What factors affect to workplace behaviors at bibica confectionery coporation

-  RESEARCH PROJECT WHAT FACTORS AFFECT TO WORKPLACE BEHAVIORS AT BIBICA CONFECTIONERY CORPORATION? STUDENT’S FULL NAME : QUACH PHUONG NAM STUDENT ID : CGS00019877 INTAKE : SEPTEMBER, 2015 ADVISOR’S NAME & TITLE : Dr BUI PHI HUNG Ho Chi Minh City, December 2016 - Advisor’s Assessment Advisor’s signature QUACH PHUONG NAM – OUM.MBAK09A Page of 45 - TABLE OF CONTENTS ACKNOWLEDGEMENTS LIST OF FIGURES AND TABLE ABSTRACT Chapter 1: INTRODUCTION 1.1 Introduction of BIBICA 1.2 Motivation of the study 1.3 Significance of the study Chapter 2: LITTERATURE REVIEW 2.1 Organizational Citizenship Behavior 2.2 Job satisfaction 10 2.3 Organizational Commitment 12 2.4 Job stress 14 2.5 Procedural Justice 15 Chapter 3: RESEARCH MODEL AND HYPOTHESIS 17 3.1 Conceptual Research Model 17 3.2 Research Hypotheses 18 Chapter 4: RESEARCH METHODOLOGY 21 4.1 Research Design 21 4.2 Instruments 21 4.3 Research Participants 25 4.4 Data Collection and Analyze 26 Chapter 5: RESULTS AND FINDINGS 27 5.1 Reliability statistic 27 5.2 Descriptive statistic 28 5.3 Correlation statistic 28 5.4 Hypothesis Testing Result: 29 Chapter 6: DISCUSSION 32 6.1 Main Findings and Implications for Research 32 6.2 Research Limitations 36 CONCLUSIONS 36 REFERENCES 38 APPENDIX A 39 APPENDIX B 42 QUACH PHUONG NAM – OUM.MBAK09A Page of 45 - ACKNOWLEDGEMENTS Apart from my efforts, the success of any project depends largely on the encouragement and guidelines of many others I take this opportunity to express my gratitude to the people who have been instrumental in the successful completion of this project To complete this paper, I have to send my special thanks to Dr Khai who has shown our class every step of how to a research and run SPSS software Moreover, he had even personally gone through and give valuable advised on our paper to every individual in class Without such detail instructions and advices, we are unable to complete this paper of Business Research Methods I feel motivated and encouraged every time I attend his class, without his encouragement and guidance this project would not have materialized The guidance and support received from all the members who contributed and are contributing to this project, was vital for the success of the project I would also like to thanks to Bibica‟s employees, whom had help me to complete the questionnaires which is essential for me to conduct further on the research Lastly, I would like to thanks to my parents, my husband and all of my family members for supporting me during my MBA program QUACH PHUONG NAM – OUM.MBAK09A Page of 45 - LIST OF FIGURES AND TABLE Figure 1: Organizational chart of BIBICA Corporation Figure 2: Conceptual Research Model in BIBICA Figure 3: List of Constructs Figure 4: Organizational Citizenship Behavior Questionnaires Figure 5: Overall Job Satisfaction Questionnaires Figure 6: Organizational Commitment Questionnaires Figure 7: Job Stress Scale Questionnaires Figure 8: Procedural justice in Performance Appraisal Questionnaires Figure 9: Reliability statistics Figure 10: Descriptive statistics Figure 11: Correlations Figure 12: Hypothesis Testing Result QUACH PHUONG NAM – OUM.MBAK09A Page of 45 - ABSTRACT The objective of this research is to discuss about factors influencing on Organizational Citizenship Behavior of Bibica Confectionery Corporation Employees This study examined the impact of Job satisfaction, organizational commitment, Job stress, and Procedural Justice in Performance Appraisal on Organizational citizenship behavior among Bibica employees Data was collected through the use of standardized questionnaires Questionnaires were given personally to 300 Bibica employees with managerial and non- managerial; there were 297 questionnaires returning, in which 296 completely responses were used for the statistical analysis The collected data were computed and analyzed through factor analysis, Cronbach‟s alpha, descriptive statistics, correlation, and multiple regression analysis The research focuses on employees of Bibica Confectionery Corporation and concentrates only on the Organizational citizenship behavior among them The results suggest an improvement of its management style in order to motivate employees‟ behaviors such as assisting coworkers, working for the future, being a company representative; employees have whereby they extend their behaviors beyond the normal duties of their position These results of study have valuable implications for the Human Resources Department of Bibica Confectionery Corporation to improve its policies in order to retain talents Keywords: Organizational Citizenship Behavior, Job Satisfaction, Organizational Commitment, Job Stress, Procedural Justice in Performance Appraisal QUACH PHUONG NAM – OUM.MBAK09A Page of 45 - Chapter 1: INTRODUCTION Organizational behavior provides knowledge to managers on the understanding of employees‟ behavior for the purpose of eliciting cooperation from them in order to achieve organization‟s objective One of the contributing behavior which is rather discretionary but proven empirically to increase organizational functioning is Organizational Citizenship Behavior (OCB) It refers to various forms of cooperation and helpfulness to others that support the organization‟s social and psychological context Organizational citizenship behavior‟s importance is getting widespread attention from organizations in various industries The services sector has been a major contributor to the growth and development of Bibica Corporation In Confectionery sector is expected to remain robust with a competitive and challenging environment Hence, they need to compete among the local and international market According to Organ (1988), Organizational Citizenship Behavior (OCB) has a variety of forms including altruism, courtesy, sportsmanship, civic virtue and conscientiousness Since Organizational Citizenship Behaviors are less likely to be formally rewarded than are required job behaviors, they are presumably performed by intrinsic motivation mechanism according to Chompokum (2004) The purpose of this study is to provide a better understanding of the importance of Organizational Citizenship Behavior and the factors that affect Organizational Citizenship Behavior in the organization This study intends to explore what could elicit Organizational Citizenship Behavior among the confectionery employees in order to improve organization functioning There are four variables in this study which has been identified and explored further to investigate its effect on organizational citizenship behavior The variables identified are Job Satisfaction, Organization Commitment, Job Stress, and Organizational Justice There will be further empirical test conducted in future to find the correlation between this variables and Organizational Citizenship Behavior QUACH PHUONG NAM – OUM.MBAK09A Page of 45 - 1.1 Introduction of BIBICA Bien Hoa Confectionery Corporation, formerly a confectionery workshop of Bien Hoa Sugar Factory, was established in 1990 In 1998, it was merged confectionery workshops under Bien Hoa Sugar State-owned Company into Bien Hoa Confectionery Joint Stock Corporation under Decision 234/1998/QD-TTg of the Prime Minister - Bien Hoa Confectionery Corporation is one of the biggest five confectionery producers in Vietnam Confectionery industry The Bibica distribution network covers all 63 provinces and cities in the country through retail channel with 91 distribution agents and over 40,000 points of sales - The main business activities of BBC is manufacturing and distributing confectionary products such as biscuits, cookies, candies, chocolates, nutrition, moon cakes, pies and breads Supermarkets in all areas of Vietnam as well as exported to Asian, Europe and American markets - Having 5,000employees in different working locations Organizational structure of BIBICA Corporation Figure 1: Organizational chart of BIBICA Corporation (Source: http://www.bibica.com.vn) QUACH PHUONG NAM – OUM.MBAK09A Page of 45 - 1.2 Motivation of the study The major activity of enterprises in the market economy is investment, using available resources to compete with the competitors to gain the market share The purpose of enterprise in market economy is to achieve the most effective performance in long term Performance of the enterprise is the correlative result comparing the profits from the business activities of enterprises with the resources used to archive those profits The enterprise performance is decided by many factors, in which human resources quality is the most important Human resources management practices are therefore affect the survival and development of any organization and job satisfaction has been an important focal point for organizational How does the organization create a good Organizational Citizenship Behavior? This question is what heads of an organization are interested in Therefore, the relationship between Organizational Citizenship Behavior and Organization Commitment are necessary and should be focused In fact, a lot of organization didn't meet the employees satisfaction so they usually have high turnover, and hard to keep employees staying long-term with them Human resources management is at the core development and execution of Bibica organizational strategy The board of directors of BIBICA knows thoroughly innovation, leadership; cooperation and loyalty play a vital role in BIBICA‟s success BIBICA has invested heavily in people and acquired a large pool of young, talented professionals who have the ability and innovation to meet customers‟ satisfaction 1.3 Significance of the study This study will be conducted from either managerial employees or non-managerial employees to exclude the bias of self-report The opinion of employees in BIBICA Corporation about the impact of job satisfaction, job stress, procedural justice, and organizational commitment on BIBICA Corporation‟s Organizational Citizenship Behavior will be collected to see what is being implemented in order to evaluate the company management style QUACH PHUONG NAM – OUM.MBAK09A Page of 45 - Chapter 2: LITTERATURE REVIEW 2.1 Organizational Citizenship Behavior According to Organ (1988), Organizational Citizenship Behavior is defined as workrelated behaviors that are discretionary, not related to the formal organizational reward system, and, in aggregate, promote the effective functioning of the organization In addition, Organizational Citizenship Behavior extends beyond the performance indicators required by an organization in a formal job description Moreover, it Organizational Citizenship Behavior reflects those actions performed by employees that surpass the minimum role requirements expected by the organization and promote the welfare of co-workers, work groups, and/or the organization (Lovell, Kahn, Anton, Davidson, Dowling, et al., 1999) Research into Organizational Citizenship Behavior began in the early 1980s (Bateman & Organ, 1983; Smith et al., 1983), and since its inception, a distinction has been made between two dimensions of employee behavior: (1) general compliance (doing what a good employee should do), and (2) altruism (helping specific others) (see Smith et al., 1983; Bateman & Organ, 1983) Later, the concept underwent a number of transformations For instance, in a review of the research, Organ (1988) identified five distinct dimensions of Organizational Citizenship Behavior: Altruism (helping specific others); civic virtue (keeping up with important matters within the organization); conscientiousness (compliance with norms); courtesy (consulting others before taking action); and sportsmanship (not complaining about trivial matters) However, Organ (1997) further classified the Organizational Citizenship Behavior dimensions into three parts: helping, courtesy, and conscientiousness A different view on the dimensionality of Organizational Citizenship Behavior came from Williams and Anderson (1991), who divided Organizational Citizenship Behavior into two types: (1) behaviors‟ Organizational citizenship behavior at the higher learning institution directed at specific individuals in the organization, such as courtesy and altruism Organizational Citizenship Behavior; and (2) behaviors concerned with QUACH PHUONG NAM – OUM.MBAK09A Page of 45 - Hypothesis testing results: The hypothesis testing result shows that the relationship between job stress scale and organizational citizenship behavior are NOT supported because R2 = 0.229 >0, Coefficient β = 0.478, they are different direction with the model The correlation is significant at 0.01 and p value (as indicated in the table 10) is 0.00, the result obtained is significant due to 0.00 < 0.01 Hypothesis testing results: The hypothesis testing result shows that the relationship between procedural justice in performance appraisal and organizational citizenship behavior are supported because R2 = 0.103 >0, Coefficient β = 0.322, they are the same direction with model The correlation is significant at 0.01 and p value (as indicated in the table 10) is 0.00, the result obtained is significant due to 0.00 < 0.01 QUACH PHUONG NAM – OUM.MBAK09A Page 31 of 45 - Chapter 6: DISCUSSION The main purpose of this study is to investigate the influence of job satisfaction, organizational commitment, job stress scale, and procedural justice in performance appraisal on BIBICA Corporation‟s Organizational Citizenship Behavior 6.1 Main Findings and Implications for Research This study provided some guidelines to managers of BIBICA Corporation to understand the impact of job satisfaction, organizational commitment, job stress scale, and procedural justice in performance appraisal on BIBICA Corporation‟s Organizational Citizenship Behavior The following is a discussion of the findings according to the four research hypotheses in the study Conclusions from this research are presented in this section The First hypothesis, that the relationship between job satisfaction and Organizational Citizenship Behavior was supported It was investigated that BIBICA Corporation‟s employee expectancies were positively related to the job satisfaction, and was primarily because of job facets, autonomy, distributive justice, supervisory support, task significance, sensitivity to equity, employee perceptions of performance, pay, promotion opportunities, job security, and job involvement (Agho etal.,1993; O‟Neill & Mone, 1998) Employees may have found a way of doing what they love and getting paid for it But is there actually anyone out there who dreams of sitting at a desk and processing paper, or watching products fly by them on conveyor belts, or working to solve other people‟s problems? Career dreams are one thing; practical reality is often another When they happily coincide, seize the opportunity and enjoy it Luckily, when they not, it‟s good to know that it is possible to get job satisfaction from a practical choice of career Job satisfaction doesn‟t have to mean pursuing the ultra-glamorous or making money from your hobby They can work at job satisfaction, and find it in the most unexpected places The heart of job satisfaction is in ones‟ attitude and expectations; it‟s more about QUACH PHUONG NAM – OUM.MBAK09A Page 32 of 45 - how you approach your job than the actual duties you perform Whether you work as a cleaner, a worker, an employee in the corner office, the secret is to understand the key ingredients of your unique recipe for job satisfaction In this case, it also assesses BIBICA Corporation employee expectancies that better performance will lead to increased influence, supervisory approval and recognition These findings helped the managers of to understand how to build reward and performance evaluation policies that could contribute towards the effective management of workforce The hypothesis testing results even it supported to the initial model, however, the relationship is very low (R2 = 0.051), and from my stand point, organizational citizenship behavior will not have the big effect to job satisfaction, because from above result will not decide that job satisfaction increased will not lead the organizational citizenship behavior which having a big increasing The above result yet defined, and can be used as a frame work for further research The Second hypothesis, that the relationship between organizational commitment and organizational citizenship behavior was supported Firstly, we can understand that if an organization‟s employees have the organizational commitments to their organization, they could process organizational performance well Owing to the organizational commitments, employees identify with organization‟s culture, goal and value and they want to learn any ability, skill and knowledge in order to achieve the goal of organization Second, if the staffs have good organizational citizenship behaviors, they also could process organizational performance well From an affective commitment perspective, employer strategies could center on increasing the bonds that link employees together From a continuance commitment perspective, the priority should be to create a salary and benefits package that creates a financial need to stay From a normative commitment perspective, the employer can provide various training and development opportunities for employees If withdrawal behaviors occur, stop the progression in its early stages by trying to root out the source of the reduced commitment When the staffs are loyal to loyalties to their organization, they can make more commitments to help the QUACH PHUONG NAM – OUM.MBAK09A Page 33 of 45 - organization to complete organization‟s strategies To sum up, the effects of organizational commitment are influenced by the organizational citizenship behaviors positively The Third hypothesis, that job stress scale is negatively with BIBICA Corporation‟s employee organizational citizenship behaviors This hypothesis was not supported in this study According to Parker and Decotilis (1983), there were two dimensions related job stress including time stress (feelings of being under constant pressure) and anxiety (job – related feelings of anxiety) And job stress was negatively correlated with organizational citizenship behaviors (Jamal & Baba, 1992) However, we examined the positive relationships between both job stress scale and organizational citizenship behaviors This study found a significant linear relationship between time pressure and job involvement This implies that as BIBICA's employees experience increased time pressure they get more involved with their jobs However, incremental levels of time pressure not necessarily decrease their job involvement This may be because of the nature of their work, decreasing their job involvement would only serve to increase employees‟ time pressure because their workload will not necessarily be reduced Although the problem of job stress is impossible to be eliminated entirely from workplaces, organizations still need to endeavor to deal with employees‟ job stress and emotional exhaustion and help them how to properly manage job stress and related outcomes The findings of current research highlight the increasing importance of monitoring and addressing the job stress and emotional exhaustion on behavioral health of employees The organizations should encourage or ask their employees to take a vacation after completing a difficult task Furthermore, organizations should offer some psychology workshops or counseling courses which can release workrelated stress Training classes may also enhance the employee‟s skills for managing their job stress and emotional exhaustion in better and effective ways The results of this study suggests that decreases in emotional exhaustion and job stress may have a suppressing effect on deviant behaviors and enhancing effect on QUACH PHUONG NAM – OUM.MBAK09A Page 34 of 45 - organizational citizenship behaviors The respondents were asked whether they were engaged at deviant behaviors, organizational citizenship behaviors or creativity This is a rather general question and perhaps when this question is split up into different types of each of these construct (e.g., theft, harassment, and so on for deviant behaviors, or altruism, courtesy, sportsmanship, and so on for organizational citizenship behaviors), a more detailed picture would emerge (Spector & Fox, 2002) With the hypothesis testing result, Job stress is positively influencing on organizational citizenship behavior, it is different with the initial model, it can be used as a frame work for further study among BIBICA‟s employees The Fourth hypothesis, that procedural justice is positively with BIBICA Corporation‟s employee organizational citizenship behaviors This hypothesis was supported Structural models evaluated by Moorman (1991) showed that distributive justice best predicts organizational citizenship behaviors, whereas procedural justice best predicts organizational commitment This study provided some guidelines to assist managers of BIBICA to understand how to increase organizational citizenship behaviors and organizational commitments, by making better decisions about procedures for their employees The research findings indicated the importance to include the management of fair procedures These findings helped the managers to understand how fair judgments could contribute towards the effective management of workforce through implementation of organizational policies such as reward and performance evaluation policies The results have several valuable practical implications for the managers Managers need to apply rules fairly and consistently to all employees, and rewarding them based on performance and merit without personal bias in order to create a positive perception of distributive and procedural justice (Tang et al., 1996) The perceptions of unfairness can result in negative reactions to the organization, due to poor organizational citizenship behaviors As such, managers needed to nourish a procedurally fair climate environment in the organization QUACH PHUONG NAM – OUM.MBAK09A Page 35 of 45 - 6.2 Research Limitations This study has several limitations First, the small sample size raises concern about sample bias, and a number of factors may bias participants‟ responses The present study has a number of methodological limitations that suggest areas for future research There are several concerns when generalizing the findings from this study First, the sample size was small and is limited to selected employees working in BIBICA Corporation In collecting the data, the researcher attempted to include a diverse range of BIBICA Corporation and employees from other departments We also suggest future researchers to select a bigger sample size (this may increase the clarification of moderating effect of job stress on relationship between feeling of energy and emotional exhaustion with positive and negative behavioral outcomes at workplaces) or choose employees of other administrative and service organizations as the objective and further testify the external validity of job stress multiple functions approach Additionally, it is interesting to investigate other criterion variables such as contextual performance; task performance and turnover for extension of job stress multiple functions approach Finally, the multiple function approach introduced in the present study should be expanded to include additional variables that are likely to influence the moderating effects of job stress on emotionbehavior outcomes linkages CONCLUSIONS In the study, we used SPSS 7.0 (Nunally, 1970) to examine the fourth hypotheses, that job satisfaction, organizational commitment, and procedural justice in performance appraisal can be influenced positively on organizational citizenship behaviors, however, job stress is unsupported due to positive relationship with organizational citizenship behaviors, it‟s different with the initial model that needs to be developed in the future study QUACH PHUONG NAM – OUM.MBAK09A Page 36 of 45 - First, there is good sufficient evidence to prove that job satisfaction can be influenced positively on organizational citizenship behaviors However, job satisfaction (R2 = 0.051) is having a very low level of positive relationship with organizational citizenship behavior, this result may cause from the small sample collected or from other factors, and need to develop in the future study We can conclude from what has been said above that if Bibica‟s employees have higher willingness to organizational citizenship behaviors, the company can have higher quality of organizational level These results also lead to the conclusion that when the managers of an organization provide their staff with high organizational commitments, they will have the long-term working commitment to the organization The research area is examine the influencing of job satisfaction, organizational commitment, procedural justice in performance appraisal, and job stress on organizational citizenship behaviors of Bibica employees‟ in their workplace The limited of the research are the hidden reasons among them To sum up, organizational citizenship behaviors, job satisfaction, organizational commitment, and procedural justice in performance appraisal are the entire important elements to managers and employees in Bibica Thus, the different viewpoints between managers and employees to the organizational citizenship behaviors can be measured in future studies QUACH PHUONG NAM – OUM.MBAK09A Page 37 of 45 - REFERENCES  Organ, D.W (1995) Personality and organizational citizenship behavior Journal of Management, 20, 465-478  Organ, D W., Podsakoff, P M., & MacKenzie, S B (2006) Organizational citizenship behavior: Its nature, antecedents, and consequences USA: Sage Publications, Inc  Dyne, J Graham & R M Dienesch, (1994) Organizational citizenship behavior: construct redefinition, measurement, and validation Academy of Management Journal, 37, 765-802  Chiu, S F., & Tsai, C (2006) Relationships among burnout, job involvement, and organizational citizenship behavior The Journal of Psychology, 140(6), 517-530  Cropanzano, R., Howes, J C., Grandey, A A., & Toth, P (1997) The relationship of organizational politics and support to work behaviors, attitudes, and stress Journal of Organizational Behavior, 18, 159-180  Cropanzano, R., Rupp, D E., & Byrne, Z S (2003) The relationship of emotional exhaustion to work attitudes, job performance, and organizational citizenship behaviors Journal of Applied Psychology, 88, 160-169  Golparvar, M., & Vaseghi, Z (2011) Mediating role of energy at work in connection between stress with creativity, organizational citizenship behaviors and deviant behaviors Journal of Psychological Models and Approaches, 1(3), 1-15  Lambert, E G., Hogan, N L., & Griffin, M L (2007) The impact of distributive and procedural justice on correctional staff job stress, job satisfaction, and organizational commitment Journal of Criminal Justice,35, 644-656  Morrison, E W 1994 Role definitions and organizational citizenship behavior: The importance of the employee‟s perspective Academy of Management Journal, 37: 1543–15677 QUACH PHUONG NAM – OUM.MBAK09A Page 38 of 45 - APPENDIX A SURVEY OF ORGANIZATIONAL CITIZEN BEHAVIOR, 2014 BIBICA CONFECTIONERY CORPORATION Thank you for taking your time to participate in this annual employees‟ survey, the purpose of this survey is to help the organization to understanding more about Bibica employees in order to improve human resources strategies and policies All of your answer will be kept confidential and will be used for the study purpose only How to answer: There‟s total 41 items, please circle (O) surround the number that No r Re Al w ay s ly So m gu l ar ma ll y Se ld eti m om Ra re ly Ne v er es best matches your opinion How you help others who have been absent ? How you volunteer for things that are not required ? How you orient new people even though it is not required ? How you help others who have heavy workloads ? How you assist supervisor with his/her work ? How you make innovation suggestions to improve department ? 7 No Section : Organizational Citizen Behavior How you attend functions not required but that help the company image ? Strongly disagree Disagree Undecided Agree Strongly agree I am often bored with my job I feel fairly well satisfied with my present job 10 I am satisfied with my job for the time being 11 Most days I am enthusiastic about my work 12 I like my job better than the average worker does 13 I find real enjoyment in my work Section : Overall Job Satisfaction QUACH PHUONG NAM – OUM.MBAK09A Page 39 of 45 - Section : Organization Commitment Strongly M oderatel disagree ydisagree Slightly disagree Neither disagree Slightly agree M oderatel yagree Strongly agree 14 I am quite proud to be able to tell people who it is that I work for 15 I sometimes feel like leaving this employment for good 16 I'm not willing to put myself out just to help the organization 7 7 7 17 Even if the firm were not doing too well financially, I would be reluctant to change to another employer 18 I feel myself to be a part of the organization In my work, I like to feel I am making some effort, not just for myself, but for the organization as well The offer of a bit more money with another employer would not 20 seriously make me think of changing my job 19 21 I would not recommend a close friend to join our staff 22 To know that my own work had made a contribution to the good of the organization would be please me Strongly disagree Disagree Undecided Agree Strongly agree 23 Working here makes it hard to spend enough time with my family 24 I spend so much time at work, I can't see the forest for the tree 25 Working here leaves a little time for other activities 26 I frequently get the feeling I am married to the company 27 I have too much work and too little time to it in 5 5 31 I have felt fidgety or nervous as a result of my job 32 My job gets to me more than it should 33 There are a lots of times when my job drives me right up the wall 34 Sometimes when I think about my job I get a tight feeling in my chest 35 I feel guilty when I take time off from job Section : Job Stress Scale 28 I sometimes dread the telephone ringing at home because the call may be job-related 29 I feel like I never have a day off 30 Too many people at my level at the company get burned out by job demands QUACH PHUONG NAM – OUM.MBAK09A Page 40 of 45 - Section : Procedural Justice in Performance Appraisal The supervisor considered the important aspects of your work when rating you The supervisor rated you on how well you did your job, not on his/her 37 personal opinion of you The supervisor treated you with consideration when giving you your 38 performance appraisal results The supervisor that evaluated you showed concern for your rights as an 39 employee 36 Strongly disagree Slightly disagree Neutral Slightly agree Strongly agree 5 5 Neutral Much Very much Not Little at all Overall, how hard did the supervisor who rated your performance try to be fair to you ? Overall, how fairly were you treated by the supervisor who rated your 41 performance ? 40 5 General information about yourself  (1) Male  (2) Female  (1) 24 – 29  (2) 30 – 35  (3) 36 – 40  (4) 41 – 46  (5) 47 – 60 Gender Age Education  (1) High school  (2) College  (3) Bachelor  (4) Master  (5) Ph.D  (6) Other…… Your position  (1) Manager (has subordinates)  (2) Staff (no subordinate) How long have you been working for Bibica Confectionery Corporation (Working Experience) …………year(s)…………month(s) Thank you very much for your kind assistance! QUACH PHUONG NAM – OUM.MBAK09A Page 41 of 45 - APPENDIX B PRESENTATION SLIDES QUACH PHUONG NAM – OUM.MBAK09A Page 42 of 45 - QUACH PHUONG NAM – OUM.MBAK09A Page 43 of 45 - QUACH PHUONG NAM – OUM.MBAK09A Page 44 of 45 - QUACH PHUONG NAM – OUM.MBAK09A Page 45 of 45