Microsoft Word F69703121 doc MEIHO UNIVERSITY Graduate Institute of Business and Management MASTERS THESIS The Effectiveness of HRM in an Import Export Joint Stock Company in HCMC – Cosimex In partial fulfillment of the requirements for the degree of Masters of Business Administration Advisor Dr Ching Wen Mo Co advisor Dr Nguyen Minh Tuan Graduate Student Vu Quoc Thang December, 2010 1 The Effectiveness of HRM in an Import Export Joint Stock Company in HCMC – Cosimex Chapter1 Introduction 1 1 Ba.
MEIHO UNIVERSITY Graduate Institute of Business and Management MASTERS THESIS The Effectiveness of HRM in an Import Export Joint Stock Company in HCMC – Cosimex In partial fulfillment of the requirements for the degree of Masters of Business Administration Advisor: Dr Ching-Wen Mo Co-advisor: Dr Nguyen Minh Tuan Graduate Student: Vu Quoc Thang December, 2010 The Effectiveness of HRM in an Import Export Joint Stock Company in HCMC – Cosimex Chapter1 Introduction 1.1 Background and Motivation 1.1.1 Company structure Con Son Import Export Joint Stock Company (Cosimex) was founded on January 18th 2008 Previously, it was a state company, established in 1993, named Con Son Import Export Company (Cosimex), and began the process of privatization from 2005 Company Logo: Company functions: Import: Household goods, shoes, consumer products; Export: Pottery product Cosimex is a small company (its share capital is only 700,000 US dollars) with a small labor (only 142 employees) But, the activities through 17 years give the company a well-trained group of employees After privatization, Cosimex faces many problems and challenges derived from the changes of ownership and the influence of globalization when Vietnam becomes the WTO membership It demands the staff to work out an appropriate strategy to grow the company, include human resource management Organization Structure: The Board of Directors: persons; General Director DeputyGeneral Director-CFO Sales Department Hochiminh City Branch DeputyGeneral Director-CEO Accounting Department Vungtau Province Branch PersonnelAdministrative Depart Tayninh Province Branch Figure 1-1 Cosimex Organization Structure 1.1.2 Labor structure The structure of labor is divided as follows: Female employees: 66 staffs (occupy 46.48% / total workforce) Male employees: 76 staffs (occupy 53.52% / total workforce) Long-Term Labor contract: 89 staffs Short-Term Labor contract: 53 staffs The average age of employees: 35 years old The Structure of labor by level: University graduate: 58 staffs College graduate: 75 staffs Qualification for high school level: staffs Qualification for secondary level: staffs Table 1-1 Qualification of Professional Staffs Order Number Name Total Staffs Qualification of Professional University graduate College graduate High school level Secondary level Directors of the Board 2 Sales Department 18 18 Accounting Department Personnel - Administrative Department 3 Hochiminh City Branch 40 14 25 Vungtau Province Branch 40 10 26 Tayninh Province Branch 30 19 TOTAL 145 60 75 To tell the truth, the Directors of the Boards just have enough skills to handle pretty well the company to the near future only In another hand, Cosimex still lack of professional sales manager, marketing agent The reason is that of the period when it was a state company with non competitiveness in all kinds of its activities Employees have been trained not to match the reality Almost All the department managers have good skills in management, but mainly rely on experience than on knowledge from studying About the structure of labor by title and age: The average age of employees in the whole company is 35 years old Including: Management group: 49 years old Direct business group: 35 years old Agent group: 30 years old According to the statistical data, the average age of all groups above is adequate Members of the Board of Directors are the oldest (49 years old), but still have abilities and health to work for the company at least 10 more years About the structure of labor by the senior employees: Table 1-2 Structure of Labor by the Senior Employees Seniority Under years From to years From to 10 years From 10 to 15 years Over 15 years Quality of work Simple 38 11 12 Professional 15 22 22 The employees have the seniority under years are almost salesclerk (simple work) Meanwhile, the rate of senior employees (more than years) with professional work is quite high They have enough experience to handle well their work They are precious resources of the company 1.1.3 Motivation In the current global market, three of the factors that form a successful company are: worldwide accepted trade name, applied in reality Research and Development, and highgrade employees Therefore, the managers must establish an effective human resource management strategy Before 2006, when Cosimex was still a state company, most of the employees did not have a spirit to work, and there was no working relationship among them as well As a result, working style was not really directed toward the customer After privatization, Cosimex has to carry out new policies in employee’s management to encourage them, to promote them working with the most effective, and also to attract talented agent However, The Staff of Personnel Administrative Department, who absorbs the old knowledge and training, not really appropriate to handle the new situation It causes many difficulties for the rearrange Cosimex organizational structure Therefore, the company must have an itinerary for its human resource management, and rearrange the organizational structure to build an employees team with good behaviors at work, flexible, be able to solve the tasks assigned, has ability to cooperate with colleagues in performing company targets, has a will to advance, the ability to quickly adapt to changes in tasks, work environment, and new technologies To settle theses problems, I would like to follow the research named “The Effectiveness of Human resource Management in an Import Export Joint Stock Company in Hochiminh City (Cosimex)” and hope it can provide my company a complete suggestion to renovate the human resource management methods, to really recognize that personnel belonging to the company is “great assets”, the most important factor for the company to sustainably develop 1.2 Research Objectives Based on the theory of satisfaction of employees to the company and the study results from the company before and after privatization, this thesis would evaluate the effectiveness of human resource management of Cosimex Company after privatization: X To identify the major factors affecting employee satisfaction to the company; Y To measure the satisfaction level of employees to the company; Z To detect mistakes in treatment policies in order to make them more appropriate; [ To improve internal relationships and to help managers better understand their staffs so they can act the best treatment to employees 1.3 Research Scope and Limitations This Study measures the satisfaction level of Cosimex Employees only; Results on the same research in other Trading Companies may differ It is required to enlarge the Research to obtain the Popular Scientific Results 1.4 Research Method Combine qualitative and quantitative research: We use the qualitative research methods to discuss the evaluation of satisfaction of staff, included: The Directors of the Board, Directors and Managers of Cosimex Units At the meeting, we discuss, collect opinion, comment, evaluate to have adjustment methods and additional variables; and measurement concepts research (using SPSS 14.0 software); Quantitative research was done by directly interview with the staff by questionnaires This table is built on the basis of the qualitative research; the goal is to measure the factors that affect satisfaction of employees; on the other hand, testing the theoretical model set (using SPSS 14.0 software) Chapter2 Literature Review 2.1 Overview of Human Resource Management 2.1.1 Definition French W.L (1987) presented that human resource management is a general activities plan, recruit, select, maintain, develop, encourage and create facilitate personnel resources through organizations to achieve strategic goals and the future of the organization Sally Eastoe & Heather Russell (2008) explained that human resource management is the process of managing people in organizations that considers the goals of both organizations and individuals It is related to using effecting levels and the ability of people to achieve success for organizations, individuals and society Human resources including all individuals participating in any activities of organization, regardless of the role they Organizations can be manufacturers, companies, state agencies, universities, etc They can be big or small, simple or complex Nowadays, organizations could also be a political organization Therefore, personnel management associates with every organization, no matter it has administration department or not Personnel management is one of the most important functions of governance, spreading throughout the organization 2.1.2 The goal of personnel management in enterprises Stakeholder model (also known as pyramid model) which is Stanford Research Institute said that personnel management objectives are not only benefit toward an individual group in the company, but also the harmonization and optimization among four groups receiving benefits: Customers, Staff, Shareholders, and Environment (social and ecological) Personnel management has to be interested in three important issues as follows: X Personnel management should focus on strategic vision (rather than response and management) Y The employee should be considered as resources (rather than cost factor) Z Personnel function should be considered as senior manager task (rather than expert advice) Managers must help employees achieve personal goals Otherwise, labor productivity, quality of complete work would be reduced, employees may leave the organization Each individual has a goal itself, but for an organization, this goal is measured by the satisfaction of the job (job satisfaction), it means the level of an individual feeling positively or negatively to their work This shows the level of their attachment to the organization and active in work or not Strongly attachment to the organization makes someone feel himself a part of it Active in work is a willing to work hard and make efforts to exceed the average To make staffs feel satisfy with jobs, an organization must provide them with good work and working environment, and stimulate them as well Above factors are issued as quality of work life (thereafter, QWL), that indicates the quality of the overall experience of people in the workplace QWL concepts tell aspects of important social responsibility, because what happens to them in the workplace also affects their individual lives outside and vice versa Poor personnel management in the workplace can reduce their comprehensive quality of life 2.1.3 Personnel management roles The definition above presents the functions of personnel management Now, we explain its roles X Policy: Personnel department has a main role to propose policies related to human resources in the organization and to ensure that policies will be enforced These policies must have ability to resolve differences, problems and help organization to implement its objectives Today, personnel department inclines to set up personnel management policies or advice for senior manager Y Counseling: Personnel department has a role to counsel managers, employees and labor union on solution to labor problems and dispute, such as: annual leave, leavebreaker, employees complaint against decisions, labor safety etc Z Services: The role personnel department to provide services to other departments such as: employee recruitment, training, welfare etc Personnel department supports other departments in recruitment, training programs based on the needs of each department or business objectives Personnel department also manages salary policy, the benefits as pension, insurance, labor safety, keeps and saves staff records [ Inspecting: Personnel department has a role to inspect other departments in achieving policies, programs about employees, and to study about the needs implement the policy 2.1.4 Trends and issues affect personnel management X Employee ability: in the global economy, education level, knowledge of staff is constantly improving Workers who are lack of skills and knowledge will be eliminated or difficult to get jobs In work, it affects the participation of workers to the management task, affects satisfaction with their work as well as the expected rewards and treatment from the organization.Unluckyly, in Vietnam, most of the youth labor forces are in this case Y Workers quality of life: workers now consider work is only a part of overall lifestyle So according to them, salary is not only to maintain their life, but to complete other life objectives or purposes Today, the development of science and technology with auto production lines easily makes workers feel bored at work Labor efficiency will be reduced without any deep concern about working condition at the factory Z Work stress: Hard working, noisy working,more than ten hours per day working anxiety over job stability, etc cause work stress This is an important aspect of QWL So far, there are many industrial attempts to change the layout, the work assigned by plentiful jobs in order to reduce hard work That means arranged and re-arranged work to build the elements of movement in the job For example, in Japan, workers will be arranged from this department to other department within two to three years This is called diversification of work [ Company responsibility for society: Beside responsibility for the health, safety of employees, companies are still responsible for the consumer in after-sales care, righteous advertising, causing environmental pollution etc 2.1.5 Administration to meet workers requirement The need to understand workers requirement will help to form a new basis for recruiting, training, encouraging and promoting X In general, employees need following elements in work: security, respect manner in treatment, chance to express their skills, appropriate working condition and environment, stable working hour policy and recruitment Y About benefit and wage, workers require the followings: be paid adequately by their contribution to the company, fair salary system, no bias policies about special privileges or advantages, reasonable welfare paying; be managed by authority that has ability to co-ordinate workers, to makes them feel their complete work is important and necessary and expected, to be ready to listen to their opinions Z About promotion opportunities, workers need the followings: opportunity to learn new skills, opportunity to be promoted and rewarded fairly, opportunity to have training programs to advance, facilitation to recognize their perfomance, opportunity to participate in setting up company objectives, opportunity to improve their living standards, and opportunity to better their work in the future 2.2 Theories of Human Satisfaction According to McShane & Von Glinow (2003), satisfaction theories fall into two main categories: content theories Content theories explain the dynamics of employee needs, such as why people have different needs at different times By understanding employee needs, we can discover the conditions that motivate that person Process theories describe the processes through which needs are translated into behavior They help us understand, predict, and influence employee performance, attendance, etc In the scope of the study, only content theories were used due to their relationship with the study objective (identifying factors that influence College teachers’ job satisfaction.) The four following theories are considered dominating content theories of satisfaction and are written in the viewpoint of McShane & Von Glinow (2003) 2.2.1 Maslow’s theory One of the earliest and best well-known theories is needs hierarchy theory Developed by psychologist Abraham Maslow (1970), this theory condenses the numerous needs that scholars have identified into a hierarchy of five basic categories At the bottom are physiological needs, which include the need to satisfy biological requirements for food, air, water, and shelter Next come safety needs – the need for a secure and stable environment and the absence of pain, threat, or illness Belongingness includes the need for love, affection, and interaction with other people Esteem includes self – esteem through personal achievement as well as social esteem through recognition and respect from others At the top of the hierarchy it – actualization, which represents the need for self – fulfillment – a sense that the person’s potential has been realized Maslow recognized that employee behavior is motivated simultaneously by several need levels, but behavior is motivated mostly by the lowest unsatisfied need at the time As the person satisfies a lower – level need, the next higher need in the hierarchy becomes the primary motivator This concept is known as the satisfaction – progression process Even if a person is unable to satisfy a higher need, he or she will be motivated by it until it is eventually satisfied Physiological needs are initially the most important, and 5.3 Limitation of the Study Inspite of our efforts in doing this study, there are still restrictions: In quantitative research, the interviews with employees can not avoid some of responses that not make sense, subjective that may cause unorderly influence on the analysis results This research result is the case one, so its solutions can apply individually to Cosimex It is required to enlarge the Research to obtain the Popular Scientific Results 51 References I English Alderfer, Clayton P (2000), Existence, Relatedness, and Growth; Human Needs in Organizational Settings; New York: Free Press Argyris, Chris (1995), Education for Leading-Learning Organizational Dynamics, 21(3): 5-17 Blevins, Edgar R (2001), Proposed Study of Job Satisfaction of HBCU Engineering Faculty Based on Herzberg's Motivation-Hygiene Theory [Online] Available at: < http:// engr 10 uis~ana edu/ asee/proceedings/> Herzberg, F et al (1987), The Motivation to Work, 2nd edition, New York: John Wiley & Sons Herzberg, Frederick (1966), Work and the Nature of Man, Cleveland: World Publishing Herzberg, F.I (1987), One more time: How you motivate employees?, Harvard Business Review, Sep/Oct87, Vol 65 Issue 5, p109-120 (note: the reference to sales numbers is in the abstract written by the editors) Maslow, A.H (1943), A Theory of Human Motivation, Psychological Review 50(4) (1943):370-96 Maslow, A.H (1970), Motivation and Personality, 2nd edition, New York: Harper and Row McClelland, David C (2001), Human Motivation, Cambridge University Press McGregor, Douglas (2002), Theory X and Theory Y, Workforce; Jan 2002, Vol 81, Issue 1, p32 McShane, Steven L & Von Glinow, Mary Ann (2003), Second Edition, Organizational Behavior: Emerging Realities for the Workplace Revolution, McGra w – Hill Mondy, R Wayne, and Noe, Robert M (1996), Human Resource Management, Upper Saddle River, NJ: Prentice-Hall Website: http://www.statisticssolution.com, French W.L (1987), The Personnel Management Process, Introduction To Business 52 II Vietnamese Lam, Nguyen Huu (1998), Organizational Behavior, Education Publishing Sally Eastoe & Heather Russell (2008), Human Management – Recruit and Select Employee, Library of Commercial and Tourist Faculty – Hochiminh City University of Industry Tan Vo Phuoc (2009), Human Management, Teaching Material of Hochiminh City University of Industry Tuan Nguyen Minh – Quang Ha Trong, Schoolbook To Process Researching Data by SPSS for windows, Hochiminh City University of Industry 53 APPENDIX CON SON IMPORT EXPORT JOINT STOCK COMPANY QUESTIONNAIRES After privatization, our company changes and faces new challenges; we recognize the importance of employee satisfaction This survey is anonymous and your responses will be held in the strictest confidence We thank you for your thoughtful feedback This survey will take approximately minutes to complete Personal Information Gender: Male F Female F F From 25 to 35 years old F Over 45 years old F Age: Under 25 years old From 35 to 45 years old F Education: Secondary School F High School F College F University F F Agent F Current job: Management Direct Staff (business, service, and accounting) F How long have you worked for our company? Under years F From to years 54 F From to 10 years F Over 15 years F From 10 to 15 years F Please chose your level of agreement on the following opinions: Mark (X) to select from to 5: (1) Extremely dissatisfied, (2) dissatisfied, (3) neutral, (4) satisfied, ( 5) extremely satisfied No Salary and policies You are paid adequately to your position 2 Your benefits at the company are not lower than that of other companies You understand well the income policies related to you No Working Environment Your working place is clean, comfortable, safe You have enough working facilities and tools needed You are fully aware of goals and working duties from your senior You frequently receive feedback and evaluation of your working results from the senior You have right to participate in setting up company objectives No 10 Employee awareness about company You understand company mission in short-term and goals in long-term You understand your work directly contributed to the success of the company 11 You feel satisfied whenever having good results from work 55 No 12 Employee representation oneself 5 5 You agree that the company highly encourages people who show their own opinion 13 You can show your opposite viewpoint without bully 14 Your working goal is to express yourself and to develop your skills No Promotion opportunities 15 You have enough opportunity to develop your skills 16 Your leaders are interested in your advancement and opportunities to advance 17 Your leaders make you feel that work offers you challenge 18 Your leaders make you feel that work offers you encouragement 19 Your leaders make you feel that work offers you pleasure No 20 21 Fairness in treatment Company staff discipline and income policies has brought satisfaction to employees, helping them improve and advance Reward and penalty affair in the company is done with fair, and obvious No 22 23 24 Working evaluation Your working performance receives fair and reasonable evaluation Whenever your performance gets better, the manager timely recognizes and encourages you Whenever your performance gets worse, the manager timely recognizes and shows you the reason as well 56 No The individual related to work 25 Workload assigned to you is reasonable 26 You are really satisfied either work or family 27 Working at the company meets your expectations No Relationship among colleagues, senior and subordinate 28 You have colleagues that are ready to guide and help you 29 Managers dealing with you in a respect manner 30 Company has policies to respect employees 31 You respect your direct manager as expert You are satisfied with your manager No 32 33 34 Training affair The company has always focused on training affair to improve professional skills for the staff After training and re-training, staff level of skills are much improved Training affair at the company has focused on the right aspects (people, major, and planning) No Employee satisfaction to the company 35 You are satisfied with the environment and working conditions 36 You are satisfied with wage and income 37 You are satisfied with current job 38 You are satisfied with promotion opportunities and personal benefits 39 You are satisfied with company training affair 57 40 You are satisfied with the treatment of company leaders 41 You satisfied with the treatment of your direct manager 42 You are satisfied and keep your mind on working for the company 58 Attachment Verification Reliability Cronbach's Alpha Group Salary and policies The first round Reliability Statistics Cronbach's Alpha Based on Cronbach's Alpha Standardized Items 644 N of Items 636 Item-Total Statistics Scale Mean if Item Scale Variance if Deleted Item Deleted Corrected Item- Squared Multiple Cronbach's Alpha Total Correlation Correlation if Item Deleted SALARY1 9.0357 1.272 590 388 332 SALARY2 9.0643 1.543 505 347 475 SALARY3 8.9857 1.985 292 100 740 The second round Reliability Statistics Cronbach's Alpha Based on Cronbach's Alpha Standardized Items 740 N of Items 742 Item-Total Statistics Scale Mean if Item Scale Variance if Deleted Item Deleted Corrected Item- Squared Multiple Cronbach's Alpha Total Correlation Correlation if Item Deleted SALARY1 4.4786 568 589 347 a SALARY2 4.5071 683 589 347 a a The value is negative due to a negative average covariance among items This violates reliability model assumptions You may want to check item codings Group Working Environment Reliability Statistics 59 Cronbach's Alpha Based on Cronbach's Standardized Alpha Items 710 N of Items 715 Item-Total Statistics Cronbach's Scale Mean if Scale Variance if Corrected Item- Squared Multiple Item Deleted Item Deleted Total Correlation Correlation Alpha if Item Deleted ENVIRONMENT1 17.4929 6.079 389 189 692 ENVIRONMENT2 17.6000 5.494 477 259 659 ENVIRONMENT3 17.6429 5.670 492 269 654 ENVIRONMENT4 17.8286 5.078 433 213 686 ENVIRONMENT5 17.6357 5.197 572 336 619 Group Employees awareness about company Reliability Statistics Cronbach's Alpha Based on Cronbach's Standardized Alpha Items 843 N of Items 844 Item-Total Statistics Cronbach's Scale Mean if Item Deleted Scale Variance if Corrected Item- Squared Multiple Item Deleted Total Correlation Correlation Alpha if Item Deleted AWARENNESS1 8.8857 1.886 777 614 717 AWARENNESS2 8.8071 2.358 722 552 772 AWARENNESS3 8.9214 2.519 646 425 840 Group Employees representation oneself Reliability Statistics 60 Cronbach's Alpha Based on Cronbach's Standardized Alpha Items 844 N of Items 851 Item-Total Statistics Cronbach's Scale Mean if Scale Variance if Corrected Item- Squared Multiple Item Deleted Item Deleted Total Correlation Correlation Alpha if Item Deleted REPRESENT1 9.0143 1.856 738 548 769 REPRESENT2 8.9500 2.077 749 562 744 REPRESENT3 8.8214 2.637 684 468 824 Group Promotion opportunities Reliability Statistics Cronbach's Alpha Based on Cronbach's Standardized Alpha Items 782 N of Items 783 Item-Total Statistics Cronbach's Scale Mean if Item Deleted Scale Variance if Corrected Item- Squared Multiple Item Deleted Total Correlation Correlation Alpha if Item Deleted OPPORTUNITY1 17.0929 6.128 699 565 693 OPPORTUNITY2 17.1000 6.623 588 479 732 OPPORTUNITY3 17.0643 7.298 448 236 775 OPPORTUNITY4 17.5357 6.697 476 307 771 OPPORTUNITY5 17.3214 6.436 590 392 730 Group Fairness in treatment Reliability Statistics 61 Cronbach's Alpha Based on Cronbach's Standardized Alpha Items N of Items 671 671 Item-Total Statistics Cronbach's Scale Mean if Scale Variance if Corrected Item- Squared Multiple Item Deleted Item Deleted Total Correlation Correlation Alpha if Item Deleted FAIRNESS1 4.5143 669 505 255 a FAIRNESS2 4.4143 676 505 255 a a The value is negative due to a negative average covariance among items This violates reliability model assumptions You may want to check item codings Group Working evaluation The first round Reliability Statistics Cronbach's Alpha Based on Cronbach's Alpha Standardized Items 595 N of Items 592 Item-Total Statistics Scale Mean if Item Scale Variance if Deleted Item Deleted Corrected Item- Squared Multiple Cronbach's Alpha Total Correlation Correlation if Item Deleted EVALUATION1 8.2857 2.378 322 115 608 EVALUATION2 8.6071 1.809 495 252 347 EVALUATION3 8.5643 2.176 404 197 496 The second round Reliability Statistics Cronbach's Alpha Based on Cronbach's Alpha Standardized Items 608 609 N of Items 62 Item-Total Statistics Scale Mean if Item Scale Variance if Deleted Item Deleted Corrected Item- Squared Multiple Cronbach's Alpha Total Correlation Correlation if Item Deleted EVALUATION2 4.1643 757 438 192 a EVALUATION3 4.1214 899 438 192 a a The value is negative due to a negative average covariance among items This violates reliability model assumptions You may want to check item codings Group The individual related to work Reliability Statistics Cronbach's Alpha Based on Cronbach's Standardized Alpha Items 661 N of Items 666 Item-Total Statistics Cronbach's Scale Mean if Scale Variance if Corrected Item- Squared Multiple Item Deleted Item Deleted Total Correlation Correlation Alpha if Item Deleted RELATED1 8.1500 2.546 417 182 646 RELATED2 8.7786 1.713 487 248 557 RELATED3 8.5429 1.790 547 299 459 Group Relationship among colleagues, senior and subordinate Reliability Statistics Cronbach's Alpha Based on Cronbach's Standardized Alpha Items 697 N of Items 702 Item-Total Statistics 63 Cronbach's Scale Mean if Scale Variance if Corrected Item- Squared Multiple Item Deleted Item Deleted Total Correlation Correlation Alpha if Item Deleted RELATIONSHIP1 13.1643 3.002 468 259 647 RELATIONSHIP2 13.6429 2.418 494 277 627 RELATIONSHIP3 13.5286 2.323 535 307 597 RELATIONSHIP4 13.2357 2.901 452 249 651 Group 10 Training affair The first round Reliability Statistics Cronbach's Alpha Based on Cronbach's Alpha Standardized Items 560 N of Items 573 Item-Total Statistics Scale Mean if Item Scale Variance if Deleted Item Deleted Corrected Item- Squared Multiple Cronbach's Alpha Total Correlation Correlation if Item Deleted AFFAIR1 8.6571 1.882 369 153 460 AFFAIR2 8.6429 1.972 420 181 402 AFFAIR3 8.8286 1.582 342 121 527 The second round Reliability Statistics Cronbach's Alpha Based on Cronbach's Alpha Standardized Items 527 N of Items 529 Item-Total Statistics Scale Mean if Item Scale Variance if Deleted Item Deleted Corrected Item- Squared Multiple Cronbach's Alpha Total Correlation Correlation if Item Deleted AFFAIR1 4.4214 519 360 130 a AFFAIR2 4.4071 646 360 130 a 64 Item-Total Statistics Scale Mean if Item Scale Variance if Deleted Item Deleted Corrected Item- Squared Multiple Cronbach's Alpha Total Correlation Correlation if Item Deleted AFFAIR1 4.4214 519 360 130 a AFFAIR2 4.4071 646 360 130 a a The value is negative due to a negative average covariance among items This violates reliability model assumptions You may want to check item codings Group 11 Employees satisfaction to the company Reliability Statistics Cronbach's Alpha Based on Cronbach's Standardized Alpha Items 879 N of Items 883 Item-Total Statistics Cronbach's Scale Mean if Item Deleted Scale Variance if Corrected Item- Squared Multiple Item Deleted Total Correlation Correlation Alpha if Item Deleted SATISFACTION1 30.7357 16.340 693 525 859 SATISFACTION2 30.5786 16.778 698 539 859 SATISFACTION3 30.7214 16.692 658 498 863 SATISFACTION4 30.6286 16.854 672 513 861 SATISFACTION5 30.7500 16.995 610 442 867 SATISFACTION6 30.9857 16.719 496 315 884 SATISFACTION7 30.6000 17.335 573 366 871 SATISFACTION8 30.7000 15.895 788 648 849 65