the study is to find out which factors have significant impacts on job satisfaction of officers in Ho Chi Minh City After that, the final results will be analyzed to determine the factors that play an important role in the level of job satisfaction and come up with recommendations for businesses to increase the level of job satisfaction which has a close relationship with employees’ work performance and contribute to the growth of businesses The study is predominantly based on the results of the survey conducted in Ho Chi Minh City with the objectives are officers with a total of 105 respondents The method used for conducting the research is a quantitative method that aims to determine which factors would have the most influences on job satisfaction Combining with previous researches, the study group decided to choose main factors to the research: Supervisor and Manager, Workplace condition, Relationship with co-workers, Benefits and rewards, Training, and Development opportunities 2|Page List of tables Table Research structure Table Independent variables Table Demographic characteristics of employees Table Factor loadings of each measured item Table Cronbach’s alpha results Table Proposed hypothesis 3|Page List of figures Figure Suggested research model Figure KMO and Bartlett’s Test results Figure Cumulative % results Figure EFA Rotated Component Matrix Figure Adjusted research model Figure Independent Samples T-Test Figure Descriptives of age groups Figure Test of Homogeneity of Variances (Age groups) Figure Descriptives of income level groups Figure 10 Test of Homogeneity of Variances (Income level groups) Figure 11 ANOVA for verifying difference of the income level groups Figure 12 Descriptives of working experience years Figure 13 Test of Homogeneity of Variances (Working experience years groups) Figure 14 Descriptives of Job level groups Figure 15 Test of Homogeneity of Variances (Job level groups) Figure 16 ANOVA for verifying the difference of job satisfaction among Job level groups 4|Page TABLE OF CONTENTS ABSTRACT .2 List of tables .3 List of figures Chapter INTRODUCTION .7 1.1 Research Background 1.2 Research aim and objectives 1.3 Research method 1.4 Research’s contribution 1.5 Research structure Chapter LITERATURE REVIEW 2.1 Job satisfaction 2.2 Dimension definition 2.2.1 Supervisors/Managers 2.2.2 Workplace conditions 2.2.3 Relationship with co-workers 10 2.2.4 Benefits and Rewards 10 2.2.5 Training and Development opportunities 10 Chapter RESEARCH METHODOLOGY .11 3.1 Questionnaire design 11 3.1.1 Suggested research model 11 3.1.2 Hypothesis 11 3.1.3 Variables 13 3.2 Sampling .14 3.3 Quantitative method 14 3.4 Data analysis method 15 Chapter ANALYSIS AND RESULTS 16 4.1 Descriptive Analysis 16 4.2 Model Test 17 4.2.1 Factor loading 17 5|Page 4.2.2 Cronbach's alpha 19 4.2.3 EFA 21 4.2.4 Regression 23 4.3 Independent Samples T-Test: Gender factor 24 4.4 ANOVA 25 4.4.1 Age .25 4.4.2 Income 25 4.4.3 Working year experience 26 4.4.4 Job level .27 Chapter CONCLUSIONS 28 5.1 Implications 28 5.2 Limitations 29 APPENDIX 30 REFERENCES 34 6|Page Chapter INTRODUCTION 1.1 Research Background Currently, office worker plays an essential role in the labor structure in Vietnam and in Ho Chi Minh City in particular The city's labor force has 4,598,135 people (accounting for 52.09% of the total population); the number of employees working in various types of enterprises is 3,317,058 people (HCMC Labor demand forecast center and labor market information, 2018) Job satisfaction is one of the topics of industrial/organizational psychology that has been most researched Many of them are targeted at improving the business world's activity Employees who are satisfied with their work will be more driven to perform the requisite duties, will have fewer absences, will be more willing to support others and will be more likely to participate in the overall project (Judge, Heller, & Mount, 2002) Furthermore, a motivated workforce is a vital component of an organization's ability to provide services efficiently and effectively The research group wishes to find out the factors that play a critical role in assessing job satisfaction of office workers in Ho Chi Minh City Such results will allow managers and supervisors to improve, in particular, to help workers increase productivity and ultimately add long-term benefits to the organization 1.2 Research aim and objectives 1.2.1 General objectives This research was aimed specifically at identifying important predictors of job satisfaction among officers in Ho Chi Minh City As job satisfaction is one of the key factors that directly affect the turnover rate of employees and the longevity of companies as well as growth, they must have an adequate strategy to retain their "core workers," and address staff’s expectation could be one of the successful ways 1.2.2 Particular objective In this study, the study group aims to find out the factors affect job satisfaction of office staff through following steps: - Determining factors which affect officers’ job satisfaction by conducting a quantitative survey with a sample of 100 or upper 7|Page - Evaluate the survey’s results by using SPSS 20 and conclude which factors would affect job satisfaction - Suggesting strategies for the operation, especially for managers and supervisors to upscale job satisfaction, specifically, these strategies could result in longterm profit for the business 1.3 Research method As the available time is limited, the research team came up with the decision to conduct the result rely on the quantitative method The proposed model was constructed on the basis of the key factors examined, hypotheses were generated and then a quantitative questionnaire was developed To gain the needed information, questionnaire was designed in two main part Part I focused on respondents’ demographic information such as gender, occupation, unit of business, income, etc Part II was built to examine respondent‘s job satisfaction in term of supervisor and Management, workplace condition, relationship with co-worker, Training and development opportunities The results of the questionnaires demonstrated the effect’s level of each factor on employee’s job satisfaction Afterward, these results will help us to propose some useful suggestions to help workers improve productivity and eventually give the company long-term benefits 1.4 Research’s contribution This study conclude with strategies of how enterprises in general and managers in particular could increase employee’s productivity The more the firm understand their staff, the more long-term benefits could be achieved 1.5 Research structure The study involves parts shown in the below table Chapter Introduction Chapter Literature Review Chapter Research methodology Chapter Analysis and Results Chapter Conclusions Table Research structure 8|Page Chapter LITERATURE REVIEW 2.1 Job satisfaction Studied by many disciplines such as psychology, sociology, economics and management sciences, job satisfaction is regularly investigated subject in work and organizational literature It is partly due to the fact that many analysts agree that labor market actions can be influenced by workplace satisfaction patterns and influence work efficiency, work commitment, employee absenteeism, and staff turnover (Panigrahi & Joshi, 2016) According to other researches, job satisfaction is the degree to which an employee behaves against his or her work in a negative or positive way (Saif And Saleh, 2013) It can be measured on the basis of an employee's understanding of the job in terms of the salaries earned relating to job performance and work climate (Black and Steers, 1994) 2.2 Dimension definition 2.2.1 Supervisors/Managers For those who are working, the daily task doesn't always run smoothly, there might be some challenges or difficulties and it's time their bosses or managers needed the help However, this help may be inadequate or slower than expected and may result in poor quality of work or unfinished tasks and thus affect the business of the organization (Gaan, 2008) Feedback collecting is one of the approaches used to enhance efficiency at work Supporting feedback can be a catalyst for workers to boost their job performance while negative reviews can lead to frustration and high turnover 2.2.2 Workplace conditions A safety and secure working condition is not only required by law (Vietnamese Labor law 2012) and organization (International Law Organization) but it might also be a smart strategy for firms to upscale employee’s productivity In a broad scale, such safety working environment is not only benefit the company in term of productivity, it also can reduce the overhead , environmental impact of business by reducing the costs of waste management and raw material purchases, reducing harm to safety, increasing 9|Page compliance with environmental protection legislation and enhancing the company's reputation (Kjaerheim, 2005; El-Haggar, 2007) 2.2.3 Relationship with co-workers Coworkers and supervisors are individuals who have a significant direct influence on the work performance of employees The nature of the relationships that employees build with their colleagues and superiors may therefore have a significant effect on the level of job satisfaction (Charoensukmongkol et al., 2016) Additionally, the belief of co-workers can make working atmosphere more comfortable and so that employees’ productivity would increase 2.2.4 Benefits and Rewards Even though monthly salary is one of the ultimate measurement of job happiness, rewarding workers means more than just receiving high salaries (Clark, 2015) Even if employee receive a good salary range, the ability to control working environment, schedule, has a significantly impact on par with salary base as it give worker a sense of accomplishment (Shetrone, 2011) 2.2.5 Training and Development opportunities Training is a process that could help employees to gain new knowledge about their job and to be more professional Training helps the employees to increase their competency and work performance Training impacts positively on employee’s performance by generating benefits to both the employees and the organization they work for through the development of skills, knowledge, abilities, competencies and behavior (AyodejiTemple, O (2018).) Career development is considered to be an important factor that affect job satisfaction It is a process with the aim to reach the higher level of work performance by widening employees’ job requirement Rivai (2004) claimed that career development is a mechanism within an organization to increase individual ability to achieve the expected career An individual who are working for any other companies does have ambition to have the opportunities to get higher position However, this opportunity does not always fairly give to everyone, this could be a reason lead to job dissatisfaction 10 | P a g e Figure EFA Rotated Component Matrix Exploratory factor analysis must addressed the following criteria: Factor loading > 0.5 0.5 =< KMO =< Sig 50% 22 | P a g e 4.2.4 Regression Study group used regression analysis, which is commonly used in theory testing and validation, to evaluate the data after the correction and clearance The table below lists the results of our proposed model hypothesis testing process H Path Supervisor/Manager has an Hypothesis impact on officer’s job satisfaction Workplace Safety conditions have a Working Hypothesis significant hours influence on officer’s job Facilities satisfaction Relationship with coworkers has Relationship with Hypothesis an important colleagues influence on officer’s job satisfaction Benefits and rewards have Hypothesis an impact on Salary officer’s job satisfaction Training and Development opportunities have an Hypothesis influence on officer’s job satisfaction Adjust R square Estimate t-value 0.112 1.148 0.217 2.296 - 0.041 - 0.437 0.222 2.352 Results Rejected (Sig = 0.254 > 0.05) Supported 0.147 1.507 Rejected (Sig = 0.135 > 0.05) 0.153 1.574 Rejected (Sig = 0.119 > 0.05) 0.616 7.935 Supported Supervisor/ Manager: 0.003(0.3%) Workplace conditions: 0.071(7.1%) Relationship with co-workers: 0.012(1.2%) Benefits and rewards: 0.014(1.4%) Training and development: 0.373(37.3%) Table Proposed hypothesis 23 | P a g e The conditions for supporting a hypothesis are: - Sig < 0.05 - t-value > 1.96 Compared with the results in the above table, there out of hypotheses are rejected The remaining hypotheses are supported with the results that the effect of training and development opportunities on job satisfaction is highest with the level of affection is 0.616 Besides, the results had also shown a negative value (estimate = -0.041 and t-value= 0.437) which means that the are a negative effect on job satisfaction as the long working hours is, the low level of job satisfaction is 4.2.5 Adjusted Model As the results shown in Table 6, there are out of Hypotheses are rejected, therefore the suggested research model would be adjusted and the new model is shown below Figure Adjusted research model 4.3 Independent Samples T-Test: Gender factor To indentify the diffence between groups of gender: male and female about the level of job satisfaction, “Independent-Samples T Test” was used According to the results, the Sig of Levene’s Test was 0.645 > 0.05 and the Sig of T-test was 0.644 > 0.05 (Figure 2) Therefore, there are no difference about job satisfaction between male and female with the reliablility of 95% 24 | P a g e Figure Independent Samples T-Test 4.4 ANOVA 4.4.1 Age The Sig of Levene is 0.045 < 0.05 therefore variances among groups are not homogeneity therefore there is not enough condition for conducting ANOVA test Besides, there are a group that has just respondent (the respondent that has the age > 40 years old) therefore Welch test cannot be conducted Figure Descriptives of age groups Figure Test of Homogeneity of Variances (Age groups) 4.4.2 Income The Sig of Levene is 0.071 > 0.05: variance among groups are homogeneity The Sig of ANOVA is 0.305 > 0.05, therefore according to the results, the level of job satisfaction was not significantly different among income level groups with 95% confidence interval 25 | P a g e Figure Descriptives of income level groups Figure 10 Test of Homogeneity of Variances (Income level groups) Figure 11 ANOVA for verifying difference of the income level groups 4.4.3 Working year experience The Sig of Levene is 0.038 < 0.05 therefore variance among groups are not homoscedastic and there is not enough condition for conducting ANOVA test Additionally, there are groups with respondent for each group therefore, Welch test cannot be conducted Figure 12 Descriptives of working experience years Figure 13 Test of Homogeneity of Variances (Working experience years groups) 26 | P a g e 4.4.4 Job level The Sig of Levene is 0.455 > 0.05: variance among groups are homoscedastic The Sig of ANOVA is 0.213 > 0.05, therefore based on the reliability of 95 percent, it can be suggested that there were different job satisfaction between the job level Figure 14 Descriptives of Job level groups Figure 15 Test of Homogeneity of Variances ( Job level groups) Figure 16 ANOVA for verifying the difference of job satisfaction among Job level groups 27 | P a g e Chapter CONCLUSIONS 5.1 Implications Our study examines the factors that significantly influenced the office worker’s job satisfaction With the final results, the study group could offer suggestions and strategies for the firm in general and for managers in specific to help workers increase productivity and ultimately add long-term benefits to the organization The finding of our study indicated that factors having an impact on office workers’ job satisfaction, comprised of: supervisor/ manager, workplace condition, relationship with co-worker, benefits and rewards, training, and development This study included the following hypothesis: Supervisor/Manager has an impact on the officer’s job satisfaction Workplace conditions have a significant influence on the officer’s job satisfaction Relationship with co-workers has an important influence on the officer’s job satisfaction Benefits and rewards have an impact on an officer’s job satisfaction Training and Development opportunities have an influence on the officer’s job satisfaction Based on the results, the research team figured out the importance of investment in training and development We asserted that training and development opportunities greatly affect job satisfaction since the employee would fulfill the job requirement According to Leppel, Brucker, and Cochran (2012) and Chiang et al (2005), training is an essential and effective tool to capture organizational goals and objectives and mostly to boost job satisfaction Furthermore, Adesola et al (2013) claimed that training and development opportunity has a positive impact on employees’ job satisfaction Thus, the findings of this study provide crucial suggestions for policymakers to concentrate on training and development on an ongoing basis, especially for newcomers to enhance their knowledge and skills on how to effectively complete the required mission Training opportunities should be available not just for new workers but also for former employees to improve their expertise and skills on a regular basis 28 | P a g e Another conclusion coming from this study is that in addition to training and development, rewards and benefits are the most obvious scale for job satisfaction Partially similar to the findings of this study, Kim et al (2005) stated that employers should recognize staffs’ work attempts with cash incentives, awards, recognition, and job promotion in order to raise employees’ job gratification and thus organizational long-term benefits Managers should pay careful attention to the results of the worker in order to punctually reward the morale of the worker More precisely, bonuses have a greater impact than salaries due to study findings Since then reward diversification should be applied in such a way that workers feel respected and more involved in obtaining incentives Third, working conditions are seen as another critical factor that has a positive impact on the satisfaction of the office worker, particularly the facilities Management strategies could draw on and strengthen the high degree of intrinsic satisfaction by focussing on workplace amenities Ensure that the equipment is always accessible and that it works properly will help office workers effectively in completing their tasks Lastly, we believed, according to the report, that working hour has a negative effect on worker satisfaction because the higher the working hour is extended, the lower the amount of satisfaction appeared Appropriate working time policies must be in effect so that workers can reach the workload without overloading Prevent worker from burnout of working hour is extremely important as this problem could cause ineffective work, increasingly pressured employees, and finally result in a high turnover rate 5.2 Limitations Clearly, this study has the typical weaknesses associated with survey research, such as error of estimation, error of selection and error non-response Our main disadvantage is limited research time, the study group can not conduct a large-scale survey Thus, the final outcome might be idealized and non-practical We expect future researches need to be scaled up in a larger quantity.As it is beneficial since examining job satisfaction of a wider research sample would lead to higher coverage We expect future researches need to be scaled up in a larger quantity.As it is beneficial since examining job satisfaction of a wider research sample would lead to higher coverage 29 | P a g e APPENDIX A DEMOGRAPHICS Your gender: A Male B Female C Prefer not to say What is your age? A < 25 B 25 - 30 C 31 - 40 D > 40 Your income: A < 10 mil B 10 - 20 mil C > 20 mil Level of education A High school diploma B Bachelor degree C Master degree D Doctor degree How many years of working experiences of current job A 1-3 years B 4-6 years C 7-9 years D > 10 years Job level A Intern B First-line employee C First-line supervisor D Middle-level manager E Executive level manager F Others 30 | P a g e Business Unit A Finance or accounting B Engineering C Marketing or sales D Administration E Education F Other B JOB SATISFACTION: Ranking questions 1: Strongly disagree 2: Disagree 3: Neither disagree nor agree 4: Agree 5: Strongly agree *Job satisfaction Satisfy with physical working conditions Satisfy with salary and welfare policy The hygiene maintenance in the Organization Satisfy with current fixed working hours Access to equipment necessary for performing your tasks Satisfaction with the training opportunities in the Organization Teamwork in the institution Overall, I am satisfied with my job I- Supervisor and Management: The supervisor provides me with sufficient information related to work I receive the right amount of support and guidance from my direct supervisor I always receive support from my supervisor whenever I need My supervisor supports with enthusiastic and passionate Support from the supervisor has helped me a lot at work I receive regular and timely feedback from my supervisor My supervisor uses positive feedback with staff 31 | P a g e Feedback from the supervisor helps to improve my work Feedback from supervisor fulfill my skills and knowledge II- Workplace conditions *Safety/Security The operation environment is secure and excellent I feel totally secure in my current job The office of work is secured *Working hours Working hours at my current company is satisfactory Overtime is a frequent inform at my office I feel burnout due to working hours in my current company I feel stress because of working overtime *Facilities The available equipment work properly The working area is comfortable Amenities (closets, etc.) are clean Technical/ IT equipment at my office is at a satisfactory level My office provides all the facilities that need to perform my duties III- Relationship with co-workers *With supervisors/ managers My supervisor/ manager demonstrate respects for all employees Communication between supervisor/ manager and employees is honest and open My supervisor/ manager reward their employees fairly I can fully trust my supervisor/ manager My supervisor/ manager treats all employees fairly *With colleagues Possibilities to receive assistance from co-workers when necessary The relationship among colleagues are positive, supportive and understanding Conflicts and argument among colleagues hardly occur in the company I can share things happen in my daily life with my colleagues 32 | P a g e IV- Benefits and reward *Salary My salary is fair and sufficient I am satisfied with my current income The policy regarding salary and allowance is clear Salary and allowances are distributed fairly My current salary is correlative with my ability and contribution *Benefits and Rewards I have been rewarded for my good performance I have been recognized for my accomplishments I am not satisfied with the benefits I receive I satisfied with the current benefits: holidays, personal days, vacation time, etc There are few rewards for those who work here V- Training and development opportunities I am provided with all training necessary for me to perform my direct supervisor Training programs provide me with a lot of work-relevant knowledge I am satisfied with my company training programs My work performance increases after each training programs Training helps to improve work efficiency Training helps in the advancement of career I received few chances of training My opportunities for promotion are unlimited My present job provides a good opportunity for promotion 10 Job promotion is based on job performance and achievement 11 The career advancement opportunities are fairly given to all employees 12 I am satisfied with chances for promotion 33 | P a g e REFERENCES [1] Al-Rubaish, A., Rahim, S., Abumadini, M., & Wosornu, L (2020) Academic job satisfaction questionnaire: Semanticscholar.org Construction Retrieved and validation 19 April in Saudi 2020, Arabia from https://www.semanticscholar.org/paper/Academic-job-satisfaction-questionnaire%3Aand-in-Al-Rubaish-Rahim/7603716d294d6bb78a0988d7b81b587f91abc054 [2] Anseel, F., & Lievens, F (2007) The Long-Term Impact of the Feedback Environment on Job Satisfaction: A Field Study in a Belgian Context Applied Psychology, 56(2), 254-266 https://doi.org/10.1111/j.1464-0597.2006.00253.x [3] AyodejiTemple, O (2018) EFFECT OF TRAINING ON EMPLOYEES PERFORMANCE Best Solution Polytechnic, Printing Press [4] Clark, A.E., 2015 What makes a good job? 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