(Luận văn) job satisfaction in rsm vietnam

UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to ng International School of Business hi ep w n lo ad y th ju Hoang Manh Quang yi pl n ua al n va ll fu oi m JOB SATISFACTION nh at IN RSM VIETNAM z z k jm ht vb om l.c gm an Lu Master of Business Administration n va ey t re th Ho Chi Minh City – Year 2016 UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to ng International School of Business hi ep w n lo ad y th ju Hoang Manh Quang yi pl n ua al va n JOB SATISFACTION ll fu m oi IN RSM VIETNAM at nh z z k jm ht vb ID: 22140071 om SUPERVISOR: Dr Nguyen Phong Nguyen l.c gm Master of Business Administration an Lu n va ey t re th Ho Chi Minh City – Year 2016 TABLE OF CONTENTS CHAPTER t to PROBLEM IDENTIFICATION ng Problem background hi 1.1 ep CHAPTER BUSINESS PROBLEM JUSTIFICATION Justify the existence of the problem n lo Justify the importance of the problem .7 ad 2.2 w 2.1 y th CHAPTER 11 ju CAUSE VALIDATION .11 yi List the potential causes of the problem 11 3.2 Cause justification 20 pl 3.1 ua al n CHAPTER 26 n va SOLUTION INDENTIFICATION 26 Potential solutions development .26 4.2 Potential solution evaluation 31 4.3 Change plan design 35 ll fu 4.1 oi m nh at CONCLUSION 38 z CHAPTER 39 z ht vb SUPPORTING INFORMATION 39 List of potential clues affecting job dissatisfaction existence in the Company 39 5.2 Open-interview transcript to identify the existence of the problem 39 5.3 The list of question in mini focus group to justify the root causes 43 5.4 Interview transcript in mini-focus group session 45 k jm 5.1 l.c gm om REFERENCE .56 an Lu n va ey t re i JOB SATISFACTION IN RSM VIETNAM TABLE OF FIGURES t to Figure 1.1: The initial Cause and Effect map ng hi Figure 3.1: Potential cause and effect of low level of job satisfaction ep Figure 3.2: The final Causes and Effect map w n lo TABLE OF TABLES ad ju y th Table 1.1: Turnover rate from 2011-2015 yi Table 3.1: The description of nine facets of job satisfaction pl ua al Table 3.2: The potential causes of Low level of job satisfaction n Table 4.2: Potential solution evaluation va n Table 4.3: Detailed implementation plan ll fu oi m Table 5.4: Interview transcript in mini focus group session at nh z z k jm ht vb om l.c gm an Lu n va ey t re ii JOB SATISFACTION IN RSM VIETNAM CHAPTER PROBLEM IDENTIFICATION t to ng 1.1 Problem background hi ep RSM Vietnam with over 140 employees is one of the leading mid-tier accounting w and advisory firms in Vietnam Under its core purpose of being the firm of choice for n lo growing businesses looking for high quality and personalized services, RSM Vietnam ad ju y th assists clients in achieving their goals through audit, tax, advisory and outsourcing services yi RSM Vietnam serves clients worldwide as an independent and highly integrated pl ua al member of the RSM network, which is ranked among the top seven global accounting n networks with more than 35,000 minds, 718 offices in over 110 countries around the world va n With the practical experience and knowledge built up over working years with largest ll fu oi m international and local accounting firms, RSM Vietnam can provide high quality services to at nh clients with competitive professional fees z Although RSM Vietnam does not belong to top four biggest companies over the z vb jm ht world, becoming one of the giant companies in Vietnam after Big (i.e KPMG, EY, PWC, k Deloite) is the leading mission of the Company all the time Each year, the senior gm management board has a meeting with all the management team to review, assess what the l.c om Company has done in recent years and define the development plan for the next stage an Lu Within that meeting this year, all of them have agreed that although the Company has n va gained lots of achievement as well as certain position in the market, but the challenges has Firstly, there are over 200 companies in this industry and they are willing to provide services with low fees with the purpose of taking up the market ey t re never been seriously like this time JOB SATISFACTION IN RSM VIETNAM Secondly, everyone knows that retaining current clients is difficult and seeking new one even harder Especially, with the outsourcing company like ours, the work depends too t to much on clients’ business health Clients earn profit; the Company also gets profit too, and ng hi vice versa So far, the world economy has not recovered completely after the crisis, it has ep required all companies to consider carefully about cost saving and use all internal resources w n to gain the competitive advantage and differentiation from competitor To gain that entire lo ad mission, the prerequisite is high-quality resources or human resources in particular y th ju In the time being, the number of high quality Vietnamese employees cannot meet yi pl market demand; the competition to attract those resources has increased day by day In that al n ua context, the retention is recognized as the top action right now Based on the Human n va resource report, the turnover rate has been increased significantly and it also shows that the ll fu revenue per employees drop down from time to time [from around 300 million per staff to m oi 200 million per staff] In the period of time form October 2014 to June 2015, the turnover nh at rate of the Company has been on uptrend and reaches speak as 20% (in comparison with the z z general rate of industry as 12% - 15%) The most difficult thing is that the staffs who left ht vb k jm job have from three to eight years of work experience Moreover, on the evidence of fierce l.c gm competition in human resources market, receiving other offer has accounted for half of leaving reasons in both 2014 and 2015 om Table 1.1: Turnover rate from 2011 - 2015 an Lu 2011 14.3 10.4 2012 18.6 10.9 31 2013 25.6 10.6 12.7 2014 28.3 12.5 49.4 Other offer (%) ey experienced employees (%) t re (%) n Turnover rate of va Turnover rate Year JOB SATISFACTION IN RSM VIETNAM 2015 22.3 27.8 55.7 Source: RSM Vietnam Human resource Report t to There are many reasons for this problem As the interview with Partner of the ng Company, Mr Le Khanh Lam, who is responsible for the quality of delivering perfect hi ep service to clients, there are some items as below w n lo ad So many companies are willing to directly compete by reducing service fees y th Employees feel that it is hard to be promoted and recognized (performance appraisal) ju Employees not put many efforts in daily work and project (achievement) yi Big client has ineffectively operated business, so they decided to narrow corporate scope pl Increase cost n ua al Decrease revenue n va ll fu oi m Low level of job satisfaction Cannot attract high quality candidates at nh Less competitive compare with rival companies Employees are easy to be approached by rival companies (Brand identity) Employees not agree with company policies (salary, benefits, …) z z Brain drain to rival companies k jm ht vb High turnover rate om l.c gm Figure 1.1: The initial Cause and effect map an Lu Firstly, started from the middle of 2014, due to ineffective business operation, some optimizing operation expenses, for instance: Quarterly Bonus, Year-end Bonus, decrease ey continue running, the senior management board has decided to freeze some benefits for t re Moreover, since revenue decrease, it is needed to figure out the way to keep the business n corporate scope with RSM Vietnam, and so one-third employee has been laid off va biggest clients has implemented cost reduction plan This leads to decrease the business JOB SATISFACTION IN RSM VIETNAM salary rising rate, etc These things make the Company becomes less competitive compared with other rival companies, particularly Big and Vietnamese giants As the effect of that, a t to number of high-performance resources leaving continue rising month by month At their ng hi best, each department has concentrated on finding new clients, marketing brand of the ep Company as well as expand business to other potential markets (FDI, Foreign companies, w n bank, Insurance, Real estate, etc.) in order to offset the lost revenue, but this mission is not lo ad easy at all and takes time until the certain result is gained y th ju Secondly, performance appraisal of the Company is not clear and informative yi pl Employees not feel that their contribution is discovered and recognized at right time, al n ua therefore for them; promotion is too difficult to get This also partly leads to low n va achievement for any job or project They not put many efforts; just mainly work in the ll fu spirit of responsibility day by day Another related problem is about dissatisfaction of the m oi Company’s polices, chiefly in salary and benefit policies An unattractive salary package is nh at considered as one of the critical problems, especially during this year when the Company is z z struggling to overcome the influences of decreasing revenue Total average salary and k jm ht vb benefit is not as high as other second-tier companies l.c gm Last but not least, local brand identity plays an important role in affecting turnover rate in the Company RSM Vietnam does not attract giant clients as fierce competitors are om doing and probably talents will be easily approached by other companies, not the Company an Lu Therefore, these evidences may show that there is a business problem related to ey factors needed to be analyzed and improved t re interview, the poor of job satisfaction, the employee’s commitment to organization is the n find exactly the important problem In line with the internal data from the Company and the va human resource management in RSM Vietnam The necessary action at the present is to JOB SATISFACTION IN RSM VIETNAM CHAPTER BUSINESS PROBLEM JUSTIFICATION t to ng 2.1 Justify the existence of the problem hi ep To justifying the existence of the job satisfaction, must understand sufficiently the w meaning of “job satisfaction” and what are the scale items to measure its n lo Hoppock (1935) defined job satisfaction as any combination of psychological, ad ju y th physiological and environmental circumstances that cause a person truthfully to say I am yi satisfied with my job According to this approach although job satisfaction is under the pl ua al influence of many external factors, it remains something internal that has to with the way n of how the employee feels That job satisfaction presents a set of factors that cause a feeling n va of satisfaction ll fu oi m In order to initially investigate the level of job satisfaction in the Company, a group at nh of 10 (ten) employees, who are being developed into senior position (experienced), were z invited to answer a list of statements that represent possible feelings that they have about the z vb jm ht Company k The interview questions are partly based on the previous research named Vocational gm Psychology Research, Manual for the Minnesota satisfaction questionnaire by (Weiss, l.c om 1967), however those are opened-questions to collect as many necessary information an Lu possibly leading to the existence of job dissatisfaction These questions comprise some ey t re each employee takes over”, etc) All the interviewees aware that their identities are kept n from time to time”, “The way my job provides for steady employment”, “The workload va items describing various aspects of people’s jobs (e.g “The chance to different things JOB SATISFACTION IN RSM VIETNAM confidential, and there is not any judgment for their answers Therefore, the interview result is objective and not bias t to Most of the interviewees said that they usually miss the deadline and their current ng hi job busy all the time They not have time for relaxing, go out with friends or take gym ep because they must spend more 10 hours per working day to finish daily job but never w n received Overtime policy lo ad In addition, the Partner acknowledge the “taking a nap in lunchtime”, means that y th ju napping is not necessary at workplace; instead, workers can improve their knowledge by yi pl reading something useful or research new issued relating to their career For half al n ua interviewees, in negative side, they prefer to take a short rest for approximately 10 to 15 n va minutes in order not to doze off in the rest afternoon or stay tired ll fu In order side, employees feel that the Company not care about their contributions m oi for the Company, i.e they rarely received the appropriate praise after they a good job, nh at but easy to be blamed when has a mistake in work In addition, the behavior make they z z not satisfaction with the intrinsic motivation and their supervisors ht vb k jm When being asked about the job characteristic, most of them think that the tax and l.c gm consulting job is one of most challenging job and usually due to stress in work As a characteristic of this job was that the rules, the laws could change and supplement day by om day and the professional staff must be improving the knowledge by themselves through an Lu reading the updated regulations, and maintain the habit to study the customers’ documents ey t re is they have to use this way to get out of stress and feel better n confess that they like to reading news or chatting via Skype instead that with the reason va to broaden the experience on treating the real situations However, there are 04 interviewees JOB SATISFACTION IN RSM VIETNAM though it is small If no recognition or praise, I will make much effort to create more value for the company, just for responsibility t to B: No praise or promotion is given to us when doing a good job But being easily ng hi blamed for mistakes in work is much worse than that For me, no recognition, no effort ep Question Are you allowed to get relaxed by surfing the internet whenever being w n stressed in work time? lo ad A: Under pressure in work, the only one thing we can is to listening music or go y th ju online in the internet Of course, the company policy don’t encourage staff extra things in yi pl working hours like suffering internet, chatting in Skype or Facebook, readings news…But we al n ua have to use this way to get out of stress and feel better n va Question It is difficult to jump higher position compared with your same-level co- ll fu workers, isn’t it? m oi A: Yes Extremely difficult This is strict environment nh The list of question in mini focus group to justify the root causes In your opinion, is “Recognition” one of key factors that affect your level of job at 5.3 z z ht vb k Do you think your income/pay is suitable for your work/position? And what you think about low income/pay resulting in low job satisfaction? om l.c gm jm satisfaction? How is it important? Are there any promotion/reward policy for those with high performance in your an Lu working environment? How does it affect job satisfaction? satisfaction? 43 ey In your organization, does “Organization culture” play a virtal role in employee’s job t re n Do you think that “Achievement” affects job satisfaction? At which level? va JOB SATISFACTION IN RSM VIETNAM In your opinion, does “Employee benefit” affect job satisfaction? If yes, please give me more specific details t to Beside the above factors, you think there are any other factors affecting job ng hi satisfaction in other industries? ep Which factor does affect at highest level and lowest level? 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 om l.c gm an Lu n va ey t re 44 ad y th ju JOB SATISFACTION IN RSM VIETNAM Interview transcript in mini-focus group session pl 5.4 yi ua al n Table 5.4: Interview transcript in mini focus group session va Interviewee A Interviewee B In your Yes My company Yes Our leader often opinion, is currently offer an recognizes “Recognition” employee employees’ one of key recognition program performance by factors that at the end of the year observing them as “Recognition” as an affect your Those who had good well as evaluting important factor for level of job performance during through the quanlity your career In order satisfaction? the year will receive of accomplished to improve and How is it a Certificate of work For instance, develop the strong and weak important? excellent performace she takes around organization’s employees For strong that their recognition is employee and a saying “Good job! efficiency, your talent employees, they know totally right I believe that n Question Interviewee D Interviewee E Of course I believe I totally agree with When I a good job, I that wherever you are that opinion make an impression for working, all of you Recognition is virtal leader and other in our environment, colleagues And I often especially in this receive the recognition for auditing and it, I feel excited and feel consulting industry confident in oi m ll fu Interviewee C at nh z z ht vb k jm consider om l.c gm an Lu This benefits for both accomplishing the coming va n tasks I will show them y te re ac th si g e cd 45 jg hg ad y th yi ju JOB SATISFACTION IN RSM VIETNAM pl jump-up in position, n ua al of course So must be discovered exactly how excellent other employees also recognizes what and recognized they are and will keep think like me as constantly Because moving forward In recognition is necessary you’re deserved it and contrast, for weak this will make you ones, they may admit happier and more their fault and focus satisfied more on job and put va employees actually n recognition is Keep going” This fu organization and employees’ therefore that is capacility as well as exactly what motives their contribution, them oi at nh z z vb more efforts as well k jm recognizes ht have done for the m ll important because it gm this actually makes om l.c them feel more an Lu happier and satisfied In this industry, basic Frankly speaking, my Yes Low income will Of course Income has One of factors that affect your salary is low, just on salary is not as high leads to low job an important effect on income/pay is average when as my friends, I mean satisfaction For your satisfaction As suitable for compared to other besides this auditing instance, my we know, income of va Do you think n y te re employee performance is the amount of money you ac th receive every month If si g e cd 46 jg hg ad y th yi ju JOB SATISFACTION IN RSM VIETNAM and consulting work/position? mount of money I And what receive monthly is income/pay monthly n ua al our company monthly your pay is low, you can is low Our company not focus completely in matched with what should raise salary your job, and sooner or contribution I have monthly, I mean, after, you will resign I am made for this excluding bonus in the same situation, industry I think every is not fair, not va industry has its own n industries The pl your fu features, therefore low is affected by low compared with what I income/pay income/pay, of get, for example, oi m ll you think about low Job satisfaction at nh z z company I always put quarterly/ yearly And maybe I will seek extra lots of effort in job, of course, I feel job on weekend, for disappointed very example, for extra money knowledge, job engage in an experience, , my satisfaction? organization if what monthly salary is you receive does not acceptable I think the home Therefore, I match with what you level of income/pay usually fall in over contribute depends on each workload situation If You may get employee (for this this amount will not disappointed or even person, it can be low be raised in the worse, resign but another it’s high), coming time, I intend ht vb resulting in low course You can not k jm not only in the gm workplace, but also at much If it prolongs, I om l.c will not engage in this an Lu Company anymore va n y te re ac th si g e cd 47 jg hg ad y th yi ju JOB SATISFACTION IN RSM VIETNAM pl n ua al so as long as you can to move to another accept it, excluding company for higher va pay n it’s too low to meet fu oi m ll your basic living at nh conditions promotion/ has an promotion reward, so-called reward ard policy It means at bonus, is not z Although we work I think any employee in amount of reward If I hard and often get this company has the same stressed, the idea as mine Bonus for vb It is just a small move to another k jm The amount of ht Yes Our company z Are there any company, with current promotion or reward with high your performance is small amount knowledge as well as performance in recognized, you will Compared with the experience, I believe your working jump up level workload we incur that I can earn more environment? compared to your and what we money I am a little bit lots of value for my How does it colleagues However, contribute, it is not disappointed and company but what we it is extremely bored receive is really small om l.c our over-preformance is policy is very extreme low compared to other and difficult to peer companies in an Lu achieve We create auditing and consulting va industry I not know n y te re whether employers realize ac th fair Little gm policy for those the end of the year, if significant, just a si g e cd 48 jg hg ad y th yi ju JOB SATISFACTION IN RSM VIETNAM difficult to get that, satisfaction? even though I still pl affect job n ua al I think my company that or not, why they keep low satisfaction should re-consider us disappointed about that va oi possible at nh z but what you receive policy as soon as m ll So if you work hard, fu quarterly and yearly this issue and change n receive bonus promotion/reward, z ht vb form company is not k jm equivalent, I mean gm reward, you may get om l.c disappointed and an Lu not want to put efforts anymore va Yes I agree with Yes May be Let’s In this company, the Yes, of course For that you I am currently imagine this case spritit of achievement me, setting goal and There are lots of in job is not very high achieve it in career is y te re to high job satisfaction ac th “Achievement” satisfied with my I think achivement leads n Do you think and vice versa If you hold si g e cd 49 jg hg ad y th yi overall performance complicated jobs that if compared with other really important for senior or high position in ua al you must accomplish Big4 companies like anyone Because once a company, if you always KPMG, PWC, they reach to that, reach goals you set up, E&Y,… Employees they will be satisfied you will get excited with pl affects job ju JOB SATISFACTION IN RSM VIETNAM n satisfaction? At I really enjoy work I fu pressure However, oi m ll challenge myself by under short time and n always want to va which level? at nh aksing to be assigned your leader is not z more difficult tasks I aware of that, she /he here just their daily with themselves and job, with the company assigned tasks from And getting admiration what they have done z often presses you to the leader, not actively and feel confident in achievement will accomplish soon I lead to high job can not deny that all more, even though satisfaction employees want to they have free time broaden knowledge Therefore, if all as well as get employees in a from other colleagues ht vb think high keeping things going And possibly you will forward engage in this company k jm ask for other tasks to gm om l.c for longer y te ac th make sure that the re are in pressure like n job passively, I can va jobs, however if they an Lu experience from those company just their si g e cd 50 jg hg ad y th yi ju JOB SATISFACTION IN RSM VIETNAM pl that, they may give up company can not n ua al one day develop and compete va n with other peer ones fu Yes I think every I think that In our organization, organization, organization culture organization culture does has an important is the second “Organization effect on employees’ important factor culture” play a spirit as well as followed by virtal role in employees’s income/pay Imagine information collected employee’s job performance If the that you spend in my organization satisfaction? working environment hours in an Besides, people give is so strict or organization, you’re open and onest uncomfortable, they alomost work with feedback to each will lose their colleagues They can other, spend time enthusiam and be considered as your building trust with oi m ll In your No comment Maybe but not very at nh teams/groups revise important for me z their thinking as a z ht vb result of group k jm discussions or om l.c gm an Lu va n y te re ac th si g e cd 51 jg hg ad y th yi ju JOB SATISFACTION IN RSM VIETNAM pl motivation in their ua al n wok It’s so terrible second family each other, whenever Therefore, you only people state their va view, they also ask n can develop yourself fu what others think and oi m ll as long as that people always help at nh environment makes each other learn It is z you inspired and z connects people k jm for work ht vb passes you inspiration well-organized and gm together for working om l.c more effectively This more confident and va n In your Yes As income or Yes In my opinion, I can say that it does Yes, I would like add Yes, I always conside opinion, does reward, benefit is next to salary, It can boost ac th y te re satisfied an Lu makes employees feel other comments about this factor when si g e cd 52 jg hg ad y th yi ju JOB SATISFACTION IN RSM VIETNAM really important for employee benefit is employees morale and Firstly, I would like to receive any offer beside benefit” affect all employees It is ua al the most important increase their loyalty work in an safety the basic salary The job considered as an and often to get their environment, clean Health insurance for me satisfaction? If extra amount in cash best work in return and clear as well, one and my family, meal of the inconvenience alllowance, Aeon in my work place is insurance, financial pl “Employee n va n tool in attracting and fu oi m ll retaining key staff In addition, this also me more minimize your z the poor facilities (e.g support for household is insurance,… By for a business to providing adequate make serious progress benefits, you can when employees are help keep your constantly coming employees happy and going cafeteria, refrigerator, considered as the good microwave for staff’s way to keep key person meal, the WC is so and attrac goood resources dirty…) Secondly, I also k Because it is difficult jm program, allowance, ht vb turnover rate z specific details leave, training at company, annual nh yes, please give or non cash For my om l.c gm an Lu also like to work in a va n high and modern y te re building (e.g Bitexco, ac th Shinwa, Pear si g e cd 53 jg hg ad y th yi ju JOB SATISFACTION IN RSM VIETNAM pl Plaza…), because I ua al n can to gym at va n California Fitness or fu oi m ll go to CJV Cinema No comment No comment Yes Age, Marriage status k jm ht vb you think No comment z above factors, No comment z Beside the at nh after work gm there are any om l.c other factors an Lu affecting job satisfaction in va n other y te re industries? ac th si g e cd 54 jg hg ad y th yi ju JOB SATISFACTION IN RSM VIETNAM the factors that Promotion/ affects level of reward Income/ pay Income/ pay n ua al Promotion/ reward Promotion/ reward va Recognition Organization n Income/ pay pl Please arrange fu Achievement Achievement in order of Organization Employee benefit Organization z Employee benefit Promotion/ reward Achievement Employee benefit Recognition Recognition Recognition Employee benefit Organization Organization culture Achievement culture k jm ht vb culture z Employee benefit at Recognition nh culture oi importance Income/ pay Promotion/ reward Achievement culture m ll job satisfaction Income/ Pay om l.c gm an Lu va n y te re ac th si g e cd 55 jg hg JOB SATISFACTION IN RSM VIETNAM REFERENCE Artz, B (2010) Fringe benefits and job satisfaction International Journal of Manpower, t to 31(6), 626-644 ng hi Avery, R E., Smillie, L D., & Fife-Schaw, C R (2015) Employee achievement ep orientations and personality as predictors of job satisfaction facets Personality and w Individual Differences, 76, 56-61 n Belias, D., Koustelios, A., & Gkolia, A (2015) Leadership style and job satisfaction of lo ad greek banking institutions International Journal of Management and Business y th Research, 5(3), 237-248 ju yi Bjarnason, T (2009) Social Recognition and Employees' Organizational Support: pl Department of Sociology; Sociologiska institutionen al n ua Chang, S.-C., & Lee, M.-S (2007) A study on relationship among leadership, va organizational culture, the operation of learning organization and employees' job n satisfaction The learning organization, 14(2), 155-185 fu ll Elliot, A J., & Church, M A (1997) A hierarchical model of approach and avoidance m oi achievement motivation Journal of personality and social psychology, 72(1), 218 nh at Goodwin, C., & Griffith, D (2008) Supervisor's survival kit Columbus, Ohio: Prentice z Hall z ht vb Hoppock, R (1935) Job satisfaction, by Robert Hoppock New York and London: Harper jm and Brothers k Kaliski, B S., & Macmillan Reference, U S A (2007) Encyclopedia of business and l.c gm finance Detroit: Macmillan Reference USA Ketchand, A A., & Strawser, J R (2001) Multiple dimensions of organizational om commitment: Implications for future accounting research Behavioral Research in an Lu Accounting, 13(1), 221-251 ey t re of economics, 2(4), 6-9 n satisfaction: Evidence from higher education institutes of Pakistan American Journal va Malik, M E., Danish, R Q., & Munir, Y (2012) The impact of pay and promotion on job Mathieu, J E., & Zajac, D M (1990) A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment Psychological bulletin, 108(2), 171 56 JOB SATISFACTION IN RSM VIETNAM Meyer, J P., Becker, T E., & Vandenberghe, C (2004) Employee commitment and motivation: a conceptual analysis and integrative model Journal of Applied Psychology, 89(6), 991 t to Morrison, R L (2008) Negative relationships in the workplace: Associations with ng hi organisational commitment, cohesion, job satisfaction and intention to turnover ep Journal of Management & Organization, 14(04), 330-344 w Naveed, A., Ahmad, U., & Bushra, F (2011) Promotion: A predictor of job satisfaction a n study of glass industry of Lahore (Pakistan) International Journal of Business and lo ad Social Science, 2(16), 301-305 y th Spector, P E (1997) Job satisfaction : aplication, assessment, cause, and consequences ju yi Thousand Oaks: Sage Publications pl Swathi, B (2014) Impact of organization culture on employee's job satisfaction: a study of al n ua public and private sector Sumedha Journal of Management, 3(4), va Sweeney, P D., & McFarlin, D B (2002) Organizational behavior: solutions for n management Boston: McGraw-Hill Irwin fu ll Vandenberg, R J., & Lance, C E (1992) Examining the causal order of job satisfaction m oi and organizational commitment Journal of Management, 18(1), 153-167 nh at Weiss, D J (1967) Manual for the Minnesota satisfaction questionnaire Minneapolis: z Work Adjustment Project, Industrial Relations Center, University of Minnesota z ht vb Wenshu, G., & Smyth, R (2010) Job satisfaction and relative income in economic jm transition: Status or signal?: The case of urban China China Economic Review, k 21(3), 442-455 gm Williams, M L (1995) Antecedents of employee benefit level satisfaction: A test of a om l.c model Journal of Management, 21(6), 1097-1128 an Lu n va ey t re 57