CHAPTER 1 INTRODUCTION 1 1 Rationale According to an analysis conducted by Azoth Analytics, the global catering market is expected to grow about 4% annually from 2016 to 2021 This rate reveals the pot[.]
CHAPTER INTRODUCTION 1.1 Rationale According to an analysis conducted by Azoth Analytics, the global catering market is expected to grow about 4% annually from 2016 to 2021 This rate reveals the potential of this market because there are more and more companies and organizations having the demand of foodservice in order to helping them concentrate to their core strengths and save costs A wide variety of sectors is included in the contract catering market, such as businesses, schools, hospitals, military institutions, etc Following the higher demand for a better quality of life, caterers are increasingly focused on health and well-being by attempting to provide more balanced diets and personalized menus to their customers The growth of catering market requires a large amount of human resources, and obviously, it creates job opportunity for many people Therefore, the question of how to manage employees has been raised once again because of its urgency If a company wants to build a good team of working professionals, it has to focus on strengthening its human resources management system which includes recruitment and training, motivation and orientation, workplace communication and safety, etc Recognizing the needs and potential of the industrial catering industry, in 1997, Thach Ban Service and Trading Co., Ltd was established with aims to provide healthy and safety foods and drinks for workers in industrial zones Through almost 20 years of operation and development, Thach Ban Service and Trading Co., Ltd had been faced many challenges of how to bring customers a nutritious meal at acceptable price, how to manage suppliers and the quality of their products, and especially how to ensure the working capacity of employees Due to the characteristics of the industrial catering market, the company has to recruit people living near the partners’ location in order to reduce the cost and time of moving for employees, and also be faster to handle if there is any complain from customers or adjustment from the head office The point is that Thach Ban are providing meals for almost 30 companies/factories in Ha Noi, Ha Nam, Hung Yen, Bac Ninh, etc., so finding the most effective way to manage employees there is quite challenging and needs time to test several management methods after coming to a complete management process Based on information and current situation of human resources management process of Thach Ban and the characteristics of the work, the author considered and decided to conduct a research regarding the topic “Reducing employees’ deviant behavior at Thach Ban Service and Trading Co., Ltd.” 1.2 Research objectives - To review and provide better understanding of deviant workplace behavior - To analyze and evaluate the current situation of employees’ deviant behavior at Thach Ban Service and Trading Co., Ltd - To propose recommendations to reduce workplace deviance in Thach Ban Service and Trading Co., Ltd 1.3 Research questions For the purpose of this thesis, three questions are needed to answer in order to fulfill the research objectives above: - What is the current situation of employees’ deviant behavior in Thach Ban Service and Trading Co., Ltd? - What is the factor affecting employees’ deviant behavior the most in Thach Ban Service and Trading Co., Ltd? - How can the current situation of workplace deviance in Thach Ban Service and Trading Co., Ltd be reduced? 1.4 Research scope - Research objective: Reducing employees’ deviant behavior at Thach Ban Service and Trading Co., Ltd - Research scope: 192 employees of Thach Ban Service and Trading Co., Ltd, who is working in Ha Noi and nearby areas - Place: Thach Ban Service and Trading Co., Ltd head office: no 49, Thach Ban Street, Long Bien District, Ha Noi Tsu Goshi Kyoei Nippo Kim II - Time: Quarter 4, 2017 1.5 Research methodology Literature Review Data Collection (Primary, Secondary Data) Based knowledge of deviant workplace behavior The current situation and factors affecting employees’ deviant behavior at Thach Ban Service and Trading Co., Ltd Figure 1.1: Research Methodology Process Recommendations to improve the situation as well as human resources management at Thach Ban Service and Trading Co., Ltd (Source: Author) 1.5 Data collection 1.5.1 Secondary data The data which is already available and is gathered from secondary sources such as journals, books, newspapers, websites, reports, etc is called secondary data This type of data is obviously much easier to collect and find the needed information compared to primary data In this research, the company website is being used to find out the management system of the company, number of employees, number of refectories and their location Besides, Internet, previous researches and reports also play an important role in providing deeper understanding about deviant workplace behavior and its related problems 1.5.2 Primary data Primary data is collected using qualitative method (in-depth interview) and questionnaire in order to have multi-dimension information from different point of views of different people about the current situation of managers’ behavior in Thach Ban Service and Trading Co., Ltd • In-depth interview: ─ Face-to-face discussion with the manager of Human Resources Department about the problem in managing employees Interviewee will be asked about policies and regulations of the company as well as the current managing method to understand how this department works and its existing problem ─ Direct interview the manager of Refectory Committee from Thach Ban’s partners to know what they expect from the refectory’s managers and how the refectory’s managers actually behave, whether they are satisfied or not • Survey method: Questionnaire will be sent to 192 employees including refectory’s managers and staffs working with those managers at researched time by meeting face to face and online survey on Google Doc After those questionnaires are answered, the researcher will collect them immediately or schedule to take them back later ─ Respondent: employees in Thach Ban Service and Trading Co., Ltd ─ Sample size: 192 employees ─ Sampling method: convenience sampling because it is the most suitable method for a large organization that researcher can not include every individuals on the research Additionally, the convenience sampling method is not costly, fast and easily to conduct compared to other methods ─ Questionnaire process QUESTIONNAIRE DESIGN QUESTIONNAIRE COMPLETION QUESTIONNAIRE DISTRIBUTION AND COLLECTION QUESTIONNAIRE DETERMINATION AND ELIMINATION DATA ANALYSIS Step 1: Questionnaire Design The questionnaire includes four parts: ─ General information (6 variables) ─ Frequency level of listed deviant workplace behaviors (17 variables) ─ Importance level of five factors (14 variables) ─ Other suggestion or comment Step 2: Questionnaire completion This step includes two activities: preliminary consultation and questionnaire complement Preliminary consultation The outlined questionnaire is distributed to the Director and Human Resources Manager in order for them to give comments There are few criteria for the questionnaire to follow, which are comprehensible, succinct and delicate Because among 192 employees taking part in the research, only 40 employees are working at the office, it means the educational standard between that 40 employees and the rest are different Therefore, the questionnaire must be easy to understand and have no implication The Director and the Human Resources Manager check if any discomfort, incomprehension or problem exists in the questionnaire, clarify doubt, and give advice of what could be adjusted After doing the preliminary consultation, wording and language of the questionnaire were adapted to be the most suitable and comprehensible for respondents Questionnaire complement In this activity, the author takes every aspects of the questionnaire into great consideration, which include content, length, introduction and instructions Step 3: Questionnaire distribution and collection 192 questionnaires were distributed to employees working at the head office of Thach Ban Service and Trading Co., Ltd and five refectories located in Ha Noi and nearby areas 190 questionnaires were collected, in which 155 questionnaires were valid in data processing The questionnaires were spread to refectory’ employees by food trucks in the morning and were collected by the end of the third day after that Step 4: Questionnaire determination and elimination Invalid questionnaire responses, which is omitted the general information part and/or uncompleted questionnaires, were separated Step 5: Data analysis Once having all the data needed from employees, the author uses SPSS software to clarify the influence level of the five factors affecting employees’ deviant workplace behavior accurately and thoroughly Data are evaluated by SPSS 22.0 including: ─ EFA ─ Reliability Testing 1.6 Research structure The thesis was divided into (four?) chapters: Chapter – Introduction Chapter – Theoretical background on deviant workplace behavior Chapter – Current situation and factors affecting deviant behavior at Thach Ban Service and Trading Co., Ltd Chapter – Recommendation to reduce deviant behavior at Thach Ban Service and Trading Co., Ltd CHAPTER THEORETICAL BACKGROUND ON DEVIANT WORKPLACE BEHAVIOR 2.1 The concept of deviant workplace behavior Deviant workplace behavior is identified as a very serious and alarming problem in corporate life According to a study by Harper (1990), the percentage of all employees of all employees engaging in deviant behaviors of some sort or other was approximately 33%-75% (Harper, 1990), and as many as 75% of the employees have stolen from their respective organizations (McGurn, 1988) Nowadays, due to the development in technology which precipitate the deviant acts (Lim, 2002), the predicted percentage may be higher than these, for instance cyber crime which includes hacking, and phishing Workplace deviance consequences can be visible in terms of huge costs to the organizations; including employee workplace theft has been determined to range between $10 billion-$120 billion annually (Bourke, 1994; Murphy, 1993) Moreover, not only deviant behaviors have terrible results on the performance of employees and their organization (Dunlop & Lee, 2004), but they also decrease quality of working time, negatively impact medical & legal expenses, and damage public perception (Litzky, Eddleston, & Kidder, 2006; Van Fleet & Griffin, 2006) Deviant workplace behavior has been defined as many different names over the years, including counterproductive work behavior (Spector, Fox, Penney, Brursema, Goh and Kessler, 2006), antisocial behavior (Robinson and O’Leary-Kelly, 1998), misbehavior in organizations (Sagie, Stashevsky, and Koslowsky, 2003), dark side of organizational behavior (Griffin and O’Learly-Kelly, 2004), organizational misbehavior (Vardi & Wiener, 1996), non compliant behavior (Puffer, 1987), cyber loafing (Lim, 2002), and workplace incivility (Robbins and Judge, 2007) As described by Robinson and Bennett (1995), workplace deviance is voluntary behavior that violates significant organizational norms and in doing so threatens the well being of an organization, its members, or both This definition emphasizes the violation of norms intentionally by employees at the workplace in order to harm the coworkers and organization or both The reason why employee deviance is considered voluntary may be because of employee’s lack of the motivation to conform to the normative expectations of the social context or their change of motivation which urges them to violate those expectations (Robinson & Bennett, 1995) and their thoughts which make them blame their coworker because they believe that they have been wronged by someone (Aquino, Tripp & Bies, 2001) Deviant workplace behavior is attempted to describe by many researchers in their own phrases with various names For example, while Vardi and Wiener (1996) define organizational misbehavior as any intentional action by the members of organizations that defies and violates the shared organizational norms and expectations and/or core societal values, mores and standards of proper conduct, Giacalone and Greenberg (1997) have outlined antisocial behavior as any behavior that brings harm, or is intended to bring harm, to an organization, its employees, or stakeholders On the other hand, Andersson and Pearson (1999) defined a different though overlapping construct of workplace incivility as low-intensity deviant behavior with ambiguous intent to harm the target, in violation of workplace norms for mutual respect Whereas, the definition that workplace incivility may be a form of organizational resistance is proposed by Lawrence and Robinson (2007) Counterproductive work behavior is described as the behaviors by organizational members that are counter to the legitimate interests of the organization (Sackett, 2002) Gruys and Sackett (2003) refer to deviance as an intentional behavior on the part of an organizational member that the organization views as contrary to its legitimate interests Hence, although deviance is illustrated in different ways, its content is overlapped These days, researchers determined deviant behavior with a new term as insidious workplace behavior which is defined as “a form of intentionally harmful workplace behavior that is legal, subtle, and low level (rather than severe), repeated over time, and directed at individuals or organizations” (Edwards & Greenberg, 2010) As reported by the Robinson and Bennett (1995), the behavior not following the organization’s norms regardless of the society’s norms is deviant workplace behavior The violation of organizational norms is the violation of formal and informal organizational policies, rules, and procedures as prescribed by the organization which is not expected to be violated by its members, which means the violations must be noticeably serious Robinson and Bennett (1995) are also aware that deviant behaviors may or may not be ethical As they mentioned in their study, behaviors such as blowing the whistle could be considered as exceptionally ethical by many people, but would also be included in the definition of workplace deviance In summary, individuals must involve in deviant acts intentionally, harming organization 2.2 Forms of deviant workplace behavior Various researchers are interested in the topic of deviant workplace behavior and have tried a lot to categorize it In the process of forming a framework of deviant workplace behavior, two groups have been introduced, including property deviance and production deviance (Hollinger & Clark, 1982; Mangione & Quinn, 1974) Property deviance means that employee has interaction with stealing, damaging the property or assets of their employers, taking money or supplies from the employer, misusing discount privileges, and getting paid for more hours than they actually worked (Hollinger & Clark, 1982) Besides, behaviors which violate norms about the production or work in the organization combining absenteeism, tardiness, sick leave abuse, doing sloppy work, and engaging in drug or alcohol use on the job (Hollinger & Clark, 1982), are called production deviance In addition, Hollinger, Slora, and Terris (1992) have come up with a third category of deviant workplace behavior called altruistic property deviance, which could be understood as a unique form of property deviance including behaviors which deal with the assets and property of the organization like property deviance Subsequently, a study conducted in 1995 by Robinson and Bennett has proposed two additional classes of deviant workplace behavior, which are political deviance and personal aggression While political deviance is described as engagement in social interaction that puts other individuals at a personal or political disadvantage by behaviors such as showing favoritism, blaming co-workers, and starting negative rumors about the organization; behaving in an aggressive manner towards coworkers in a manner of sexual harassment, verbal abuse or stealing from other employees is considered as personal aggression Correspondingly, a comprehensive typology of deviant workplace behavior was empirically evolved in 1995 by Robinson and Bennett, which consists of all possible negative behaviors with the aid of multidimensional scaling procedure and thereby verified potential methods for measuring workplace deviance The typology introduced a two dimensional configuration of deviant workplace behaviors in which deviant behavior can range: minor versus serious and interpersonal versus organizational deviance For more details, the two dimensional chart organizes deviant workplace behavior into four quadrants The first quadrant represents the production deviance including less severe behavior directly affects the organization, while behaviors which are serious and directed against the organization are included in the second quadrant – property deviance Quadrants three and four include behaviors having bad effects on individuals in the organization, in which the minor one is contained in quadrant three (political deviance) and the serious one is included in the fourth quadrant (personal aggression) (Bazaraite & Coubaneichvili, 2008) ... current situation of employees’ deviant behavior in Thach Ban Service and Trading Co. , Ltd? - What is the factor affecting employees’ deviant behavior the most in Thach Ban Service and Trading Co. ,... rank, organizational tenure, and income CHAPTER CURRENT SITUATION OF EMPLOYEES’ DEVIANT BEHAVIOR IN THACH BAN SERVICE AND TRADING CO. , LTD 3.1 Overview of Thach Ban Service and Trading Co. , Ltd 3.1.1... situation of workplace deviance in Thach Ban Service and Trading Co. , Ltd be reduced? 1.4 Research scope - Research objective: Reducing employees’ deviant behavior at Thach Ban Service and Trading