Tu lieu tham khao S6 4(69) nam 2015 JTHE RELATIONSHIP BETWEEN JOB SATISFACTION AND ORGANIZATIONAL COiMMITMENT THE CASE OF FACULTY MEMBERS VO VAN VIET* ABSTRACT The purpose of this study is to determin[.]
Tu- lieu tham khao S6 4(69) nam 2015 JTHE RELATIONSHIP BETWEEN JOB SATISFACTION AND ORGANIZATIONAL COiMMITMENT: THE CASE OF FACULTY MEMBERS VO VAN VIET* ABSTRACT The purpose of this study is to determine the relationship between job satisfaction and organizational commitment of faculty members A survey was conducted at Universit ofAgriculture and Forestry Ho Chi Minh City (UAF) to answer the research questions and test the study hypotheses Correlation coefficients and stepwise recession analyses wer calculated lo assess relationships between the selected characteristics Keywords: ]oh satisfaction, organizational commitment, job factors, faculty member TOM TAT Mdi quan he giira sif hdi long vi cdng viec vd gan kit to chuc cda giang viin dgi hgc Nghien cieu ndy dugc thuc hien nhdm muc liiu xdc dinh miec dp hdi ldng vi cdng viic, su gdn kit td chuc vd mdi tuang quan hai yiu Id ndy cua gidng viin dgi hgc Di trd ldi cdc cdu hdi nghien cuu vd kiim dinh cdc gid thiit, die lieu dugc thu thdp thdng qua bdng cdu hdi Kit qud nghiin cuu cho thdy cd su lirang quan thudn giira su hdi long vi cdng viic vd su gdn kit td chuc Dieu ndy cd nghia Id viic tdc ddng vdo cdc yiu td di tdng s\r hdi long cua gidng viin se giup cho gidng viin gdn kit ldu ddi vdi nhd trudng Tie khda: sy hdi long vd cong vifc, su gan kdt td chiic, cdc nhdn td vifc ldm, gidng vidn Introduction Job satisfaction and organizational commitment of an employee is a topic that has received considerable attention by researchers and managers One way to increase productivity in many organizations is to increase employee satisfaction Employees' productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment A better understanding of job satisfaction, organizational commitment helps managers guide employees' activities in a desired direction Therefore, it is important for an organization to study the relationships between these two variables Since most of the works done dealing with job satisfaction, organizational commitment provide an abundance of information regarding the area of business and indusfry but a very limited amount of information m the area of higher education A growing need exists to understand the impact of job satisfaction, organizational ' PhD, Ho Chi Mmh City University of Agriculture and Forestry; Emaii- 178 vietvovan@yahoo.com TAP CHl KHOA HOC DHSP TPHCM Vo Van Viet commitment upon higher education Furthermore, because prior research mentioned in the literatures suggests the possibility that satisfaction may differentially relate to the three commitment dimensions, it is important to examine satisfaction and the three commitment dimensions simultaneously The performance of academic staff as teachers and researchers determines much of the student satisfaction and has an impact on student leaming and thus the contribution of the higher education mstitutions to society Universities and academic staffs need to work together to provide an atmosphere that is conducive to the education process Thus satisfaction and commitment of the academic staffs assumes importance The increase of academic staff job satisfaction and commitment can help not only to build a healthy higher education institution climate but also improve the leaming environment and increase the productivity of the higher education institution The role of a faculty member is broad and important They are directly responsible for shaping the quality of the students, the well-known of university To be able to play the role effectively, lecturers need to be committed to their job On the other hand, commitment may depend on several factors such as work ethics, job satisfaction and job involvement The employees will commit if they are really satisfied with their present job The satisfaction normally depends on what the employees can get or receive from the job (Allen and Meyer, 1990) The current study examines the overall level of job satisfaction and organizational commitment of faculty members as well as the relationship between the two variables Methodology The main objective of this study was to understand the relationship between job satisfaction and organizational commitment of faculty members Therefore, the research methodology used in the study was basically quantitative Specifically, a descriptive-correlational survey research design was applied Data were collected by using a questiormaire The questionnaire consisted of three independent sections including sociodemographic profile questions, job satisfaction questions and organizadonal commitment questions Part I of the quesfionnaire, job satisfaction questions, was adapted from Castillo and Cano's (1999) Three Factor Job Satisfaction Scale This part includes 57 aimed to measure of three job factors: policy and administration, personal growth and satisfaction, and fiscal resources Part II, organizational commitment questions, was adapted from the Three Component Model (TCM) Employee Commitment Survey which was developed by Meyer, Allen (1991) to measure respondents' commitment to their organization There are 24 items in this part aimed to measured three subscales of commitment which are affective, normative and continuance commitment Part III, the socio-demographic profile quesfions, was developed by the researcher Several Likert-type items was used to determine the level of JS and OC Indicators on the Likert-Type Scale range from (Very dissafisfied) to Sd 4(69) ndm 2015 Tu" lieu tham khao (Very Satisfied) for JS items and from I ((Strongly disagree) to (Strongly agree) for OC items The total usable questionnaires which were used in the data analysis procedures, were 203 of the 302 faculty members in the population, represented a response rate of 67.21 percent of the population Result and discussion The overall level of job satisfaction of faculty members The overall level of job satisfaction of faculty members was assessed by using one-item statement in the questiormaire which is "Considering all aspects of my job as a faculty member, my overall level of job satisfaction is " A sbc-point Llkert-Scale ranging from very dissatisfied (=1) to very Satisfied (^6) was used to record respondents feeling about their job The value of overall level of job satisfaction was determined by calculating a mean score of all responses to the abovementioned item Thus, the overall job satisfaction could range from to The job satisfaction amongst the sample of 203 faculty members is depicted in Table The result indicates the mean for the overall level of job satisfaction is 3.97 with a standard deviation of 909 The median and mode score is four Hence, it may be concluded that the overall level of job satisfaction of the sample is moderate The standard deviation is also not high, indicating that most faculty members experience moderate level of job sarisfactlon Table Descriptive statistics (mean, sld deviation) of job satisfaction Overall level of job satisfaction Fiscal resources Policy and administration Personal growth and satisfaction N IVIean Std Deviation 203 203 203 203 3.97 2.92 4.12 91 84 80 4.36 57 Organizational commitment scores The mean score value for the affective component of commitment was 4.93; the mean score value for continuance commitment was 3.73; and the mean score value for normative commitment was 4.61 The mean of general commitment score was 4.2 with the median equals 4.2 and the mode equals 4.6 indicates that most faculty member relatively commit to their organization (the university) 180 TAP CHl KHOA HOC BHSP TPHCM Vo Van Viet Table Descriptive Statistics of organizational commitment scores Minimum iVlaximum Affective Commitment Normative Commitment Continuance Commitment 2.13 2.50 6.75 1.63 5.88 6.63 IVIean 4.9323 4.6139 3.7334 Std Deviation 81639 70625 83239 Relationships between selected job factors and organizational commitment To test these relationships Pearson-Product Moment correlation and stepwise muhiple regression were performed Table Correlation for selectedjob factors and total organizational commitment Fiscal resources Pearson Correlation Sig (2-tailed) N Pearson Correlation Policy and administratior Sig (2-tailed) N Pearson Correlation Personal growth Sig (2-tailed) and satisfaction N Total organizational Commitment 391" 000 203 284" 000 203 394" 000 203 ** Correlation is significant at the 0.01 level (2-tailed) As shovm in Table 3, significant positive relationships are observed between all the selected job factor variables and total organizational commitment variable Particularly, significant moderate reladonship (r=.39I, p