Chuyên đề tốt nghiệp: A Study on Some Factors Contributing to Employees’ Job Satisfaction of MSH Group

NATIONAL ECONOMICS UNIVERSITYFACULTY OF FOREIGN LANGUAGESDEPARTMENT OF BUSINESS ENGLISHHOANG THU HIEN A STUDY ON SOME FACTORS CONTRIBUTING TO EMPLOYEES’ JOB SATISFACTION OF MSH GROUP...

Trang 1

NATIONAL ECONOMICS UNIVERSITYFACULTY OF FOREIGN LANGUAGESDEPARTMENT OF BUSINESS ENGLISH

HOANG THU HIEN

A STUDY ON SOME FACTORS CONTRIBUTING

TO EMPLOYEES’ JOB SATISFACTION OF MSH GROUP

Trang 2

Hoang Thu Hien - 11196130 - Business English 61B

NATIONAL ECONOMICS UNIVERSITYFACULTY OF FOREIGN LANGUAGESDEPARTMENT OF BUSINESS ENGLISH

HOANG THU HIEN

A STUDY ON SOME FACTORS CONTRIBUTING

TO EMPLOYEES’ JOB SATISFACTION OF MSH GROUP

Hanoi, September 2022

Trang 3

Trang 4

3 Purpose and Scope of WOTFE d0 G5 S99 %9 994 9959994099 98094899968069.986959994.980996 2

4 Sources and method of data €ỌÏ€CfÏOHA 2 5-55-5555 5 s91 1950959565085 8.6 3

5 Research Question << SỰ TH 0 0000004CHAPTER 1: LITERATURE REV|IEY HH HH HH ung 000 056 51.1 Definition of Job sdfiSƒQ(CÍÏOHH so < 5= << < v9 ng ng” 51.2 Factors affecting Job SŒfISƒ((CÍÄOHH <5 << si HH ng 51.2.1, Personal DACKgVOUNA nan ốố.ốốốỐỐằẦằẦ 61.2.2 Working CONCItIONS 7n ốốe 71.3 Job Satisfaction theOrieS sccssccsssssssssrscsssssssscsscesssssssssnsssssssssssssssesssessssssssennsees 101.3.1 Maslow’s Hierarchy of NC@dS cccccccsccescssscescesscsscesecsscesecseceseeseceseeaeceseeseeeneeaeens 101.3.2 Herzberg s TWO-FactOr TÍỂOFY SG kg trệt 131.4 Previous studies On Job Sdf[SƒQCÍÏOHH G5 0.9.9 Y9 9030 9851 18961886 59 161.5 Research FTITL€WOTFÍV 5 <5 < << THỌ KH HT Hi HH nu 19CHAPTER 2: INTRODUCTION OF MSH GROUP s5-<5<ss<se<s 202.1 Background IHOTIH(ÍÏOHH Tnhh TH HH HH nh nh Hiện 202.2 The vision, mission And DÏÍÏOSOJDÏIV S5 <5 << HH HH ngư 212.3 OF ZANIZALIONAL SITUCIUTE ccceccsccsesssccsscesccsssssscssssssesesesssssssessscesessssssesseseeessesoeesoes 212.4 Features of NUman F€SOLITCW 5< «Si ng 23CHAPTER 3: RESEARCH METHODOLOGY 5-55=5s<ss=seesess 263.1 Research DAFÍTCÏJO(IHIẾS 5 < cọ TH Họ 0 263.2 Research INStruments ú Gọi TH Họ TH 0 263.3 Data CỌÏ@CÍÏOHH - 5c 5= <5 << HH TH TH TH HH TH HT ng 273.4 Data Analysis POC€(CÏHFCV so << Gv cm 0n cm g06 27

Trang 5

CHAPTER 4: FINDINGS & ANALYSIS cccssscsssscssssssssscessssssnssssnssssssseeses 294.1 Demographic Characteristics sccsccesscssssssssssssssssssssssssscssssssscssssssnsssscssnseenssees 294.2 Level of job satisfaction at MSH Group and factors contributing to it 314.3 Job satisfaction levels classified by demographic characterisfics - 41CHAPTER 5: RECOMMENDA TION 5 <0, 47CONCLUSION

REFERENCE

APPENDICIES

Trang 6

LIST OF FIGURES

Figure 1.1: Relationship between personal background and job satisfaction factors 10Figure 1.2: Maslow’s Hierarchy of Needs cccccsccesesssesseeseeeeceseeseceeeeseceeeeseeseenseens 11Figure 1.3: Job satisfaction model based on Maslow’s hierarchy of needs 13Figure 1.4: Herzberg’s Two-Factor Principles - -+++sx+s++sxssexeersseesee 15Figure 1.5 Maslow’s Hierarchy of Needs & Herzberg’s Two Factor Model 16Figure 2.1: Subsidiary companies of MSH GTroup - ssss++sskkssiesseeee 20Figure 2.2: Organizational structure of MSH Group ceeceecceeeeceeeeeeeeeeeeeeeeteees 21Figure 4.1: Gender of participants - 5 G3113 9 nh nh ng nh ng nh 29Figure 4.2 Age of DaT{ICIDATIS - G2119 1119111911101 1H TH HH TH rệt 30Figure 4.3 Level of education of participants - 5 5 + ssvEsseseesseeske 30Figure 4.4 Length of employment of parfICIDATIES 5 5 xxx ssssreersre 31Figure 4.1 Level of job satisfaction of MSH employees -. .ccccces 32

Trang 7

LIST OF TABLES

Table 2.1: Features of human resources of MSH Group from 2019 — 2021 23Table 4.1: Factors contributing to job satisfaction of MSH employees Error!Bookmark not defined

Table 4.2 Distribution table of Work 1{S€ÏŸ - G5 1n ng ng nưệt 32Table 4.3 Distribution table of CompensafION - s5 + Sskkksseesseere 33Table 4.4 Distribution table of Career Advancement - -«c<ss++ecesessee 34Table 4.5 Distribution table of R€COBTIEIOH - 5 5 1011311191 E91 91 re 35Table 4.6 Distribution table of Fringe Benefits - - - 5c + << <++<ccsseesseess 36Table 4.7 Distribution table of Working environmei( - ‹-+-s<++<s++<sx++ex++ 36Table 4.8 Distribution table of Supervisors & COWOTKTS - 5c << ++<cs+ 37Table 4.9 Distribution table of Self esteem ee eeseeeceeeeseceeeeteceeeeseceeeeseeseesneens 39Table 4.10 Distribution table of Company policy and administrafion - 39Table 4.11 Distribution table of the most important factor to enhance employee jobSAtiSfACHON 00017275 41Table 4.12 Descriptive statistics of Job Satisfaction levels characterized by Gender

Table 4.13 Descriptive statistics of Job Satisfaction levels characterized by Age 43Table 4.14 Descriptive statistics of Job Satisfaction levels characterized by

Education backgỹTOUn - - << + + E91 E93 E911 1 9v 1H HH ng 44Table 4.15 Descriptive statistics of Job Satisfaction levels characterized by Length

Of Employment 01117277 3 45

Trang 8

INTRODUCTION

1 Research introduction

Due to regionalization and globalization trends, there is more intense rivalryamong enterprises In order to stand solid and grow in the market, enterprises mustestablish competitive advantages and affirm their position in the market Theevolution of the business world has shown that the only true competitive advantage ispeople

Today, with the view that people are the most valuable asset of every business,business managers have realized that increasing employees’ happiness is the first step

in ensuring the success of the company When employees are satisfied, they workmore productively and efficiently But in fact, there are a lot of individuals who stillfeel unsatisfied with the work they are doing According to a survey conducted byCareerBuilder in 2019, one of the top global employment sites, employee unhappiness

is rising: One in four people is not feeling pleased with their job Over the past twoyears, the number of such dissatisfied people has climbed by 20% on average Withinthe next two years, six out of ten respondents plan to quit their current jobs and lookfor new ones

The level of job satisfaction varies among different companies ororganizations But it can’t be denied that employee job satisfaction is one of the mostsignificant factors contributing to a company’s success and competitiveness (Miller,1960) In determining whether employees are content and happy in fulfilling theirwork, the job satisfaction of employees should be put under attention and evaluated

on a regular basis

2 Rationale

In the increasingly fierce business environment, every business tries to growand maintain a competitive advantage to dominate the market Human resources areone of the most important aspects that contribute to competitive advantages Thesignificant changes in the business world have proven that human capital will be adistinctive and long-lasting resource that gives companies a competitive edge.Therefore, people are the only long-lasting benefit Companies are under greaterpressure than ever to adapt and actively innovate with new technology, new goods,and new services to satisfy the rising demands of customers

Trang 9

At the same time, the organization also needs to attract, train and retain themost qualified employees According to the Human Resource Department, MSHGroup Joint Stock Company is a reputable real estate enterprise with nearly 800employees With a team of well-trained staff with reasonable compensation and fullbenefits, they have brought great revenue to help the company become a leadingenterprise in Vietnam Currently, the company is paying great attention to its humanresources because it is a factor that creates competitive advantages and helps thecompany achieve the set goals To be able to attract and retain a high-qualityworkforce, the company must understand the factors that affect employee jobsatisfaction, and then have appropriate policies to make employees happy andsatisfied This is the reason why I chose the topic “A Study on Some FactorsContributing to Employees’ Job Satisfaction of MSH Group”

3 Purpose and Scope of work

of employees Many experts believe that job satisfaction trends can affect the labormarket and employee behavior Besides, the study also analyzes the relationshipbetween job satisfaction level with demographic characteristics, ie gender, age,education level and length of employment The thesis will provide relevant messagesand information to the concerned employers that will further help them to enhanceemployees’ satisfaction levels depending on the conclusions drawn from this studyand ultimately increase their productivity Thus, the significance of this study is that

it helps to gauge the exact sentiment of the employee body so that strategic and tacticalchanges can be put into motion by offering valuable suggestions to raise the level ofsatisfaction

e Scope of workThe present study aims to assess the level of job satisfaction of employeesworking in the Head Office of MSH Group The research participants were full-time

Trang 10

employees who belong to different departments such as Legislation, IT, HumanResources, Marketing, R&D, Finance & Accounting and Sales Department Theparticipants were asked to respond to a set of questions in the questionnaires whichwere distributed in February 2011 The participants were asked to respond to a set ofquestions in the questionnaires which were distributed in October 2022

4 Sources and method of data collection

e Primary dataPrimary data for this study is deduced from the survey and observation at MSHGroup A questionnaire is a tool to gather information, including a set of questionswith certain logic The questionnaire is the means used to communicate between theresearcher and the respondents 120 employees will take part in the survey to collecttheir opinion and attitude about the level as well as factors affecting job satisfaction.The scale of these questions is like a 5-point Likert scale:

Scale 5: Totally agree/ Very highScale 4: Agree/ High

Scale 3: No comment/ NormalScale 2: Disagree/ Low

Scale 1: Totally disagree / Very lowMultiple choice questions are included in the questionnaire to allow participants

to choose one or more options from a list of answers Besides, there are also open-endedquestions that cannot be answered with a "yes" or "no" response, or with a predeterminedset of responses Instead, participants can provide answers in their own words It will beuseful when asking for recommendations and solutions to some problems Surveys given

by researchers will be delivered to MSH Group employees through Zalo, Facebookand Viber

In addition, participants will proceed with observation with the purpose of

building stereotypes and theories based on individuals' opinions The personnel atMSH Group provided me with many comments, suggestions, and feedbackthroughout my internship

e Secondary data

Trang 11

The secondary data is collected from the Human Resource Department of MSHGroup Besides, information also included previous studies on job satisfaction, relatedarticles, and textbooks

5 Research question

In order to achieve the research purposes, the study focuses on finding theanswers to the following questions:

> What is the current job satisfaction of MSH Group employees?

> What are the factors contributing to the employee satisfaction of MSHGroup?

> What are some suggestions to increase the job satisfaction of employees?

Trang 12

CHAPTER 1: LITERATURE REVIEW

1.1 Definition of job satisfaction

Job satisfaction or employee satisfaction is one of the most discussed topics inthe field of organizational psychology According to Miller (1960), employee jobsatisfaction is one of the most significant factors contributing to a company’s successand competitiveness

Kusku (2003) stated that employee satisfaction reflects the degree to whichindividual needs are met and valued by other employees According to Spector (1997),job satisfaction is simply how people feel about their jobs and aspects of their work.Hoppock (1935) said that employee satisfaction is the combination of psychological,physiological, and environmental satisfaction that makes a person feel content withtheir job

Ellickson and Logsdon (2001) took a different approach, arguing that jobsatisfaction of employees is generally defined as the degree to which employees enjoytheir jobs This attitude is based on the employee's perception (positive or negative)about their job or working environment In short, as long as the working environmentcan meet the needs, values and personalities of employees, the level of satisfactionwill be higher

Meanwhile, according to Smith in 1983, job satisfaction is defined as the feelingthat employees feel about their job Weiss (1967) defined job satisfaction as an attitudeabout work expressed by employees' feelings, beliefs, and behaviors Gruneberg (1979)concluded that since people spend a lot of their time at work, understanding the factorsrelated to their job satisfaction plays a key role in improving their current job satisfaction

status.

Therefore, employee satisfaction can be summarized as the fulfillment of human

needs and wants in the working environment When these needs are properly met,

employee satisfaction will increase and this will impact profitability in the service profitchain

1.2 Factors affecting job satisfaction

There are 2 main factors that contribute to job satisfaction, namely personalbackground and working conditions

Trang 13

1.2.1 Personal background

Numerous studies have shown that demographic characteristics of employeessuch as gender, age, level of education, and length of employment affect their jobsatisfaction in various and complex ways

1.2.1.1 Gender

According to Schultz and Schultz (1994), there was no discernible pattern ofvariation between male and female employees' ratings of job satisfaction Aj-Ajmi(2006) investigated the impact of gender on employees’ perceptions of their jobs'

happiness and organizational commitment and discovered no gender-related

differences that were statistically significant However, after examining the disparities

in the levels of both genders' job satisfaction Clark (1997) discovered that femaleemployees in Britain had a higher degree of job satisfaction than male workers

1.2.1.2 Age

One of the key elements that affects job satisfaction is age The majority ofstudies show that older workers tend to be more satisfied and content with theiroccupations According to research by Lee and Wilbur (1985) on the relationshipbetween age and job satisfaction, job satisfaction is correlated with age In comparisonwith younger employees, older employees expressed greater satisfaction with theextrinsic qualities This was in line with Thavornranart's study (2009) on the jobsatisfaction levels of Benchmark Electronics (Thailand) Inc employees, whichdiscovered that the employees’ job satisfaction levels varied according to their agelevel People get older, move up the career ladder and get better positions They alsosort through different alternative careers and find the one that better suits their talentsand abilities

1.2.1.3 Level of education

According to Howard and Frink (1996), employees with higher levels ofeducation have better career opportunities and possibilities than those with lowerlevels of education Numerous studies have examined how education affects jobsatisfaction In the study conducted by Tiengtrakarnsuk (2008), it was found that theemployees with Bachelor’s Degrees were satisfied with their job at a moderate levelwhile the ones with Master’s Degree were satisfied with their job at a higher level

1.2.1.4 Length of employment

Trang 14

Longevity of employment refers to employee’s seniority, which can lead tohigher compensation Employees who have been working at the company for a longtime are often easy to get used to their working environment They also know how toaccess additional resources in their workplace These workers, therefore, tend to bemore content with their jobs Those who have a shorter length of service may be lessdedicated to the company and can easily switch to another job McDaniel and Hunter(1988) said that the older he gets, the more job experience he has In other words,long-term experienced employees have a more serious attitude and loyalty towardtheir careers with a higher level of job satisfaction

1.2.2 Working conditions

In addition to personal background, employees’ job happiness and discontentare also influenced by working conditions The majority of studies examining jobsatisfaction focus on various characteristics of the working conditions that workersencounter The major factors leading to job satisfaction could be identified as: thework itself, compensation, career advancement, recognition, fringe benefit, workingenvironment, supervisor & coworker, self-esteem, and company policy andadministration

1.2.2.1 Work itself

The first thing that determines whether a person was content or not with theirjob is the work itself There will be considerable pleasure with the work if theemployees enjoy it and find it interesting Generally, work can be recognized ashappy, satisfying, and productive as long as it includes the following elements:workers can engage in different skills, workers understand their job thoroughly,workers have their own rights and responsibility for all working decisions

Additionally, a challenging job will attract attention and require the ability to learn

new information, requiring more work If the job provides opportunities forachievement, employees can manage their own workflow and work statistics by

themselves, which will raise work requirements.

1.2.2.2 Compensation

Compensation is considered as one of the most important elements contributing

to job satisfaction It includes all the money received by the employees including base

Trang 15

salary, allowances, bonuses, commissions, and other monetary benefits arising from theircurrent job

Compensation is utilized as a tool to satisfy the individual needs of employees,therefore a suitable salary and bonus can improve worker’s satisfaction Besides, theremuneration should be fair and equal among job of the same type with the samequalifications

1.2.2.3 Career advancement

Career advancement is an opportunity for advancement in ranks or position,fairness and principles in consideration of promotion greatly affected the jobsatisfaction of workers because when working, all workers expect that they will beconsidered for promotion by their superiors

1.2.2.4 Recognition

Recognition 1s regarded as the approval of superiors and colleagues It should

be taken into consideration if companies want to enhance satisfaction and contentamong workers Employees will gain job satisfaction through recognition as long astheir success is recognized, and their achievements is promoted Management shouldencourage people to show their potential abilities and support those who are braveenough to do so

1.2.2.5 Fringe benefits

Fringe benefits are additional perks offered to employees in addition to theirstated salaries for performing particular services Benefits including pension,allowances, healthcare, holidays, and paid time off are what employees expected fromtheir jobs and are essential to creating job satisfaction

1.2.2.6 Working environment

The working environment refers to the actual situation of the workplace

including the facilities for the job such as environmental hygiene, workplace safety,

machinery, equipment, desks, chairs, meeting rooms, sound, light, etc Employees are

generally content with their physical surroundings as long as they are safe and

pleasant The majority of workers also place high importance on rest time, location,workplace configuration and cleanliness These are the factors that create feelings ofproductivity and happiness at work

Trang 16

1.2.2.7 Supervisors and coworkers

Supervisors and coworkers were other factors that affect job satisfaction.According to Ehlers (2003), the job content can be raised by the ease and frequency

of communication with supervisors Meanwhile, timely support from supervisors canalso have a positive impact on employee happiness

For most occupations, employees spend more time with their coworkers thanwith their supervisors Job satisfaction is also influenced by the coworkerrelationships of the employees When building relationships with superiors,employees also need the help of coworkers Colleagues who have knowledge andexpertise will make employees feel happy and passionate about their work

1.2.2.8 The self-esteem

As stated in the research by Baron (1991), self-esteem refers to how employeesevaluate their work, and how situations and work experiences affect them Theattitude can be positive or negative depending on the individual’s perspective Peoplewith high levels of self-esteem or positive self-image seem to be happier and morecontent at work

1.2.2.9 Company policy and administration

These are other critical factors contributing to job satisfaction It concernsemployees’ perceptions of the adequacy or inadequacy of management — such as rules,regulations, poor communications, and lack of authority delegation within anorganization Besides, it is necessary to have appropriate policies in salary,allowances, or performance evaluation criteria to avoid unsatisfactory cases

We can see that employees' satisfaction is affected by the mentioned workingconditions, including work itself, compensation, career advancement, recognition,fringe benefit, working environment, supervisors and coworkers, self-esteem, andcompany policy and administration As long as companies satisfy both thephysiological and psychological needs of their employees, there will be morepositivity in the workplace and increased productivity Otherwise, less satisfaction

will cause negativity The following figure illustrates the relationship between

personal background and job satisfaction factors:

Trang 17

Personal background Job satisfaction factors

Gender Work itself

Age E—> Compensation

Level of education Career advancementLength of employment Recognition

Fringe benefit

Working environmentSupervisor & coworkerSelf esteem

Company policy & administration

Figure 1.1: Relationship between personal background and job satisfaction

factors

1.3 Job satisfaction theories

1.3.1 Maslow’s Hierarchy of Needs

Maslow’s hierarchy of needs was proposed by Abraham Maslow in 1943 Wecan see that Maslow's hierarchy of needs is described in the shape of a pyramid withthe greatest and most basic needs at the bottom, and moving hierarchically up tohigher-level needs According to the need hierarchy theory, people develop in asequence from “lower order” to higher order” needs In other words, the need ofindividuals should be satisfied at a ground level before they aspire to the next level ofthe hierarchy

10

Trang 18

ep, clothing, reproduction

Figure 1.2: Maslow’s Hierarchy of Needs

Source: Simply Psychology, 2007

The five levels of Maslow’s Hierarchy of needs involve (1) Physiologicalneeds, (2) Safety needs, (3) Love or belonging needs, (4) Esteem needs and (5)Self-actualization needs

The most fundamental and important needs that must be met for humans tosurvive are their physiological demands Physiological needs include air, food, water,breathing, clothing, reproduction, etc In working conditions, the organizationalfactors that meet these demands might be viewed as adequate payment andcomfortable work

When people have had their basic needs met, these needs no longer controltheir thoughts and actions Therefore, they will have higher needs at the second level

of Maslow’s hierarchy The needs start to become a bit more complex At this level,the needs for security and safety become primary, including security, resources,stability, health, and property In terms of organizational conditions, a comfortableenvironment, fair rules, job security, respectable position, and health insurance are allexamples of factors satisfying these requirements

11

Trang 19

The next level in Maslow’s Hierarchy is social or belonging needs Theyinclude love, interaction, affection, friendship and companionship Friendly andencouraging supervision, opportunities for teamwork, and opportunities forworkplace interaction are organizational elements that meet these demands

The fourth level in Maslow’s Hierarchy is esteem needs When individuals aresatisfied with the lower three demands, the need for self-esteem begins to play a moreprominent role in driving behavior These requirements relate to respect, status,personal values, strength, freedom and self-esteem People prefer to sense that theyare valued by others and feel that they are contributing and giving their best to theworld The organizational factors that satisfy these needs are the spirit of achievement,responsibility, awards and promotions People with self-esteem seem to feel moreconfident and comfortable working with their colleagues In contrast, employees wholack self-esteem may have feelings of inferiority in the workplace

Self-actualization needs are placed on the highest level of the hierarchy.They drive an individual to become what he or she is capable of becoming Theyinclude personal growth, maximum skills, talents, potential, and self-fulfillment.The organizational conditions that provide self-actualization include absorbing jobswith the potential for creativity and growth, risk taking, high achievement, andpersonal progression

In summary, Maslow’s Hierarchy of Needs Model argues that people work tosatisfy their physiological needs first, then their safety needs, and so on, up alongthe “needs ladder” In general, they are motivated by the lowest level of needs thatremain unsatisfied However, needs at one level are not necessary to be completelysatisfied before the needs at the next level are satisfied, and a person may bemotivated primarily by social needs However, any physiological and safety needsthat remain unsatisfied are also important According to Pride (2009), Maslow’shierarchy of needs is regarded to be useful when looking at employee motivation Thebelow figure shows how the Maslow’s hierarchy-of-needs model (left pyramid) can

be translated into a job satisfaction model (right pyramid)

12

Trang 20

Personal growth, self-fulfilment

Achievement, reputation,

self-confidence, authority : Acceptance,

— Physical safety,

| Seletymetives — rotection, lawéorder good social benefits

Drink, food, omfortable

sex, rest

Figure 1.3: Job satisfaction model based on Maslow’s hierarchy of needs

Source: Ingenuity, 2019

1.3.2 Herzberg’s Two-Factor Theory

American psychologist Frederick Herzberg is regarded as one of the greatoriginal thinkers in management and motivational theory This theory was proposed

by him in 1966 Herzberg set out to determine the effect of attitude on motivation,

by simply asking people to describe the times when they felt really good, and reallybad about their jobs What he found was that people who felt good about their jobsgave very different responses from the people who felt bad

The theory has a dual structure comprising hygiene and motivation factors.Herzberg recognized that the factors contributing to job satisfaction anddissatisfaction are quite different However, the two types of factors could not beviewed as opposite to one another

Hygiene factors, or extrinsic motivators, tend to represent more tangible, basicneeds, which are the kinds of needs included in the existing category of needs inthe lower levels of Maslow’s hierarchy of needs Extrinsic motivators include status,job security, salary, and fringe benefits It is important for managers to recognize that

13

Trang 21

failure to provide the appropriate and expected extrinsic motivators will causedissatisfaction and reduce motivation among employees

Working conditionsPossibility of growthCompany policy and ruleSupervisor quality

Coworker relationsJob security

AchievementRecognitionResponsibilityThe work itselfAdvancement

Personal growth According to Herzberg, intrinsic motivators and extrinsic motivators have an inverse relationship That is, intrinsic motivators tend to increase motivation when

they are present, while extrinsic motivators tend to reduce motivation when theyare absent This is due to employees’ expectations Extrinsic motivators (e.g.,salary, benefits) are expected, so they won’t increase motivation when present, butwill cause dissatisfaction when absent On the other hand, intrinsic motivators (e.g.,

14

Trang 22

challenging work, growth potential) can be additional sources of motivation when

they are available

Achievement Working conditions

Recognition Coworker relations

Responsibility Policies and rules

Figure 1.4: Herzberg’s Two-Factor Principles

Source: Lumen Learning

In a nutshell, the level of job satisfaction is determined by both motivationand hygiene factors While motivation can be an intrinsic factor found in anindividual, motivation factors such as proper training and treating employees fairlyand respectfully will help enhance job performance of employees Hygiene factorssuch as income, supervision, job security, and working environment are other aspects

of a job that can make a big impact on an individual

15

Trang 23

Maslow‘s Hierarchy of Need Herzberg’s Two Factors

Work,

‘att represen Content Factors:

Work, that Closely related

“hy, seas P to the work content

and development

Teamwork of personality

Safe work, good social Context Factors:

benefits Highly interrelated

Comfortable and well-paid to the

work work condition

Figure 1.5 Maslow’s Hierarchy of Needs & Herzberg’s Two Factor Model

Source: Ingenuity, 2019

It can be said that context factors are the foundation for job satisfaction andeven have the potential to turn into motivators The figure above shows howHerzberg’s two-factor theory can be compared with Maslow’s hierarchy of needs.The theory of Herzberg received a lot of attention for its ability to explain thepsychological aspect of motivation in a very practical way to engineers andmanagers Herzberg’s model reveals its weakness based on the fact that it was formed

by using the critical incident method and can only be repeated if the same method wasutilized With Maslow, however, adds some insights into the complicatedinterdependence of individuals and groups’ behavior and the job satisfaction aspects

of an organization.

1.4 Previous studies on job satisfaction

Many studies investigated job satisfaction of employees in organizationbased on the Herzberg’s two-factor theory They also focused on many aspects ofemployees in relation to job satisfaction Empirical studies on job satisfaction are asfollows: Luddy (2005) studied the levels of job satisfaction experienced byemployees at a public health institution in the Western Cape region and found thatthey expressed satisfaction with their co-workers, the nature of work and thesupervision they received respectively Opportunities for promotion and payment

16

Trang 24

emerged as major sources of dissatisfaction With the exception of marital status,the relationship between occupational class, race, gender, education level, tenure,age, income and job status with job satisfaction was found to be significant

Satjawarodom (2005) studied employees’ job satisfaction at CUEL Limitedbased on Herzberg’s two-factor theory and found that the employees were satisfiedwith self-achievement, nature of work, working conditions and job security whilethey felt neutral about advancement, company policy and administration, pay andfringe benefits as well as social acceptance The findings did not indicate orestablish a concrete connection between job satisfaction factors and genders ofemployees

Age factors had a definite positive relationship to self-achievement, socialacceptance and company policy and administration Sutjaritpwatskul (2005) studiedpersonal factors of employees of Samnina-SCI Systems (Thailand) Ltd.(Phathumthani) The study based on Herzberg’s two-factor theory showed thatsalary and fringe benefits influenced most of personal factors such as gender, age,education and income Job satisfaction factors related to employees’ workingconditions and needs for achievement were influenced by different genders,education levels and incomes Phupresertsong (2006) studied job satisfactioninfluenced by internal factors and external factors of exempted employees in anelectronics manufacturer The study applied Herzberg’s two-factor theory and itwas found that there were no differences in job satisfaction among employees ofdifferent genders Both male and female employees experienced job satisfaction at

a high level

There was a difference in job satisfaction among employees with differenteducation levels It was found that the ones with high education experienced jobsatisfaction at a higher level than those with lower education Prompoon (2007)studied job satisfaction of medical representatives at Boehringer Ingelheim (Thai)Ltd based on Herzberg’s two-factor theory and found that employees weresomewhat satisfied with their jobs based on the three strong motivator factors,interpersonal relations, recognition, and the work itself The hygiene factors ofinterpersonal relations and supervision contributed significantly to the prevention ofjob dissatisfaction Respondents were least satisfied in the area of salary

17

Trang 25

Sutaroteprajak (2007) studied job satisfaction of employees of the MarketingGroup at Phatra Insurance Public Company Limited The study applied Herzberg’stwo factor theory and it was found that employees had the lowest satisfaction withpay but the highest satisfaction with supervisors or supervision Male employeeswere more satisfied with pay, promotion and supervision than their female

counterparts.

To-Anan (2007) studied the job satisfaction of medical representatives andfound that they had high job satisfaction levels The study was based on Herzberg’stwo-factor theory and it was found that the employees had high job satisfactionlevels because of motivation and hygiene factors Their job satisfaction was found

at high levels in the area of salaries and other financial remuneration, quality ofsupervision, quality of interpersonal relations, working relations, workingconditions, job security, recognition, responsibility, job specification, andachievement Job satisfaction found at moderate levels was in the areas of companypolicy and administration and achievement There was no significant difference injob satisfaction in relation to gender, education and income However, significantdifferences in job satisfaction in relation to age and work experience were found

Kajornkittiyuth (2008) studied employees’ job satisfaction at the OperationDepartment of Intertek Testing Service (Thailand) Limited Applying Herzberg’stwo-factor theory, findings showed that the employees had moderate levels ofsatisfaction in promotion, work itself, and supervision, and high levels of Jobsatisfaction in pay and co-worker There were differences in job satisfaction levelswhen classified by gender, age, education, work experienced, and monthly income

Tiengtrakarnsuk (2008) studied job satisfaction of employees at operationlevel in the Customer Support Department of CS LoxInfo Public Company Limitedbased on Herzberg’s two-factor theory It was found that their overall jobsatisfaction was at a moderate level Job satisfaction was found at high levels in thearea of co-workers and at moderate levels in respect of pay, promotion, supervisionand the work itself There were differences in job satisfaction levels in relation toage, education and monthly income

Thavornranart (2009) studied the job satisfaction of exempt employees in theMaterial Department of Benchmark Electronics (Thailand) Inc and found that their

18

Trang 26

job satisfaction levels were high Job satisfaction was found at high levels in theareas of policy and administration, job description, achievement, recognition,responsibility, quality of supervision, interpersonal relations with others, job securityand working conditions; at moderate levels in the areas of career advancement,salary and benefits The comparison of job satisfaction levels, taking into accountgender, age, education, working experience and salary, showed that the differenceswere characterized by age There were no differences in job satisfaction levels ascharacterized by gender, education, work experience and salary Many studies onjob satisfaction have conclusively come up with different findings However, many

of them have suggested that employee retention and satisfaction are important issuesthat the company’s Human Resources Department has to deal with In this study, thejob satisfaction of MSH employees was determined on the basis of nine factorswhich are work itself, compensation, career advancement, recognition, fringe benefit,supervisor & coworker, working environment, self-esteem and company policy &administration The results would benefit for the company to develop moreeffective strategies to enhance its employee’s job satisfaction and minimize itsemployee turnover rate

1.5 Research Framework

On the basis of previous studies and literature review, the framework below issuggested to identify and measure the factors contributing to employee satisfaction of MSHGroup

Figure 1.6 Proposed research framework

Trang 27

CHAPTER 2: INTRODUCTION OF MSH GROUP

2.1 Background information

MSH Group - formerly known as My Second Home Co., Ltd - was established

in 2015 by Chairman Mr Nguyen Xuan Loc After 7 years of operation, MSH Grouphas been making steady progress, becoming a system of 3 member companies,operating in 3 main areas: Distribution, Investment & Development of real estateprojects MSH Group has a goal to IPO by 2025 and a vision to become the Top 10strategic consulting and development units of real estate projects in Vietnam Themission of MSH is to bring customers the best solutions and high-quality products, tomaintain a good working environment, high income for employees and to create a lot

of value for the community In 2022, MSH Group aims to increase to 1,000 people,operating across 3 regions of Vietnam, bringing together leading experts in the field

of real estate

In addition, MSH Group also focuses on developing its network of operations

in key branches such as Hanoi, Phu Tho, Nha Trang, Ho Chi Minh City and Ca Mau.Not only expanding the scope of activities, MSH Group also continuously improvesservice quality, innovates corporate governance, applies technology to customer datamanagement, etc To provide customers with quality real estate products and effectiveinvestment opportunities

Subsidiary companies

Figure 2.1: Subsidiary companies of MSH Group

Source: MSH Group

20

Trang 28

2.2 The vision, mission and philosophy

Vision: Become the Top 10 strategic consulting and development units of realestate projects in Vietnam, with a scale of 10,000 employees by 2030

Mission:

> Support real estate brokerage services through the application of modern

technology to the sales management process, transparency throughinformation and optimize costs and profits

> Create a cohesive working environment like a family, professional, transparent

about mechanisms and policies

> It is the convergence of the top self-made billionaires in Vietnam

Figure 2.2: Organizational structure of MSH Group

Board of Supervisors }—>}_ Board of Directors

J

CEO [—>|_ Manager General

Human Marketing Geiss Finanee and 2S)

User support & }>| Policy § SEO Client Service Accounting Benservice

IT Internal After-sales Financial Product

Management [|Communica! tion | (event | support | Plannin: g Development

IT Security }>| Recruiment >| Digital

>| Training >| Media

Source: MSH Group

21

Trang 29

- Board of Directors: The Board of Directors is an agency with full powers

and all rights on behalf of the Company except for those belonging to the General

Meeting of Shareholders The Board of Directors has the following rights andduties: To decide on the annual production and business development plan;Determine operational objectives on the basis of strategic objectives approved bythe General Meeting of Shareholders; Appointing and dismissing companymanagers at the request of the CEO; Decide on the organizational structure of theCompany; Proposing the types of shares that can be issued and the number ofshares to be issued according to each type; Appointing, removing or dismissing theGeneral Director or a manager or representative of the Company when the Board ofDirectors considers it to be in the best interests of the Company; Other rights andduties in accordance with the Company's Charter

- Board of Supervisors: Board of Supervisors is an agency directly under theGeneral Meeting of Shareholders, elected by the General Meeting of Shareholders.The Board of Supervisors is responsible for checking the rationality and lawfulness

of business operation activities and financial statements of the Company The Board

of Supervisors operates independently from the Board of Directors and the GeneralDirector The Board of Supervisors has the following rights and duties: To proposethe selection of an independent auditing company and all issues related to thewithdrawal or dismissal of the independent audit firm; Discuss with the independentauditor the nature and extent of the audit prior to initiating the audit; Seekindependent professional or legal advice and ensure the involvement of externalexperts with relevant experience and qualifications in the work of the company;Check annual, six-monthly and quarterly financial statements before submittingthem to the Board of Directors; Discuss difficult issues and outstanding findingsfrom the mid-term or final audit results as well as any issues that the independentauditor wishes to discuss; Review the management letter of the independent auditorand the company management's feedback; Other rights and duties in accordancewith the Company's Charter

- CEO: CEO is appointed by the Board of Directors, running and managing allproduction and business activities of the Company CEO has the following rightsand duties: To implement the resolutions of the Board of Directors and the GeneralMeeting of Shareholders, the Company's business plan and investment plan

22

Trang 30

approved by the Board of Directors and the General Meeting of Shareholders; todecide all issues that do not require a resolution of the Board of Directors, includingsigning financial and commercial contracts on behalf of the company, organizingand operating daily business activities of the company; to propose the number andtypes of managers that the company needs to hire for the Board of Directors toappoint or dismiss when necessary in order to apply the activities and goodmanagement structures proposed by the Board of Directors; to suggest the Board ofDirectors to decide on the salary, remuneration, benefits and other terms of the laborcontract of managers; to submit to the Board of Directors for approval a detailedbusiness plan for the next financial year on the basis of meeting the requirements ofthe appropriate budget as well as the five-year finance plan; to implement the annualbusiness plan approved by the General Meeting of Shareholders and the Board ofDirectors; to propose measures with the aim of improving the operation andmanagement of the Company; Other rights and duties in accordance with theCompany's Charter

- Other departments: Legislation Department; Human Resources Department;Marketing Department; Sales Department; Finance and Accounting Department;R&D Department; IT Department

2.4 Features of human resources

Table 2.1: Features of human resources of MSH Group from 2019 — 2021

Trang 31

MSH Group is an emerging property company, gradually asserting its position

in the field of real estate From 2019 to 2021, the total number of employees at MSHincreased significantly by 61.1%, with 785 workers at the Head Office and three otherbranches

The ratio between indirect and direct workers fluctuated from 30% to 35% issaid to be reasonable, but still depending on the size and field of the company

Recently MSH has implemented changes in the structure of human resources policies,

leading to the fact that within 3 years, the percentage of the indirect workforce hasdeclined by almost 4% while that of the direct workforce was reported to increase to

more than 61%.

Moreover, there is a change in the structure of employees in terms of the level

of education In 2019, workers with lower than Bachelor’s degrees made up the mostsignificant percentage with around 55% However, in 2021, the majority of employeesreported to be those with Bachelor’s degrees (56.1% to be exact)

In terms of age, it can be seen that the two first groups, 21-30 years and 31-40years old, accounted for a remarkable proportion with 38.5% and 34.8% respectively

24

Trang 32

There are also more than 20% of workers aged 41-50 while the population of workersover 50 years old is the least with 6.1%

Regarding gender, in 2019, the number of male employees in MSH Group was

340 people, accounting for nearly 71% and this figure continued to increase to 73.2%

in 2021 This is explained by the characteristics of the real estate sector andmanufacturing industry as well Although the number of employees is still not enough

to meet the demands of the market, the structure is quite stable to ensure that the

organization can achieve its production goals.

25

Trang 33

CHAPTER 3: RESEARCH METHODOLOGY

3.1 Research participants

A total population of 635 employees is working in Head Quarter in Hanoi and

150 employees in different branches of MSH Group Out of the total population, 120employees working in the Head Quarter are provided with the standardizedquestionnaire The reason behind this selection is that majority of the employees of

MSH are working in Hanoi and all the youths transfer their higher studies to the

capital city with a lot of expectations and hopes that they get better opportunities inHanoi The questionnaires are distributed among the employees working in differentdepartments, such as Sales, Marketing, Legislation, Human Resources, R&D, Finance

& Accounting, and IT

3.2 Research Instruments

A questionnaire was used as the main instrument to collect data from therespondents It was written in English and translated into Vietnamese for theinformants The questionnaire was divided into two parts:

Part 1: Personal BackgroundThe participants were asked to provide personal background information,regarding their gender, age, level of education, and length of employment in MSHGroup

Part 2: Factors contributing to job satisfaction

A series of questions were designed to assess the degree of job satisfaction ofMSH workers These factors are work itself, compensation, work advancement,recognition, fringe benefit, working conditions, supervisors and co-workers, self-esteem, and company policy and administration Each question was in a form of astatement that required a response indicating the degree of satisfaction by means of a

Likert Scale:

Scale 5: Strongly agreeScale 4: Agree

Scale 3: ModerateScale 2: Disagree

26

Trang 34

Scale 1: Strongly disagreeBesides, there are also open-ended questions that cannot be answered with a

"yes" or "no" response, or with a predetermined set of responses Instead, participantscan provide answers in their own words It will be useful when asking forrecommendations and solutions to some problems

In addition, participants will proceed with observation with the purpose ofbuilding stereotypes and theories based on individuals' opinions The personnel atMSH Group provided the researcher with many comments, suggestions, and feedbackthroughout my internship

Furthermore, this study also includes information provided by the HumanResource Department of MSH Group along with the data synthesized and analyzedfrom textbooks, journals, articles, and existing research on related topics

3.3 Data Collection

The following steps were respectively conducted to collect data:

Step 1: Design the questionnaire items based on the purposes and scope of theresearch

Step 2: Use Google Form to create an online questionnaireStep 3: Deliver the questionnaire to a population of 120 employees through 3main channels, which are Zalo, Viber, and Facebook The online survey began to bedistributed in October 2022 in two weeks The questionnaire was valid untilapproaching 120 employees of MSH Group

Step 4: Collect all the answers

Step 5: Analyze the responses collected.

3.4 Data Analysis Procedures

The collected data from 120 informants will be calculated into mean andillustrated in the form of charts, tables, and descriptive figures

First, descriptive statistics were used to examine the data from the first section

of the questionnaire The aim was to identify the demographic characteristics of theparticipants Following that, the statistics were translated into frequency and

percentage.

27

Trang 35

Next, the statements about the 9 job satisfaction factors in the second part ofthe questionnaire were calculated for mean score The Likert scale was adapted tothis questionnaire and the mean scores were interpreted as follows:

Score Range Level of Job Satisfaction

1-1.8 Lowest1.8 — 2.6 Low2.6 — 3.4 Moderate3.4-4.2 High

4.2—5 Highest

28

Trang 36

CHAPTER 4: FINDINGS & ANALYSIS

This chapter presents the research findings The presentation comes in threeparts: demographic characteristics, job satisfaction levels, and levels of jobsatisfaction classified by demographic characteristics

4.1 Demographic Characteristics

This part covers the demographic characteristics of the 120 participants whowere employed on a full-time basis and working in the head office at the time ofconducting the survey The demographic information includes gender, age,educational background, and length of employment The data are shown below

Figure 4.1: Gender of participants

Tiêu đề	A Study on Some Factors Contributing to Employees’ Job Satisfaction of MSH Group
Tác giả	Hoang Thu Hien
Trường học	National Economics University
Chuyên ngành	Business English
Thể loại	graduation project
Năm xuất bản	2022
Thành phố	Hanoi

Định dạng
Số trang	73
Dung lượng	13,58 MB