(Luận văn) effect of quality of work life on job performance among power plant operators

t to ng UNIVERSITY OF ECONOMICS HO CHI MINH CITY hi ep International School of Business w n lo ad ju y th yi pl ua al n HA TUAN ANH n va ll fu oi m at nh z EFFECT OF QUALITY OF WORK LIFE ON JOB PERFORMANCE AMONG POWER PLANT OPERATORS z k jm ht vb om l.c gm n a Lu MASTER OF BUSINESS n va y te re th Ho Chi Minh City – Year 2018 t to ng UNIVERSITY OF ECONOMICS HO CHI MINH CITY hi ep International School of Business w n lo ad ju y th yi pl ua al n HA TUAN ANH n va ll fu oi m at nh EFFECT OF QUALITY OF WORK LIFE ON JOB PERFORMANCE AMONG POWER PLANT OPERATORS z z k jm ht vb om l.c gm MASTER OF BUSINESS n a Lu n va SUPERVISOR: PHAM NGOC THUY y te re th Ho Chi Minh City – Year 2018 t to Introduction ng Human resources are key firm resources (Tho, Phong, & Quan, 2014) Regarding people hi ep at the workplace, quality of work life and the relationship between work and life have w n received much attention in comparison with the other areas by researchers in the last few lo ad years (Nguyen & Nguyen, 2012) This can be explained that “Quality of work life (QWL) y th ju has attracted academics as well as practitioners because it affects job performance and yi pl many other job factors (Lee et al., 2007; Sirgy et al 2001; Wright 2010), and ultimately al n ua the quality of life of employees (Nguyen and Nguyen 2012)” (as cited in Tho, 2018, p n va 461) ll fu Walton (1973) argues that QWL is a term that represents environmental and m oi human principles, but these are suspended because of the technological evolution and nh at economic development And the most recent statistics indicate that the majority of the z z working population is engaged in irregular or non-standard working hours, including shift ht vb k jm and night work, weekend work, split shifts (Costa, 2010) Costa (2010) explains that this gm issue is related to the development of new technologies and the extension of basic om l.c services to general populations, requiring continuous human assistance and control over the work processes during the 24 hour day And this issue is also associated with the a Lu increasing economic competition among companies and countries, due to the progressive n y te re intensive and extensive exploitation of productive systems n va globalization of the labor market and productive strategies, which entail an increasingly schedules and working hours warrant specific attention, because both are linked to a wide th Peters, Engels, de Rijk, and Nijhuis, (2015, p 882) argue that “irregular work t to range of negative consequences, e.g self-rated health, fatigue, work–home interference, ng job satisfaction, decline in performance, and sick leave” Hence, “improving adaptability hi ep necessarily implies a focus on the human operator, the center of the manufacturing w n processes” and “human quality of work intersection with production system performance lo ad parameters, should be evaluated and optimized” (Layer, Karwowski, & Furr, 2009, p ju y th 414) yi pl The operators of the electrical power plants are among these population, who have al n ua irregular working schedules and perform the activities which are characterized by n va significant mental and psychosocial demands, such as the time pressure, responsibility, ll fu amount of work, problem solving, decision-making, the high level of concentration m oi required and adjustment to new technologies and have to carry it out by mobilizing nh at knowledge and reasoning to which they have adequate training under the terms of the z z existing rules (Silva, Marqueze, Rotenberg, Fischer, & Moreno, 2012) ht vb k jm The activities performed and services provided by the electric sector are essential gm to the whole population, which is an important ingredient to the development of a om l.c country, the electrical systems can be categorized as critical systems where failure can result in significant financial loss, injury or threats to human life For those power plant in a Lu which the operators who have capability of making decisions quickly and effectively can n y te re in order to survive and to create sustainable growth and development, the power plants n va help the company to avoid fines and penalties by National Load Dispatch Center Hence, factors that impact on operator performance and how these factors can influence operator th are required to have a new approach to management of the operators Thus, understanding t to performance is paramount to effective management (Nguyen, Dang & Nguyen, 2015) In ng this sense, this study aim to evaluate the impacts of QWL on job performance among hi ep operators in power plants who have received little attention in Vietnam w n Literature review lo ad Although the activities performed and services provided by the electric sector are y th ju essential to the whole population, which is an important ingredient to the development of yi pl a country, the electrical systems can be categorized as critical systems where failure can al n ua result in significant financial loss, injury or threats to human life (Vitório, Masculo, & n va Melo, 2012) However, for those power plant in which the operators who have capability ll fu of making decisions quickly and effectively can help the company to avoid fines and m oi penalties by National Load Dispatch Center (Vitório et al., 2012) Hence, in order to nh at survive and to create sustainable growth and development, companies are required to z z have a new approach to human resource management (Nguyen & Nguyen, 2012) ht vb k jm Pranee (2010) suggests that the most evident result of productivity improvement gm regarding QWL for sustainable development is in the industrial sector, where various om l.c improvements in applying technology and natural resources, as well as improvements in human resources, have taken place Furthermore, Bora, Das, and Murthy (2015) note that n a Lu by using QWL worker’s potential can be used to maximum extent And, Korunka, n y te re important for firms because it relates to employee performance productivity and loyalty” va Hoonakker, and Carayon (2008), Rego and Cunha (2008) are all agreed that "QWL is th (as cited in Nguyen & Nguyen, 2012, p 88) t to Quality of Work life ng Kerce and Booth-Kewley (1993) argue that many authors have noted that workers are hi ep becoming better educated and that they now consider work as a tool for personal growth w n and social support rather than merely a means of achieving financial independence (as lo ad cited in Martel & Dupuis, 2006) In order to explain how important QWL is, Sirgy, y th ju Efraty, Siegel, and Lee (2001, p 242) states that “there are some evidences showing that a yi pl happy employee is a productive employee; a happy employee is a dedicated and loyal al n ua employee; and QWL may have a significant impact on employee job performance” n va Walton (1973) and Pereira and Labegalini (2002) stands out that QWL is used to ll fu assign innovative experiences carried through the attempt to rescue "ambient and m oi humanistic values neglected by the industrial societies in favor of the technological nh at advance, the industrial productivity and the economic growth"; and z z attendance of the necessities and aspirations of the workers, including aspects related to a vb jm ht bigger participation of the employee in the decisions, orienting itself in direction to the k industrial democracy, to the humanization of the work, emphasizing the social gm responsibility of the companies l.c om (as cited in Campos & Souza, 2006) n a Lu Although QWL may be viewed from different perspectives and has several n va subcomponents, its various correlates that have been examined by different researchers th (1973) to assess QWL, such as: Adequate and Fair Compensation, Safe and Healthy y (Reilly, 2012, p 5) In the context of this study, the author use eight subscales of Walton te re and generally consist of “a multitude of job and organizational attitudes and behaviors” t to Working Conditions, Immediate Opportunity to Use and Develop Human Capacities, ng Opportunity for Continued Growth and Security, Social Integration in the Work hi ep Organization, Constitutionalism in the Work Organization, Work and Total Life Space, w n and Social Relevance of Work Life lo ad Walton (1973) defines eight variables of QWL are as in Table 1: y th Definition The major and initial impetus for employment is earning a living How well that aim is achieved fundamentally affects the quality of working More than any other criteria, adequacy of compensation is a relative concept and there simply is no consensus on the objective or subjective standards for judging the adequacy of compensation Fairness in compensation, on the other hand, has various operational meanings Job evaluation specifies the relationships between pay and factors such as training required, job responsibility, and noxiousness of working conditions Safe and Healthy It is widely accepted in our society that workers should not be exposed to physical Working conditions or hourly arrangements that are unduly hazardous or detrimental to their Conditions health Legislation, union action, and employer concern have resulted in continually rising standards of satisfactory working conditions Immediate The industrial revolution and a simplistic extension of its underlying logic have Opportunity to taken much of the meaning out of work Work has tended to be fractionated, Use and Develop deskilled, and tightly controlled The planning of work has been separated from its Human Capacities implementation These tendencies have progressed in varying degrees from one job to the next; therefore, jobs differ in how much they enable employees to use and develop their skills and knowledge Opportunity for Here the focus shifts from the job to career opportunities Although the opportunity Continued for self-improvement through education and hard work has been considered a Growth and human birth right, the typical industrial job can now be completely learned within Security a few weeks or a few years, after which the blue-collar worker has reached nearly the peak of his earnings and can look forward to only minor improvements Social Integration The preceding categories relate to the work's immediate and long-range in the Work opportunities of expressing and developing individual abilities Since work and Organization career are typically pursued within the framework of social organizations, the nature of personal relationships becomes another important dimension of the quality of working life Whether the worker has a satisfying identity and experiences self-esteem will be influenced by the attributes in the climate of his work place such as freedom from prejudice, egalitarianism, mobility, supportive primary groups, community, and interpersonal openness Constitutionalism The labor unions have brought constitutionalism to the work place to protect in the Work employees from arbitrary or capricious actions by employers In unorganized Organization employment, there are wide levels of variation in the extent to which the organizational culture respects personal privacy, tolerates dissent, adheres to high standards of equity in distributing organizational rewards, and provides for due process in work-related matters The following aspects of constitutionalism are key elements in providing higher quality to working life: Privacy, free speech, equity, ju yi pl Content Adequate and Fair Compensation n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th t to ng Work and Total Life Space hi ep w Social Relevance of Work Life n lo ad due process The relationship of work to the total life space is best expressed by the concept of balance The balanced role of work is defined by work schedules, career demands, and travel requirements that not take up leisure and family time on a regular basis Likewise, balance refers to advancement and promotion that not require repeated geographical moves The socially beneficial roles of employing and the socially injurious effects of its activities have increasingly become salient issues for employees Organizations which are seen to be acting in a socially irresponsible manner will cause increasing numbers of employees to depreciate the value of their work and careers, which in turn affects worker self-esteem y th ju Table Definitions of QWL components yi pl Job Performance al n ua According to Austin and Villanova (1992), Campbell (1990), Murphy and Cleveland va (1995), Schmidt and Hunter (1992), “job performance is a central construct in n fu ll industrial/organizational psychology” (as cited in Viswesvaran and Ones, 2000, p 216) It m oi can be explained that “virtually every measurable individual differences variable thought nh at to be relevant to the productivity, efficiency, or profitability of the unit or organization z z ht vb has been used as a measure of job performance in the industrial/organizational k jm psychology literature” (Viswesvaran, 1993, p 1) In this sense, Harari and Viswesvaran om l.c that contribute toward achieving organizational goals” gm (2017, p 55) defines “job performance as evaluatable behaviors engaged in by employees Regarding to performance measurement, DeNisi and Sonesh (2011), Levy and n a Lu Williams (2004), Murphy and Dechert (2013), and Woehr and Roch (2012) agree that th models of job performance have been postulated but despite the different terminology, y 15 years up to the point, Harari and Viswesvaran (2017, p 59) argue that “several content te re cited in Campbell & Wiernik, 2015) After reviewing literature on job performance in last n va performance ratings by supervisors, peers, subordinates, or by oneself are ubiquitous (as t to they are strikingly similar” and suggest that “a model of the job performance construct ng need not vary with the zeitgeist” Such a model is initially proposed by Viswesvaran hi ep (1993), and consists 10 job performance dimensions that comprehensively represents the w n entire job performance domain, such as: Overall job performance, Job performance or lo ad productivity, Quality, Leadership, Communication competence, Administrative y th ju competence, Effort, Interpersonal competence, Job knowledge, and Compliance with or yi pl acceptance of authority al n ua Viswesvaran, Ones, and Schmidt (1996) defines ten job performance dimensions n va are as in Table 2: ll oi m at nh Job performance or productivity Defenition Ratings on statements (or ranking of individuals on statements) referring to overall performance, overall effectiveness, overall job performance, overall work reputation, or the sum of all individual dimensions rated Ratings of the quantity or volume of work produced Raters' rating or ranking individuals were based on productivity or sales; examples include ratings of the number of accounts opened by bank tellers and the number of transactions completed by sales clerks Measure of how well the job was done Ratings of (or rankings of individuals on statements referring to) the quality of tasks completed, lack of errors, accuracy to specifications, thoroughness, and amount of wastage Measure of the ability to inspire, to bring out extra performance in others, to motivate others to scale great heights, and professional stature; includes performance appraisal statements such as "gets subordinates to work efficiently," "stimulates subordinates effectively," and "maintains authority easily and comfortably." Skill in gathering and transmitting information (both in oral and written format) The proficiency to express, either in written or oral format, information views, opinions, and positions This refers to the ability to make oneself understood; includes performance appraisal statements such as "very good in making reports," "reports are clear," "reports are unambiguous," and "reports need no further clarification." Proficiency in handling the coordination of different roles in an organization This refers to proficiency in organizing and scheduling work periods, administrative maintenance of records (note, however, that clarity is under Communication competence above), ability to place and assign subordinates, and knowledge of the job duties and responsibilities of others Amount of work an individual expends in striving to a good job Measure of initiative, attention to duty, alertness, resourcefulness, enthusiasm about work, fu Content Overall job performance z z k Leadership jm ht vb Quality om l.c gm n a Lu Communication competence y te re th n Effort va Administrative competence t to ng hi Interpersonal competence ep w n Job knowledge lo ad ju y th Compliance with or acceptance of authority industriousness, earnestness at work, persistence in seeking goals, dedication, personal involvement in the job, and effort and energy expended on the job characterize this dimension of job performance Ability to work well with others Ratings or rankings of individuals on cooperation with others, customer relations, working with co-workers, and acceptance by others, as well as nominations for "easy to get along with," are included in this dimension Measure of the knowledge required to get the job done Includes ratings or rankings of individuals on job knowledge, keeping up-to-date, as well as nominations of who knows the job best and nominations of who keeps up-to-date A generally positive perspective about rules and regulations; includes obeying rules, conforming to regulations in the work place, having a positive attitude toward supervision, conforming to organizational norms and culture, without incessant complaining about organizational policies and following instructions yi pl Table Definitions of job performance components ua al n In electrical power plants, there are sets of processes, instruments and equipment va n designed for the transmission, generation, distribution, and commercialization of electric ll fu oi m power Power plant operators typically perform the following: control power-generating at nh equipment which may use any one type of fuel, such as coal, nuclear fuel, or natural gas; z read charts, meters, and gauges to monitor voltage and electricity flows; check equipment z jm ht vb and indicators to detect evidence of operating problems; adjust controls to regulate the flow of power; start or stop generators, turbines, and other equipment as necessary Their k gm activities are characterized by significant mental and psychosocial demands, such as the l.c time pressure, responsibility, amount of work, problem solving, decision-making, the high om n a Lu level of concentration required and adjustment to new technologies and have to carry it y Quality to measure of how well the job was done, Interpersonal competence to measure of te re the terms of the existing rules Based on definitions of job performance dimensions: n va out by mobilizing knowledge and reasoning to which they have adequate training under th ability to work well with others, Job knowledge to measure of the knowledge required to 10 t to Appendix Pilot test result ng Item No Comment hi Number of respondents need clarification ep w WLHSE10 Does "hài lòng" chose mean "hài lòng mệt mỏi"? WLSEC18 Does "hài lòng" chose mean "hài lòng nghỉ việc"? n lo ad ju y th PHIẾU KHẢO SÁT yi Kính chào Anh/Chị! Tơi tên Hà Tuấn Anh, học viên cao học ngành Quản trị kinh doanh thuộc Viện Đào tạo quốc tế, trường Đại học Kinh tế TP Hồ Chí Minh, nghiên cứu ảnh hưởng Chất lượng sống nơi làm việc đến Hiệu suất công việc vận hành viên nhà máy nhiệt điện khí khu vực phía Nam Rất mong Anh/Chị dành thời gian trả lời Phiếu khảo sát Lưu ý khơng có câu trả lời hay sai, tất phản hồi có giá trị sử dụng cho nghiên cứu Nếu có câu hỏi liên quan đến nội dung và/hoặc ngữ nghĩa phiếu khảo sát, xin vui lòng trao đổi trực tiếp với tơi PHẦN 1: THƠNG TIN TỔNG QUÁT pl n ua al n va ll fu oi m Anh/Chị có phải vận hành viên nhà máy nhiệt điện khí khơng?  Khơng nh  Có at Nếu Không, xin dừng việc khảo sát Cảm ơn Anh/Chị tham gia Nếu Có, xin trả lời tiếp phần sau Tên nhà máy điện (NMĐ) Anh/Chị làm việc (có thể lựa chọn nhiều trả lời):  Hiện làm (xin ghi rõ): ……………………………………………………………………………  Đã làm (xin ghi rõ):……………………………………………………………………………… Chức danh Anh/Chị:  Trưởng ca/Trưởng kíp  Máy tính điều khiển  Trong gian máy  Ngoài gian máy  Khác: …… ……… Số năm kinh nghiệm NMĐ Anh/Chị:  < năm  3-6 năm  7-10 năm  >10 năm PHẦN 2: NỘI DUNG ĐÁNH GIÁ z z k jm ht vb om l.c gm a Lu y th 31 te re How satisfied are you with your salary (remuneration)? Hãy cho biết mức độ hài lòng Anh/Chị thu nhập mình? Rất hài lịng n Rất khơng  hài lòng va Xin Anh/Chị cho biết mức độ hài lịng với phát biểu sau cách đánh dấu () vào ô tương ứng, với: Số 1: Rất khơng hài lịng, Số 2: Khơng hài lịng, Số 3: Trung dung, Số 4: Hài lòng, Số 5: Rất hài lòng n a Quality of Work Life/ Chất lượng sống nơi làm việc How satisfied are you with the recompenses and the participation in results that you receive from the company? Hãy cho biết mức độ hài lòng Anh/Chị với việc công ty khen thưởng ghi nhận cho đóng góp Anh/Chị? How satisfied are you with the extra benefits (alimentation, transport, doctor, dentist, etc.) that your company offers to you? Hãy cho biết mức độ hài lòng Anh/Chị với phúc lợi trả thêm từ công ty (nhu yếu phẩm, chi phí lại, chi phí khám chữa bệnh, v.v…)? 5 How satisfied are you with your weekly work journey (quantity of worked hours)? Hãy cho biết mức độ hài lòng Anh/Chị số làm việc tuần mình? According to your workload (quantity of work), how you feel? Anh/Chị thấy với khối lượng cơng việc mình? According to the use of technology in your tasks, how you feel? Anh/Chị thấy với ứng dụng cơng nghệ (tự động hóa) cơng việc mình? How satisfied are you with the salubrity level (work conditions) in your workplace? Hãy cho biết mức độ hài lòng Anh/Chị lành mạnh (điều kiện làm việc khỏe mạnh hợp vệ sinh) nơi làm việc mình? How satisfied are you with the security equipment, individual and collective protection provided by your company? Hãy cho biết mức độ hài lịng Anh/Chị với trang thiết bị an tồn, bảo hộ lao động công ty cung cấp? 10 Regarding tiredness that your work cause to you, how you feel? Anh/Chị thấy với mức độ mệt mỏi công việc gây ra? 11 Are you satisfied with the autonomy (opportunity to make decisions) that you have at your work? Anh/Chị có hài lịng tự chủ (cơ hội định) công việc? 12 Are you satisfied with the importance of the task/work/activity that you do? Anh/Chị có hài lịng tầm quan trọng công việc Anh/Chị làm? om ng gm t to How satisfied are you with your salary, if you compare it to your colleagues' salary? Hãy cho biết mức độ hài lòng Anh/Chị so sánh thu nhập với thu nhập đồng nghiệp ngang cấp? 13 Regarding the polyvalence (possibility to performance several tasks and works) at work, how you feel? Anh/Chị thấy linh hoạt (khả thực nhiều nhiệm vụ công việc khác nhau) công việc? 14 How satisfied are you with your performance evaluation (awareness of how good or bad have been your performance at work)? Hãy cho biết mức độ hài lịng Anh/Chị đánh giá hiệu suất cơng việc Anh/Chị nhận (nhận biết hiệu suất công việc tốt tệ nào)? hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb l.c n a Lu n va y te re th 32 t to ng 15 hi ep How satisfied are you with your opportunity of professional growth? Hãy cho biết mức độ hài lòng Anh/Chị hội phát triển chun mơn mình? 5 16 Regarding possibilities conferred (work responsibility given to you), how you feel? Anh/Chị thấy khả trao quyền (giao trách nhiệm công việc cho Anh/Chị)? w 19 Regarding the incentive that your company gives you to study, how you feel? Anh/Chị thấy với việc công ty tạo điều kiện để Anh/Chị học tập/nghiên cứu? 20 Regarding the discrimination (social, racial, religious, sexual, etc.) in you work, how you feel? Anh/Chị thấy phân biệt đối xử (địa vị, chủng tộc, tôn giáo, giới tính, v.v…) nơi làm việc? 21 Regarding your relationship with your colleagues and bosses at work, how you feel? Anh/Chị thấy mối quan hệ với đồng nghiệp cấp mình? 22 Regarding your team's and colleagues' commitment to work, how you feel? Anh/Chị thấy cam kết nhóm đồng nghiệp thực công việc chung? 23 How satisfied are you with the valorization of your ideas and initiative at work? Hãy cho biết mức độ hài lòng Anh/Chị với việc ý tưởng sáng kiến đánh giá cao nơi làm việc? 24 How satisfied are you with the company for respecting the workers' rights? Hãy cho biết mức độ hài lòng Anh/Chị với công ty thực việc tôn trọng quyền người lao động? 25 How satisfied are you with your freedom of expression (opportunity to give opinions) at work? Hãy cho biết mức độ hài lòng Anh/Chị tự bày tỏ quan điểm (cơ hội đưa ý kiến) nơi làm việc? 26 How satisfied are you with the norms and rules at your work? Hãy cho biết mức độ hài lòng Anh/Chị văn hóa cơng sở nội quy cơng ty nơi làm việc? 27 Regarding the respect to your individuality (individual characteristics and particularities) at work, how you feel? Anh/Chị thấy tơn trọng cá tính (đặc điểm khác biệt mang tính cá nhân) nơi làm việc? lo 18 Regarding the situations and the frequency that occur the resigning at your work, how you feel? Anh/Chị thấy tình tần suất xin thơi việc công ty? gm n 17 How satisfied are you with the trainings you participate? Hãy cho biết mức độ hài lịng Anh/Chị khóa huấn luyện Anh/Chị tham gia? ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c n a Lu 5 y te re n va th 33 t to 28 ng hi ep 29 How satisfied are you with the work influence on your possibilities of leisure? Hãy cho biết mức độ hài lòng Anh/Chị với ảnh hưởng cơng việc đến hoạt động giải trí gia đình? 5 How satisfied are you with the work influence on your family life/routine? Hãy cho biết mức độ hài lịng Anh/Chị với ảnh hưởng cơng việc đến sống/thói quen gia đình? w How satisfied are you with your schedule of work and rest? Hãy cho biết mức độ hài lòng Anh/Chị với kế hoạch làm việc nghỉ ngơi? n 30 lo ad Regarding the proud of performing your work, how you feel? Anh/Chị thấy tự hào thực cơng việc mình? 32 Are you satisfied with the image this company have to society? Anh/Chị có hài lịng với hình ảnh cơng ty trước cộng đồng không? 33 How satisfied are you with the communitarian integration (contribution to the society) that the company have? Hãy cho biết mức độ hài lòng Anh/Chị với hòa nhập cộng đồng (đóng góp cho xã hội) cơng ty? 34 How satisfied are you with the services and the quality of products that the company makes? Hãy cho biết mức độ hài lòng Anh/Chị với chất lượng sản phẩm, dịch vụ công ty? 35 How satisfied are you with the human resources politic (the way that the company treats the workers) that the company has? Hãy cho biết mức độ hài lịng Anh/Chị sách nhân (ứng xử công ty người lao động) công ty? ju y th 31 yi pl n ua al n va ll fu oi m at nh z z b Job Performance/ Hiệu suất công việc ht vb k jm Xin Anh/Chị cho biết mức độ đồng ý với phát biểu sau cách đánh dấu () vào ô tương ứng, với: Số 1: Hồn tồn khơng đồng ý, Số 2: Khơng đồng ý, Số 3: Trung dung, Số 4: Đồng ý, Số 5: Hồn tồn đồng ý gm Hồn tồn khơng  đồng ý - well - tốt - lacks of errors - khơng có sai sót 3 - accuracy to specifications - theo tài liệu kỹ thuật - thoroughness - cẩn trọng 5 n a Lu va om l.c My job has been done: Công việc hoàn thành: Hoàn toàn đồng ý n y te re th 34 t to ng - lacks of accidents - khơng có tai nạn hi ep 5 5 5 5 5 I have ability to work well with: Tôi có khả phối hợp tốt cơng việc với: - customer - đối tác w n - co-workers - đồng nghiệp/bộ phận liên quan lo ad ju y th My job has been done with knowledge: Cơng việc tơi hồn thành với hiểu biết: - job knowledge - hiểu biết nghề nghiệp - keeping up-to-date - cập nhật yi pl ua al n I generally have positive perspective about rules and regulations: Về tổng thể, tơi có nhận thức tích cực nội quy quy định hành, như: n va fu - obeying rules - tuân thủ nội quy 11 - conforming to regulations - chấp hành quy định hành 12 - positive attitude toward supervision - có thái độ tích cực với giám sát cấp 13 - conforming to organizational norms and culture - chấp hành văn hóa cơng sở văn hóa cơng ty 14 - without incessant conplaining about organizationas policies - khơng liên tục phàn nàn sách công ty 15 - following instructions - tuân theo bảng mô tả công việc ll 10 oi m at nh z z k jm ht vb gm l.c om PHẦN 3: THÔNG TIN NGƯỜI TRẢ LỜI n a Lu Xin Anh/Chị cho biết số thông tin cá nhân khác để tổng hợp liệu nghiên cứu Giới tính:  Nam  Nữ Trình độ học vấn:  Trung cấp  Đại học/Cao đẳng  Sau đại học Tình trạng nhân:  Độc thân  Đã có gia đình Xin chân thành cảm ơn hợp tác Anh/Chị! n va y te re th 35 t to Appendix Questionnaires in English version ng QWL measurement scales hi Very dissatisfied Dissatisfied Neither satisfied nor dissatisfied Satisfied Very satisfied How satisfied are you with your salary (remuneration)? How satisfied are you with your salary, if you compare it to your colleagues' salary? How satisfied are you with the recompenses and the participation in results that you receive from the company? How satisfied are you with the extra benefits (alimentation, transport, doctor, dentist, etc.) that your company offers to you? Safe and Healthy Working Conditions 5 5 How satisfied are you with your weekly work journey (quantity of worked hours)? According to your workload (quantity of work), how you feel? According to the use of technology in your tasks, how you feel? How satisfied are you with the salubrity level (work conditions) in your workplace? How satisfied are you with the security equipment, individual and collective protection provided by your company? Regarding tiredness that your work cause to you, how you feel? 5 gm ep Statement w n lo ad y th pl n ua al n va yi ju Adequate and fair compensation ll fu at nh z z 5 om Are you satisfied with the autonomy (opportunity to make decisions) that you have at your work? Are you satisfied with the importance of the task/work/activity that you do? Regarding the polyvalence (possibility to performance several tasks and works) at work, how you feel? How satisfied are you with your performance evaluation (awareness of how good or bad have been your performance at work)? Regarding possibilities conferred (work responsibility given to you), how you feel? Opportunity for Continued Growth and Security 5 16 How satisfied are you with your opportunity of professional growth? 17 How satisfied are you with the trainings you participate? 18 Regarding the situations and the frequency that occur the resigning at your work, how you feel? 12 13 14 n va y te re th 36 n 15 a Lu l.c 11 k Immediate Opportunity to Use and Develop Human Capacities jm ht vb 10 oi m t to 19 ng hi 20 ep Regarding the discrimination (social, racial, religious, sexual, etc.) in you work, how you feel? Regarding your relationship with your colleagues and bosses at work, how you feel? Regarding your team's and colleagues' commitment to work, how you feel? How satisfied are you with the valorization of your ideas and initiative at work? Constitutionalism in the Work Organization 5 5 5 5 5 21 Regarding the incentive that your company gives you to study, how you feel? Social Integration in the Work Organization n lo ad 23 w 22 ju y th 24 yi How satisfied are you with the company for respecting the workers' rights? How satisfied are you with your freedom of expression (opportunity to give opinions) at work? How satisfied are you with the norms and rules at your work? n ua al 26 pl 25 Regarding the respect to your individuality (individual characteristics and particularities) at work, how you feel? Work and Total Life Space 28 How satisfied are you with the work influence on your family life/routine? How satisfied are you with the work influence on your possibilities of leisure? How satisfied are you with your schedule of work and rest? n va 27 ll oi m at nh 30 fu 29 z Social Relevance of Work Life 32 Are you satisfied with the image this company have to society? 33 How satisfied are you with the communitarian integration (contribution to the society) that the company have? How satisfied are you with the services and the quality of products that the company makes? How satisfied are you with the human resources politic (the way that the company treats the workers) that the company has? 5 om l.c gm 35 ht 34 k vb Regarding the proud of performing your work, how you feel? jm z 31 n a Lu n va y te re th 37 Disagree Agree Strongly agree My job has been done well My job has been done with lacks of errors My job has been done accuracy to specifications My job has been done with thoroughness 5 My job has been done with lacks of accidents 5 5 5 5 5 hi Strongly disagree ng Statement ep w n Neither agree nor disagree t to Job performance measurement scales lo ad Quality ju y th yi pl ua al Interpersonal competence n I have ability to work well with supervisor I have ability to work well with crew’s members I have ability to work well with co-worker n va ll fu oi m Job knowledge 10 My job has been done with up-to-date knowledge z vb 11 z Compliance with or acceptance of authority at My job has been done with job knowledge nh 12 om 4 a Lu 16 l.c 15 gm 14 k 13 jm ht I generally have positive perspective about rules and regulations, such as obeying the rules I generally have positive perspective about rules and regulations, such as conforming to regulations I generally have positive perspective about rules and regulations, such as having positive attitude toward supervision I generally have positive perspective about rules and regulations, such as conforming to organizational norms and culture I generally have positive perspective about rules and regulations, such as without incessant complaining about organizational policies I generally have positive perspective about rules and regulations, such as following instructions n n va y te re th 38 ng hi Câu hỏi khảo sát Chất lượng sống nơi làm việc ep Phát biểu Khơng hài lịng Hài lịng Rất hài lòng Mức độ hài lòng Anh/Chị so sánh thù lao với thù lao đồng nghiệp? Mức độ hài lòng Anh/Chị việc thưởng ghi nhận đóng góp cho kết đạt mà Anh/Chị nhận từ cơng ty? Mức độ hài lịng Anh/Chị phúc lợi trả thêm (nhu yếu phẩm, chi phí lại, khám sức khỏe, v.v…)? Điều kiện làm việc an toàn lành mạnh 5 5 Mức độ hài lòng Anh/Chị số làm việc tuần? Anh/Chị cảm thấy khối lượng cơng việc mình? Anh/Chị cảm thấy việc sử dụng cơng nghệ cơng việc mình? Mức độ hài lòng Anh/Chị điều kiện làm việc nơi làm việc mình? Mức độ hài lòng Anh/Chị thiết bị bảo vệ bảo hộ lao động công ty Anh/Chị cung cấp? Anh/Chị cảm thấy mệt mỏi mà công việc gây cho Anh/Chị? 5 5 w Rất khơng hài lịng Chẳng phải hài lịng khơng hài lịng t to Appendix Questionnaires in Vietnamese version n lo ad ju y th yi pl Thù lao thỏa đáng cơng Anh/Chị có hài lịng thù lao khơng? n ua al n va ll fu oi m at nh z z k jm ht vb Ưu tiên khả sử dụng phát triển lực cá nhân 12 Anh/Chị có hài lịng tầm quan trọng cơng việc Anh/Chị làm? 13 Anh/Chị cảm thấy khả thực nhiều nhiệm vụ công việc khác nơi làm việc? Mức độ hài lòng Anh/Chị đánh giá công việc thực Anh/Chị (nhận biết công việc thực tốt tệ nào)? Anh/Chị cảm thấy khả ý kiến Anh/Chị tham vấn? n 5 n 17 Mức độ hài lòng Anh/Chị hội phát triển chuyên môn mình? Mức độ hài lịng Anh/Chị khóa huấn luyện Anh/Chị tham gia? 39 th 16 y Khả tiếp tục phát triển nghiệp đảm bảo công việc te re 15 va 14 a Lu Anh/Chị có hài lịng hội định làm việc? l.c 11 om gm 10 t to ng Anh/Chị cảm thấy trường hợp tần suất xin việc? 19 Anh/Chị cảm thấy với việc công ty tạo điều kiện để Anh/Chị học tập/nghiên cứu? Hội nhập xã hội nơi làm việc Anh/Chị cảm thấy phân biệt đối xử (địa vị, chủng tộc, tơn giáo, giới tính, v.v…) nơi làm việc? Anh/Chị cảm thấy mối quan hệ với đồng nghiệp cấp mình? Anh/Chị cảm thấy cam kết thực nhóm đồng nghiệp Anh/Chị cơng việc chung? Mức độ hài lòng Anh/Chị việc đánh giá cao ý tưởng sáng kiến Anh/Chị công việc? Tuân thủ hiến pháp nơi làm việc 5 5 Mức độ hài lòng Anh/Chị với công ty thực việc tôn trọng quyền người lao động? Mức độ hài lòng Anh/Chị tự bày tỏ quan điểm Anh/Chị nơi làm việc? Mức độ hài lòng Anh/Chị quy tắc quy định nơi làm việc mình? Anh/Chị cảm thấy tôn trọng đặc điểm cá nhân cá tính Anh/Chị cơng việc? Cơng việc tổng thể sống 5 5 Mức độ hài lòng Anh/Chị với ảnh hưởng công việc đến sống gia đình mình? Mức độ hài lịng Anh/Chị với ảnh hưởng công việc đến khả rảnh rỗi Anh/Chị? Mức độ hài lòng Anh/Chị với kế hoạch làm việc nghỉ ngơi Anh/Chị? Cuộc sống nơi làm việc liên quan vấn đề xã hội 5 31 Anh/Chị cảm thấy với tự hào thực cơng việc mình? 32 Anh/Chị có hài lịng với hình ảnh công ty trước công đồng không? 33 Mức độ hài lòng Anh/Chị với đóng góp cho cộng đồng cơng ty? Mức độ hài lòng Anh/Chị với dịch vụ chất lượng sản phẩm công ty? Mức độ hài lòng Anh/Chị ứng xử công ty người lao động? hi 18 ep 20 w 21 n ad ju y th 23 lo 22 n ua al 26 pl 25 yi 24 n va 27 ll fu at nh z z 30 oi 29 m 28 k jm 5 l.c om gm 35 ht vb 34 n a Lu n va y te re th 40 w n lo ad Hoàn toàn đồng ý Đồng ý ep Chẳng phải đồng ý không đồng ý hi Khơng đồng ý ng Phát biểu Hồn tồn khơng đồng t to Câu hỏi khảo sát Hiệu suất công việc 5 5 5 5 5 5 ju y th Cơng việc tơi hồn thành: - tốt - khơng có sai sót - theo tài liệu kỹ thuật - cẩn trọng - tai nạn yi pl n ua al va n Tơi có khả phối hợp tốt cơng việc với: - phận liên quan nh oi - đồng nghiệp m ll - đối tác fu at Cơng việc tơi hồn thành với hiểu biết: - cập nhật ht vb 10 z - hiểu biết nghề nghiệp z k jm Về tổng thể, tơi có nhận thức tích cực nội quy quy định hành, như: - tuân thủ nội quy 12 - chấp hành quy định hành 13 - có thái độ tích cực với giám sát cấp 14 - chấp hành văn hóa cơng sở văn hóa cơng ty om 15 - không liên tục phàn nàn sách cơng ty a Lu 16 - tuân theo bảng mô tả công việc n l.c gm 11 n va y te re th 41 t to Appendix Final Questionnaires in Vietnamese version ng hi c Chất lượng sống nơi làm việc Xin Anh/Chị cho biết mức độ hài lịng với phát biểu sau cách đánh dấu () vào ô tương ứng, với: (Số 1: Rất khơng hài lịng, Số 2: Khơng hài lịng, Số 3: Trung dung, Số 4: Hài lòng, Số 5: Rất hài lòng) ep Rất Rất hài khơng  lịng hài lịng w Hãy cho biết mức độ hài lòng Anh/Chị: n ad 5 5 5 m … hội phát triển chuyên môn mình? 5 11 … với việc ý tưởng sáng kiến đánh giá cao NMĐ X? 12 … với NMĐ X thực việc tôn trọng quyền người lao động? 13 … tự bày tỏ quan điểm (cơ hội đưa ý kiến) NMĐ X? 14 … văn hóa cơng sở nội quy công ty NMĐ X? 5 5 lo … thu nhập mình? … so sánh thu nhập với thu nhập đồng nghiệp ngang cấp? y th … với việc NMĐ X khen thưởng ghi nhận cho đóng góp Anh/Chị? … với phúc lợi trả thêm từ NMĐ X (chi phí lại, chi phí khám chữa bệnh, v.v…)? ju yi pl al ua … số làm việc tuần mình? … lành mạnh (điều kiện làm việc khỏe mạnh hợp vệ sinh) NMĐ X? n n va fu … với trang thiết bị an toàn, bảo hộ lao động NMĐ X cung cấp? … đánh giá hiệu suất công việc Anh/Chị nhận (nhận biết hiệu suất công việc tốt tệ nào)? ll oi at nh 10 …về khóa huấn luyện Anh/Chị tham gia? z z k jm ht vb 16 … với ảnh hưởng công việc đến hoạt động giải trí gia đình? 18 … với hịa nhập cộng đồng (đóng góp cho xã hội) NMĐ X? 19 … với chất lượng sản phẩm, dịch vụ NMĐ X? 3 21 … với khối lượng cơng việc mình? 22 … với ứng dụng công nghệ (tự động hóa) cơng việc mình? 23 … với mức độ mệt công việc gây ra? 5 n va … sách nhân (ứng xử công ty người lao động) NMĐ X? n 20 a Lu 17 … với kế hoạch làm việc nghỉ ngơi mình? om l.c gm 15 … với ảnh hưởng công việc đến sống/thói quen gia đình? y th 42 te re Anh/Chị thấy t to ng 25 … tầm quan trọng cơng việc làm? 5 5 5 5 5 hi 24 … việc tự chủ (cơ hội định) công việc? ep 26 … linh hoạt (khả thực nhiều nhiệm vụ công việc khác nhau) làm việc? 27 … khả trao quyền (giao trách nhiệm công việc cho Anh/Chị)? w n 28 … với việc công ty tạo điều kiện để Anh/Chị học tập/nghiên cứu? … phân biệt đối xử (địa vị, chủng tộc, tơn giáo, giới tính, v.v…) NMĐ X? lo ad 29 y th 30 … mối quan hệ với đồng nghiệp với cấp mình? ju yi 31 … cam kết nhóm đồng nghiệp thực cơng việc chung? … tơn trọng cá tính Anh/Chị (đặc điểm khác biệt mang tính cá nhân) NMĐ X? pl 32 al n ua 33 … tự hào thực công việc mình? n d Hiệu suất cơng việc va 34 … với hình ảnh NMĐ X trước cộng đồng? fu ll Xin Anh/Chị cho biết mức độ đồng ý với nhận định sau cách đánh dấu () vào ô tương ứng, với: (Số 1: Hồn tồn khơng đồng ý, Số 2: Không đồng ý, Số 3: Trung dung, Số 4: Đồng ý, Số 5: Hoàn toàn đồng ý) oi m Hồn tồn khơng đồng ý  at nh Hồn tồn đồng ý z Trong thời gian làm việc NMĐ X, tơi nhận thấy cơng việc hồn thành: z … cách cẩn trọng … khơng có tai nạn 5 5 5 l.c … theo tài liệu kỹ thuật gm k … khơng có sai sót jm ht … tốt vb … cấp … đồng nghiệp ca trực … nhân phận liên quan n a Lu om Khi thực cơng việc chung, tơi có khả phối hợp tốt với: n va Tơi hồn thành cơng việc nhờ có hiểu biết: 5 10 … kiến thức chuyên môn cập nhật 11 Với hiểu biết cơng việc mình, tơi đảm đương vị trí khác ca trực 43 th y … hiểu biết công việc tốt te re t to Nhìn chung, tơi có quan điểm tích cực nội quy quy định hành NMĐ X, như: … chấp hành quy định hành 14 … tơi ln có thái độ tích cực với giám sát cấp 15 16 … không liên tục phàn nàn sách cơng ty 17 … tuân theo bảng mô tả công việc hi … tuân thủ nội quy w ng 12 ep 13 n … chấp hành văn hóa cơng sở văn hóa cơng ty lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 44 t to Appendix Cronbach’s Alpha ng COMPONENT CODE hi ep Cronbach’s Alpha COM 792 Safe and Healthy Working Conditions HSE 766 Immediate Opportunity to Use and Develop Human Capacities HUM 840 Opportunity for Continued Growth and Security SEC 732 Social Integration in the Work Organization SIO 755 Constitutionalism in the Work Organization CON 813 Work and Total Life Space BAL 870 Social Relevance of Work Life SRL 803 Quality QUA 859 INT 791 KNL 818 AUT 908 Adequate and fair compensation w n lo ad ju y th yi pl n ua va Job knowledge al Interpersonal competence n Compliance with or acceptance of authority ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 45