Luận văn thạc sĩ reducing employees’ deviant behavior at thach ban service and trading co

CHAPTER INTRODUCTION 1.1 Rationale According to an analysis conducted by Azoth Analytics, the global catering market is expected to grow about 4% annually from 2016 to 2021 This rate reveals the potential of this market because there are more and more companies and organizations having the demand of foodservice in order to helping them concentrate to their core strengths and Lu save costs A wide variety of sectors is included in the contract catering market, such as ận businesses, schools, hospitals, military institutions, etc Following the higher demand for a better quality of life, caterers are increasingly focused on health and well-being by vă attempting to provide more balanced diets and personalized menus to their customers n th The growth of catering market requires a large amount of human resources, and ạc obviously, it creates job opportunity for many people Therefore, the question of how to sĩ manage employees has been raised once again because of its urgency If a company Tà wants to build a good team of working professionals, it has to focus on strengthening its ic human resources management system which includes recruitment and training, nh hí motivation and orientation, workplace communication and safety, etc Recognizing the needs and potential of the industrial catering industry, in 1997, Thach Ban Service and Trading Co., Ltd was established with aims to provide healthy and safety foods and drinks for workers in industrial zones Through almost 20 years of operation and development, Thach Ban Service and Trading Co., Ltd had been faced many challenges of how to bring customers a nutritious meal at acceptable price, how to manage suppliers and the quality of their products, and especially how to ensure the working capacity of employees Due to the characteristics of the industrial catering market, the company has to recruit people living near the partners’ location in order to reduce the cost and time of moving for employees, and also be faster to handle if there is any complain from customers or adjustment from the head office The point is that Thach Ban are providing meals for almost 30 companies/factories in Ha Noi, Ha Nam, Hung Yen, Bac Ninh, etc., so finding the most effective way to manage employees there is quite challenging and needs time to test several management methods after coming to a complete management process Based on information and current situation of human resources management process of Thach Ban and the characteristics of the work, the author considered and decided to conduct a research regarding the topic “Reducing employees’ deviant behavior at Lu Thach Ban Service and Trading Co., Ltd.” ận 1.2 Research objectives n vă - To review and provide better understanding of deviant workplace behavior ạc Ban Service and Trading Co., Ltd th - To analyze and evaluate the current situation of employees’ deviant behavior at Thach sĩ - To propose recommendations to reduce workplace deviance in Thach Ban Service and hí ic 1.3 Research questions Tà Trading Co., Ltd research objectives above: nh For the purpose of this thesis, three questions are needed to answer in order to fulfill the - What is the current situation of employees’ deviant behavior in Thach Ban Service and Trading Co., Ltd? - What is the factor affecting employees’ deviant behavior the most in Thach Ban Service and Trading Co., Ltd? - How can the current situation of workplace deviance in Thach Ban Service and Trading Co., Ltd be reduced? 1.4 Research scope - Research objective: Reducing employees’ deviant behavior at Thach Ban Service and Trading Co., Ltd - Research scope: 192 employees of Thach Ban Service and Trading Co., Ltd, who is working in Ha Noi and nearby areas - Place:  Thach Ban Service and Trading Co., Ltd head office: no 49, Thach Ban Street,  Tsu Literature Review Data Collection (Primary, Secondary Data) nh hí ic Tà 1.5 Research methodology sĩ - Time: Quarter 4, 2017 ạc  Kim II th  Nippo n  Kyoei vă  Goshi ận Lu Long Bien District, Ha Noi Based knowledge of deviant workplace behavior The current situation and factors affecting employees’ deviant behavior at Thach Ban Service and Trading Co., Ltd Recommendations to improve the situation as well as human resources management at Thach Ban Service and Trading Co., Ltd Figure 1.1: Research Methodology Process (Source: Author) 1.5 Data collection 1.5.1 Secondary data The data which is already available and is gathered from secondary sources such as journals, books, newspapers, websites, reports, etc is called secondary data This type of data is obviously much easier to collect and find the needed information compared Lu to primary data In this research, the company website is being used to find out the ận management system of the company, number of employees, number of refectories and their location Besides, Internet, previous researches and reports also play an vă important role in providing deeper understanding about deviant workplace behavior ạc th 1.5.2 Primary data n and its related problems sĩ Primary data is collected using qualitative method (in-depth interview) and Tà questionnaire in order to have multi-dimension information from different point of ic views of different people about the current situation of managers’ behavior in Thach In-depth interview: nh • hí Ban Service and Trading Co., Ltd ─ Face-to-face discussion with the manager of Human Resources Department about the problem in managing employees Interviewee will be asked about policies and regulations of the company as well as the current managing method to understand how this department works and its existing problem ─ Direct interview the manager of Refectory Committee from Thach Ban’s partners to know what they expect from the refectory’s managers and how the refectory’s managers actually behave, whether they are satisfied or not • Survey method: Questionnaire will be sent to 192 employees including refectory’s managers and staffs working with those managers at researched time by meeting face to face and online survey on Google Doc After those questionnaires are answered, the researcher will collect them immediately or schedule to take them back later ─ Respondent: employees in Thach Ban Service and Trading Co., Ltd ─ Sample size: 192 employees ─ Sampling method: convenience sampling because it is the most suitable Lu method for a large organization that researcher can not include every ận individuals on the research Additionally, the convenience sampling method is vă not costly, fast and easily to conduct compared to other methods n ─ Questionnaire process ạc th QUESTIONNAIRE DESIGN sĩ ic Tà QUESTIONNAIRE COMPLETION nh hí QUESTIONNAIRE DISTRIBUTION AND COLLECTION QUESTIONNAIRE DETERMINATION AND ELIMINATION DATA ANALYSIS Step 1: Questionnaire Design The questionnaire includes four parts: ─ General information (6 variables) ─ Frequency level of listed deviant workplace behaviors (17 variables) ─ Importance level of five factors (14 variables) ─ Other suggestion or comment ận Lu Step 2: Questionnaire completion This step includes two activities: preliminary consultation and questionnaire complement n vă Preliminary consultation th The outlined questionnaire is distributed to the Director and Human Resources Manager ạc in order for them to give comments There are few criteria for the questionnaire to follow, sĩ which are comprehensible, succinct and delicate Because among 192 employees taking Tà part in the research, only 40 employees are working at the office, it means the educational ic standard between that 40 employees and the rest are different Therefore, the hí questionnaire must be easy to understand and have no implication The Director and the nh Human Resources Manager check if any discomfort, incomprehension or problem exists in the questionnaire, clarify doubt, and give advice of what could be adjusted After doing the preliminary consultation, wording and language of the questionnaire were adapted to be the most suitable and comprehensible for respondents Questionnaire complement In this activity, the author takes every aspects of the questionnaire into great consideration, which include content, length, introduction and instructions Step 3: Questionnaire distribution and collection 192 questionnaires were distributed to employees working at the head office of Thach Ban Service and Trading Co., Ltd and five refectories located in Ha Noi and nearby areas 190 questionnaires were collected, in which 155 questionnaires were valid in data processing The questionnaires were spread to refectory’ employees by food trucks in the morning and were collected by the end of the third day after that Step 4: Questionnaire determination and elimination Invalid questionnaire responses, which is omitted the general information part and/or uncompleted questionnaires, were separated Lu Step 5: Data analysis ận Once having all the data needed from employees, the author uses SPSS software to vă clarify the influence level of the five factors affecting employees’ deviant workplace n th behavior accurately and thoroughly ạc Data are evaluated by SPSS 22.0 including: nh hí The thesis was divided into (four?) chapters: ic 1.6 Research structure Tà ─ Reliability Testing sĩ ─ EFA Chapter – Introduction Chapter – Theoretical background on deviant workplace behavior Chapter – Current situation and factors affecting deviant behavior at Thach Ban Service and Trading Co., Ltd Chapter – Recommendation to reduce deviant behavior at Thach Ban Service and Trading Co., Ltd CHAPTER THEORETICAL BACKGROUND ON DEVIANT WORKPLACE BEHAVIOR 2.1 The concept of deviant workplace behavior ận Lu Deviant workplace behavior is identified as a very serious and alarming problem in corporate life According to a study by Harper (1990), the percentage of all employees of all employees engaging in deviant behaviors of some sort or other was approximately 33%-75% (Harper, 1990), and as many as 75% of the employees have stolen from their respective organizations (McGurn, 1988) Nowadays, due to the development in technology which precipitate the deviant acts (Lim, 2002), the predicted percentage may be higher than these, for instance cyber crime which includes hacking, and phishing Workplace deviance consequences can be visible in terms of huge costs to the organizations; including employee workplace theft has been determined to range between $10 billion-$120 billion annually (Bourke, 1994; Murphy, 1993) Moreover, not only deviant behaviors have terrible results on the performance of employees and their organization (Dunlop & Lee, 2004), but they also decrease quality of working time, negatively impact medical & legal expenses, and damage public perception (Litzky, Eddleston, & Kidder, 2006; Van Fleet & Griffin, 2006) n vă ạc th sĩ Tà nh hí ic Deviant workplace behavior has been defined as many different names over the years, including counterproductive work behavior (Spector, Fox, Penney, Brursema, Goh and Kessler, 2006), antisocial behavior (Robinson and O’Leary-Kelly, 1998), misbehavior in organizations (Sagie, Stashevsky, and Koslowsky, 2003), dark side of organizational behavior (Griffin and O’Learly-Kelly, 2004), organizational misbehavior (Vardi & Wiener, 1996), non compliant behavior (Puffer, 1987), cyber loafing (Lim, 2002), and workplace incivility (Robbins and Judge, 2007) As described by Robinson and Bennett (1995), workplace deviance is voluntary behavior that violates significant organizational norms and in doing so threatens the well being of an organization, its members, or both This definition emphasizes the violation of norms intentionally by employees at the workplace in order to harm the coworkers and organization or both The reason why employee deviance is considered voluntary may be because of employee’s lack of the motivation to conform to the normative expectations of the social context or their change of motivation which urges them to violate those expectations (Robinson & Bennett, 1995) and their thoughts which make them blame their coworker because they believe that they have been wronged by someone (Aquino, Tripp & Bies, 2001) ận Lu Deviant workplace behavior is attempted to describe by many researchers in their own phrases with various names For example, while Vardi and Wiener (1996) define organizational misbehavior as any intentional action by the members of organizations that defies and violates the shared organizational norms and expectations and/or core societal values, mores and standards of proper conduct, Giacalone and Greenberg (1997) have outlined antisocial behavior as any behavior that brings harm, or is intended to bring harm, to an organization, its employees, or stakeholders On the other hand, Andersson and Pearson (1999) defined a different though overlapping construct of workplace incivility as low-intensity deviant behavior with ambiguous intent to harm the target, in violation of workplace norms for mutual respect Whereas, the definition that workplace incivility may be a form of organizational resistance is proposed by Lawrence and Robinson (2007) Counterproductive work behavior is described as the behaviors by organizational members that are counter to the legitimate interests of the organization (Sackett, 2002) Gruys and Sackett (2003) refer to deviance as an intentional behavior on the part of an organizational member that the organization views as contrary to its legitimate interests Hence, although deviance is illustrated in different ways, its content is overlapped These days, researchers determined deviant behavior with a new term as insidious workplace behavior which is defined as “a form of intentionally harmful workplace behavior that is legal, subtle, and low level (rather than severe), repeated over time, and directed at individuals or organizations” (Edwards & Greenberg, 2010) n vă ạc th sĩ ic Tà nh hí As reported by the Robinson and Bennett (1995), the behavior not following the organization’s norms regardless of the society’s norms is deviant workplace behavior The violation of organizational norms is the violation of formal and informal organizational policies, rules, and procedures as prescribed by the organization which is not expected to be violated by its members, which means the violations must be noticeably serious Robinson and Bennett (1995) are also aware that deviant behaviors may or may not be ethical As they mentioned in their study, behaviors such as blowing the whistle could be considered as exceptionally ethical by many people, but would also be included in the definition of workplace deviance In summary, individuals must involve in deviant acts intentionally, harming organization 2.2 Forms of deviant workplace behavior Various researchers are interested in the topic of deviant workplace behavior and have tried a lot to categorize it In the process of forming a framework of deviant workplace behavior, two groups have been introduced, including property deviance and production deviance (Hollinger & Clark, 1982; Mangione & Quinn, 1974) Property deviance means that employee has interaction with stealing, damaging the property or assets of their employers, taking money or supplies from the employer, misusing discount privileges, and getting paid for more hours than they actually worked (Hollinger & Clark, 1982) Besides, behaviors which violate norms about the production or work in the organization combining absenteeism, tardiness, sick leave abuse, doing sloppy work, and engaging in drug or alcohol use on the job (Hollinger & Clark, 1982), are called production deviance In addition, Hollinger, Slora, and Terris (1992) have come up with a third category of deviant workplace behavior called altruistic property deviance, which could be understood as a unique form of property deviance including behaviors which deal with the assets and property of the organization like property deviance Lu ận Subsequently, a study conducted in 1995 by Robinson and Bennett has proposed two additional classes of deviant workplace behavior, which are political deviance and personal aggression While political deviance is described as engagement in social interaction that puts other individuals at a personal or political disadvantage by behaviors such as showing favoritism, blaming co-workers, and starting negative rumors about the organization; behaving in an aggressive manner towards coworkers in a manner of sexual harassment, verbal abuse or stealing from other employees is considered as personal aggression Correspondingly, a comprehensive typology of deviant workplace behavior was empirically evolved in 1995 by Robinson and Bennett, which consists of all possible negative behaviors with the aid of multidimensional scaling procedure and thereby verified potential methods for measuring workplace deviance The typology introduced a two dimensional configuration of deviant workplace behaviors in which deviant behavior can range: minor versus serious and interpersonal versus organizational deviance For more details, the two dimensional chart organizes deviant workplace behavior into four quadrants The first quadrant represents the production deviance including less severe behavior directly affects the organization, while behaviors which are serious and directed against the organization are included in the second quadrant – property deviance Quadrants three and four include behaviors having bad effects on individuals in the organization, in which the minor one is contained in quadrant three (political deviance) and the serious one is included in the fourth quadrant (personal aggression) (Bazaraite & Coubaneichvili, 2008) n vă ạc th sĩ nh hí ic Tà Function and responsibilities The Board of Directors (Director and Vice Director) manage the company by issuing policies, responsible for planning, organizing, leading and controlling company’s activities to accomplish the goals and objectives Department of Internal Control is the one which reports and follows all the activities of other departments to control and judge the risks that company might face Lu Under the control of the Board of Directors and the supervise of Department of Internal ận Control, there are departments for each specialized business activities: Department of Administration, Department of Human Resources, Department of Financial and vă Accounting, Department of Purchasing and Department of Customer Service n th  The Department of Administration: this department plays a role of an adviser ạc and assister to other departments of the company, responsible for the approval sĩ of office requisition, provides logistical assistance to the entire company Also Tà it is responsible for supervising the work done by the employee of the ic company, making sure that all equipment and machines are maintained and nh hí replacing them if there is any damaged equipment  The Department of Human Resources: it is responsible for recruiting, training and developing employees, maintaining safety of workplace, calculating salary and compensation, solving problems and compliance related to employees based on employment laws  The Department of Financial and Accounting: the business function of this department typically is managing the cash flow, tax and prepares financial report  The Department of Purchasing: it focuses on seeking and contacting with suppliers (meat, beef, vegetable, seasons, cooking utensils, etc.) in order to find the one with good profile, full documentation of their business and products, and acceptable price This department is also responsible for ordering as a connection between managers at client’s kitchen and food suppliers  The Department of Customer Service: this department is responsible for creating a good image of the company that leaves a lasting impression on Lu client, receiving feedback and solving problems with the support from related ận departments vă Refectory manager who manages and controls activities and employees in client’s n kitchen has to order foods and things they need for the next serving day through the th Department of Purchasing, record the number of meals per day, prepare the meals on ạc time and report the problem to company office if occurring Besides, refectory manager Tà department and purchasing department sĩ works under the directly control of human resources department, administration nh hí Co., Ltd ic 3.2 Typical situations related to deviant behavior in Thach Ban Service and Trading Individual factors Individual factors Employee's deviant behavior in Thach Ban Service and Trading Co., Ltd Lu Employee's deviant behavior in Thach Ban Service and Trading Co., Ltd ận Employee's perception and attitudes Organizational factors Employee's perception and attitudes n vă Organizational factors ạc th nh hí ic Sources: Author Tà and Trading Co., Ltd sĩ Figure 3.3 Model to analyze factors affecting employee’s deviant behavior in Thach Ban Service Table 2.1 Variables of employee’s perceptions and attitudes, and organizational factors Factors Variables Sub sources Fairness in working Author environment AP1: I feel that I am treated tantamount to what I devote receive the fairly treat from ận Lu AP2: Me and my colleagues our manager and director vă Satisfaction with working n environment AP3: I am satisfied with the ạc perceptions th Employee’s attitudes and support and learning sĩ environment of the AP4: The company provides me a lot in order for me to maximize my capacity AP5: I am happy because I have had many awesome colleagues since I became a member of the company nh hí ic Tà company Organizational Factors Organizational structure Author OF1: The duties of each department and position where I work are assigned clearly, transparently, closely and without overlapping Leadership style OF2: My manager always and appropriately, helps and ận Lu assigns tasks to me clearly vă orients me whenever I face n with difficulties and creates th a space for me to develop ạc and propose new approach sĩ OF3: My opinions are heard Tà and I can always be my contribution to the company is acknowledged Policies and punishments OF5: The compensation and compensation policies have encouraged me a lot to better my performance OF6: Deviant behaviors in my workplace are strictly nh OF4: I am happy because hí the company ic involved in the decisions of penalized and I agree with the punishments of the company for those behaviors OF7: The punishment policies on deviant workplace behavior have real influences on behavior of employees in Thach Ban Ltd ận Lu Service and Trading Co., vă OF8: I am influenced by n policies and punishments of th Thach Ban Service and ạc Trading Co., Ltd sĩ Tà 3.3 Reliability testing on factors, explanatory factor analysis nh hí ic 3.3.1 Profile of respondent 3.3.1.1 Age group 8% 16% 25% Under 26 years old 26 - 40 years old 41 - 55 years old Above 55 years old ận Lu 50% vă n Chart 3.1 Employees characterize by age ạc th (Source: Questionnaire result) sĩ The chart shows that half of employees’ number in Thach Ban Service and Trading Co., Tà Ltd is from 26 – 40 years old The percentage of employees in the age of 41 – 55 years ic old is around 25%, which equals to the total of the others two ranges of age There are hí few reasons for these data From 26 to 40 years old, everyone needs a job because this nh range of age is considered as working age, so it is obviously understandable if Thach Ban Service and Trading Co., Ltd have such a large group of employees in this age Moreover, the job requirement of specific positions, for example, accountant, manager and cook need few years of experiences, which push the largest range of employees’ age up 3.3.1.2 Gender Male 28% Male Female Lu Female 72% ận n vă th Chart 3.2 Employees characterize by gender ạc The number of female employees is considerably higher than the number of male sĩ employees It is an existent situation of Thach Ban Service and Trading Co., Ltd, which Tà occurs from the first days of operating Perhaps because of being a catering service ic company, Thach Ban Service and Trading Co., Ltd are more appealing to female than hí nh male Besides, tasks such as cleaning kitchens, subjecting foods to preliminary treatment and washing cooking stuffs are more suitable for female employees, as they seem more careful and skillful in such kind of work than male employees 3.3.1.3 Working place Head office 39% Head office Refectory Lu ận Refectory 61% n vă ạc th sĩ Chart 3.3 Employees characterize by working place Tà Questionnaires are distributed to employees working in the Head Office and employees ic in five different refectories, so the number of refectory employees taking part in the employees nh hí survey definitely takes the main part of the chart, about two third of the total number of 3.3.1.4 Working position 7% 5% ận Lu Head of Department, Deputy of Department Refectory Manager Employee n vă ạc th 89% sĩ ic Tà Chart 3.4 Employees characterize by working position Among 155 employees, there are 6.5% of them being Head and Deputy of Department, hí 4.5% of them holding the position as refectory manager and the rest of them are nh employees This data of working position indicates risks that Thach Ban Service and Trading Co., Ltd might face because of the disparity in the number of employees and the number of managers 3.3.1.5 Year of working 28% 30% Under year - years Above years Lu 42% ận vă n Chart 3.5 Employees characterize by year of working ạc th As illustrated sĩ nh hí ic Tà 3.3.1.6 Income 3% 20% 18% Under millions VND - millions VND - millions VND Above million VND Lu 58% ận vă n Chart 3.6 Employees characterize by income th 3.3.2 Explanatory Factor Analysis (EFA) ạc With the sources of 155 valid collected results, by using SPSS 22.0 software, this sĩ analysis will figure out the Cronbach’s Alpha and Exploratory factor analysis EFA Tà Listed below are the requirements of the data processing: ic hí ─ Eigenvalue > nh ─ Kaiser-Meyer-Olkin (KMO) > 0.5 ─ Barlett sig ≤ 0.05 ─ Factor Loading ≥ 0.5 ─ Percentage of Variance > 50% *KMO – Bartlett – Percentage of Variance – Factor Loading According to KMO table and Bartlett analysis after EFA, it is KMO P-value Cumulative Factors Variance Extracted Conclusion EFA 0.768 0.000 62.790% All the variables have factor loading coefficient ≥ 0.5 Three components (Component 1, 2, 3) have no sign of multi-collinearity  Extracting model of three components (Source: Analysis of collected data by SPSS 22.0 Software) The model of two factors including 13 variables can explain 62.790% variable ận Lu 3.3.3 Reliability Testing on Factors To evaluate the reliability of quantitative factors, Cronbach’s Alpha is the most suitable th If the Cronbach’s Alpha (α): n vă measure of scale ạc  0.6 < α < 1: the data used in measurement is good sĩ  0.3 < α < 0.6: the data is quite appropriated ic Tà  α < 0.3: the data can be used in new measurement scale or definition Number of Variable nh Result of scale is obtained in the table below: hí The analyzed data of Reliability Testing on Dimension showed different Cronbach’s Cronbach’s Alpha coefficient Employee’s Attitudes and Perceptions Leadership Style Policies and punishments 3.4 Current situation of deviant behavior in Thach Ban Service and Trading Co., ận Lu Ltd To measure the data, many kinds of rating scales have been proposed, one of them is vă Likert scale – the most widely used approach to scaling responses in survey In this scale, n the American social scientist - Rensis Likert, has introduced a range of answer options, th which is ordered from extreme attitude to another, is offered in order to measure one’s ạc attitudes, opinions and behaviors sĩ Tà In the survey, the author considered and chose a five – point Likert scale which can bring more granular answers from respondents The range of scale as shown as below: Never occur Rarely occur Sometimes occur 3.4.1 nh hí ic Often occur Usually occur ận Lu n vă ạc th sĩ nh hí ic Tà