Chuyên đề tốt nghiệp: The impact of job satisfaction on job performance of the academic department on a joint stock company in hanoi and some recommendations

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NATIONAL ECONOMICS UNIVERSITYFACULTY OF FOREIGN LANGUAGES

BUSINESS ENGLISH DEPARTMENT

THE IMPACT OF JOB SATISFACTION ON JOB

PERFORMANCE OF THE ACADEMIC DEPARTMENT ON A

JOINT STOCK COMPANY IN HANOI AND SOME

Hanoi, April 2023

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NATIONAL ECONOMICS UNIVERSITYFACULTY OF FOREIGN LANGUAGES

BUSINESS ENGLISH DEPARTMENT

THE IMPACT OF JOB SATISFACTION ON JOB

PERFORMANCE OF THE ACADEMIC DEPARTMENT ON A

JOINT STOCK COMPANY IN HANOI AND SOME

Instructor: Ass Prof Dr Pham Thi Thanh Thuy

Hanoi, April 2023

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Nguyen Phuong Linh — 11196352 — Business English 61A

First and foremost, I would like to express my deepest gratitude to my researchsupervisor, Ass Prof Dr Pham Thi Thanh Thuy for her dedicated guidance,professional advice, and for her unconditional help with the proofreading andediting of the paper Without her invaluable guidance, the thesis would be far from

Secondly, I would also like to thank lecturers at the National EconomicsUniversity, especially lecturers in the Faculty of Foreign Languages who have

imparted knowledge to me over the last four years and have provided me with

essential and sufficient background knowledge and theory in both the linguisticsand business fields in preparation for my career orientation, which has greatlyaided my project completion.

Thirdly, I would like to send my warmest thanks to all staff at Hamia OnlineTechnology and Education Joint Stock Company who have supported me in theinternship process and help me to complete the thesis No word comes closeenough to describe my gratefulness for my leader Miss Nguyen Cong Thuy Linh(Head of Academic Department) and my co-workers working in the company for

providing me with all the information that I need for the thesis.

Finally, I especially give my heartfelt thanks to my family and my dearest friendswho always support me and motivate me through the process of doing this thesis.Without their encouragement, the thesis would have probably fallen behind

schedule.

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TABLE OF CONTENTS

LIST OF ABBREVIA TIONS - ng HH HH Hy 1LIST OF TABLES AND FIGURRES - Ghi, ilINTRODUCTION 0117 aăầ 1CHAPTER 1: INTRODUCTION OF HAMIA ONLINE TECHNOLOGY

AND EDUCATION JOINT STOCK COMPANY cceeiee 5

1.1 HAMIA ONLINE TECHNOLOGY AND EDUCATION JOINT STOCK

60 9)/12.0 801117 5

LL.D Company profile HH HH hệt 5

1.1.2 Vision - Mission - Value Ghi erkrerree 5L.1,3 Operating NiStOry na .Ềe 6T.I.4 Organizational Structure Ă SH HH rry 71.2 Information about the Academic Department of HAMIA - 81.2.1 Brief introduction of the Academic Department of HAMIA 81.2.2 Structure of Academic Department cceccccescceesecesceceteeeeneeesneeesneseaeeeses 91.2.3 Tasks of Academic employee in the Academic Department ++ 9CHAPTER 2: LITERATURE REVIEW AND CONCEPTUAL

FRAMEWORK OF JOB SATISFACTION AND JOB PERFORMANCE 112.1 Theoretical literature review nghiệt 11

2.1.1 Definition of Job SAatisfACtion ccccescccesceseeceseeeeneeessecenceceseeseaeeeseeeaes 11

2.1.2 Definition of JOD Performance SG he 122.1.3 Factors affecting Job Satisfaction ằ- cà ssesseekeseeessee 122.1.4 Dimension of Job PerfOrmance cccccccscccccsscccessseeeeeeeeesnseeesseeeessseesenaaes 132.1.5 Determinants Of Job PerfOrMance sccccscccesccessesenseeesseeesscessesesseesssenaes 152.1.6 Relationship between Job satisfaction and Job performance 15

2.2 Conceptual framework «kh HH ng ngư 20

CHAPTER 3: THE IMPACT OF JOB SATISFACTION ON JOB

PERFORMANCE OF THE ACADEMIC DEPARTMENT ON A JOINT

STOCK COMPANY IN HANOOI - - Ăn TH HH9 HH re 223.1 Factors affecting employee's Job safIsfacfIOn «5+ <c+ssssves 22

3.1.1 Employee’s satisfaction from the amount of pay and financial

COMPENSATION Gv HH HH nh 223.1.2 Employee’s satisfaction with opportunities of being promoted 23

3.1.3 Employee’s satisfaction in relation with their co-workers 243.1.4 Employee’s satisfaction in relation with their superViSOF 25

3.1.5 Employee's satisfaction with the work I1selƒ « -««<<s<+<s<+ 26

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3.2 The impact of employee's Job satisfaction on Job performance 27CHAPTER 4: RECOMMENDATIONS TO IMPROVE EMPLOYEES’

JOB SATISFACTION AND JOB PERFORMANCE à 294.1 Summary of the findings 2.0.0 eee eeseeececeseeeeeceseeeeseeceaeeeeaeceseeceeeeeneeneaees 29

4.2 RECOMMENAALIONS - - + + 1x 1919911 ng rry 29

CONCLUDSION - LH HH ng ng HH Hệ 31LIMITATIONS OF THE STUDY - G2 nnnHngngn g rưy 32APPENDIX 02 4133 1

300401001 5

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LIST OF ABBREVIATIONS

HAMIA ONLINE TECHNOLOGY AND EDUCATION

JOINT STOCK COMPANY

Science — Technology — Engineering — Mathematics

Information technology IT

Human resources HR

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LIST OF TABLES AND FIGURESTable 2.1 Academic intern tasks

Table 2.2 Academic intern requirementsTable 2.3 Academic intern benefits

Table 3.1 The impact of employee's Job satisfaction on Job performance

Figure 1.1 Organization chart of HAMIA

Figure 1.2 The percentage of students renewing their English courses at HAMIA

in the 2018-2022 period

Figure 1.3 The diagram of Academic Department structure

Figure 2.1 Conceptual frameworkFigure 3.1 Satisfaction from pay

Figure 3.2 Satisfaction from promotionFigure 3.3 Satisfaction from co-workersFigure 3.4 Satisfaction from supervisor

Figure 3.5 Satisfaction from the work itself

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INTRODUCTION1 Research Background

Area of job satisfaction is mostly studied and a popular subject in the literature oforganizational behavior and psychological research Work satisfaction, factorsaffecting work satisfaction, and results of job satisfaction have all received an

enormous amount of emphasis in recent years.

Organizations need to accomplish their objectives, have competitive benefits, andmaintain sustainability When it comes to achieving success, employees are one ofthe main resources and the internal stakeholders of an organization.

Many organizational behavior scholars, employees, and managers agreed that job

satisfaction is important to an organization According to Frank (1978), Jobsatisfaction has been linked to productivity, motivation, absenteeism and tardiness,accidents, mental health, physical health, and general life satisfaction.

Numerous studies revealed that a variety of factors, including the job itself,company policies and practices, advancement, pay, rewards, challenge, workgroup, work status, coworkers, creativity, moral values, flexibility in enrichment,leadership style, recognition, responsibility, job safety and security, social status,supervision, variety, working conditions, and the degree of transparency in thecompany, all have an impact on job satisfaction.

Divya (2013) states that job performance is commonly chosen for researching, yetpoorly defined concept in industrial and organizational psychology that deals with

the workplace It most commonly refers to whether a person performs their job

well and it is an extremely important criterion that relates to organizationaloutcomes and success.

Job performance is a multi-dimensional concept, and the overall individualperformance will affect the organizational performance Job satisfaction and jobperformance are both subjects in organizational behavior and human resourcemanagement The relationship between job satisfaction and performance is stillcontroversial It is unknown whether the relationship between job satisfaction andjob performance has been studied here in Vietnam and particularly in the

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technology and education industry Therefore, this study’s intention is to discuss

the impact of job satisfaction on job performance in a joint stock company in

Hanoi, Vietnam.

2 Research Objectives

The general objective of the study is to determine the impact of job satisfaction onemployee’s job performance at HAMIA.

The specific objectives of the study are:

(1) Identifying the determinant affecting HAMIA academic employees’ jobperformance.

(2) Determining whether there is a positive or negative relationship between thejob satisfaction and performance of academic employees at HAMIA.

(3) Fiding out some ways to enhance HAMIA employees’ job satisfaction and job

3 Research Scope

(1) Impacts of Job Satisfaction on Job Performance

(2) Research scope: Only focuses on Academic employees at HAMIA(3) Contents: Job satisfaction, job performance

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facing job satisfaction and performance, whether they faced it with someone, or ithappened to them personally The sample size of this work was 29 employees.

Data collection was done using an online survey questionnaire The questionnaire

comprised three parts, which were demographics, job satisfaction, and jobperformance The response was recorded based on the 5-point Likert scale.

e Scale 1: Strongly disagreee Scale 2: Disagree

e Scale 3: Neutrale Scale 4: Agree

e Scale 5: Strongly agree

Data analysis was carried out using a basic percentage statistical analysis approach.6 Organization of the Study

The study consists of four main chapters:

Chapter 1: Introduction of Hamia Online Technology and Education JointStock Company

The general information about Hamia Online Technology and Education JointStock Company and Academic department would be in this first chapter.

Chapter 2: Literature review and conceptual framework of job satisfactionand job performance

The second chapter explores the theoretical foundation of the concept of jobsatisfaction and job performance, including definitions and the relationship

performance.

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Chapter 4: Recommendations to improve employees’ job satisfaction and job

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CHAPTER 1: INTRODUCTION OF HAMIA ONLINE TECHNOLOGYAND EDUCATION JOINT STOCK COMPANY

1.1 HAMIA ONLINE TECHNOLOGY AND EDUCATION JOINT STOCK

Some general information of HAMIA ONLINE., JSC are listed below:

e International Name: HAMIA ONLINE TECHNOLOGY ANDEDUCATION JOINT STOCK COMPANY

e Vietnamese Name: CONG TY CO PHAN CONG NGHE VA DAO TAO

TRUC TUYEN HAMIA

e Abbreviation Name: HAMIA ONLINE., JSC

e Address: 2nd floor, 66 Truong Cong Giai, Dich Vong Ward, Cau GiayDistrict, Hanoi City, Vietnam

e Operation Date: 2016-11-21

e Website: https://ispeak.englishplus.vn/vie Email: info@ispeak.vn

1.1.2 Vision - Mission - Value1.1.2.1 Vision

According to the company’s website, with the aspiration to pioneer in applying 4.0

technology to the field of education and training, HAMIA has become the leadingonline English and Informatics training solution provider system for studentsacross the country and overseas HAMIA is proud to be one of the only onlinetraining systems that applies AI technology in teaching activities to improveteaching and learning quality, and optimize students’ learning time, supporting

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them to choose suitable teachers and learning methods with cost-effective and high

efficiency HAMIA is increasingly affirming its position as a strong andprofessional organization, as well as gaining more and more trust with all

customers and becoming the first choice of students and parents around the nation.

1.1.2.2 Mission

As stated on the website of the company: Accompanying and winging dreams withgenerations of students, contributing positively to the development of thecommunity and society, HAMIA’s missions are to bring a flexible and effectiveonline learning model, with high-quality learning programs, low cost and flexibletime, giving everyone the opportunity to learn, access and satisfy their passion forthe languages and informatics.

Every decision made by HAMIA is driven by “Customer Centricity” Employees

are driven to think and act at the quickest possible speed because of a persistent

desire and passion for “Creativity” in order to motivate and carry out commitments

with “Reliability”.

1.1.3 Operating history

According to internal documents of the company, the development stages of

HAMIA are listed below:

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e 2015: Starting building the first version learning website (version 1) and

management processes with a limited number of employees Cooperatingwith Philippine partners in recruiting and managing teachers Testing thesystem’s operation and welcoming the first students.

e 2017: Building an upgraded version website (version 2) with various new

features and improvements Providing free Openclass to the community.

e 2018: Expanding personnel, offices, and branches in Ho Chi Minh City, and

accomplishing the process for all new operations.

e 2019: Replicating the effective 1 teacher - 1 student model nationwide with

a modest number of 10,000 students along with 100 Asian and Nativeteachers full of extensive teaching experience.

e 2020: Focusing on research and development of the system's own e-learning

platform with the application of AI technology.

e 2021: Launching a separate online learning platform Hamia Meet with the

application of AI technology along with the acceleration in size and numberof students.

e 2022: Building the latest website (version 3) applying state-of-the-art

1.1.4 Organizational structure

HR & Aven ters Customer

Accounting Training Center Support IT Department

Figure 1.1 Organization chart of HAMIA

(Source: Internal documents of the company)

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1.2 Information about the Academic Department of HAMIA

1.2.1 Brief introduction of the Academic Department of HAMIA

The academic department is one of the company’s core departments, created in

2018 after the company was established for more than two years, where peoplehaving a deep understanding of the English language as well as the ability to useadvanced technology, knowing how to properly apply artificial intelligence toEnglish lessons gather With five years of experience, the department hasdemonstrated an excellent role in working with teachers as well as students,increasing the rate of students renewing each year.

The percentage of students renewing their English coursesat HAMIA in the 2018 - 2022 period

30% 28% 28%

" 25% 24%

2018 2019 2020 2021 2022

Figure 1.2 The percentage of students renewing their English courses at

HAMIA in the 2018-2022 period

(Source: Internal documents of the company)

The bar chart shows the proportion of students decided to take another English

course at HAMIA after finishing their first one during the period between 2018

and 2022.

In general, the company witnessed a significant increase in the percentage ofstudents renewing their English courses during the given period.

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In 2018, there were 25% of the students choosing this center to continue their

English learning process This rate went up marginally to nearly 30% in the

following year However, in 2020, it dropped to only 24% (1% smaller than the

former proportion) The year 2022 saw a sharp acceleration in the percentage ofpupils enrolling in another English course at Hamia by 11%.

1.2.2 Structure of Academic Department

Figure 1.3 The diagram of Academic Department structure

(Source: Internal documents of the company)1.2.3 Tasks of Academic employee in the Academic Department

Cited in TopCV.vn, an Academic employee in the Academic Department ofHAMIA will take on the following tasks: Managing teachers: In charge of training,

assigning, and evaluating work performance of the teachers; Being in charge ofthe work related to the curriculum, designing English courses; Recruiting andcoordinating teachers (Academic English: IELTS/TOEIC/TOEFL iBT );Managing student care: resolving complaints, questions related to professionalteaching issues, course quality brainstorming ideas and assigning

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implementation programs; Researching, developing the products, improving the

quality of courses, and the process of assessing the teaching’s quality; Doing other

tasks as assigned by the Head of the Department.

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CHAPTER 2: LITERATURE REVIEW AND CONCEPTUAL

FRAMEWORK OF JOB SATISFACTION AND JOB PERFORMANCE2.1 Theoretical literature review

2.1.1 Definition of Job Satisfaction

According to Wikipedia, Job satisfaction or employee satisfaction is a measure ofa worker's satisfaction with their job, whether they like the job or the personal

aspects or the job’s aspects, like nature of work or supervision Job satisfaction can

be measured by cognitive (evaluation), affective (or emotional) and behavioralcomponents The researchers also note that job satisfaction measures differ in theextent to which they measure job emotion (job satisfaction) or job perception.

One of the most widely used job satisfaction’s definition in research is Locke’s.Locke (1976) defined job satisfaction as a pleasurable or positive emotional state

resulting from the appraisal of one’s job or job experience This Locke (1976)comprehensive definition creates a question in mind that how one’s job is

Hulin and Judge (2003) have noted that job satisfaction consists of

multidimensional psychological responses to an individual's job and these

individual responses have cognitive (evaluation), affective (or emotional) andbehavioral components The job satisfaction scale varies in how much they valuetheir feelings about the job or their understanding of the job Job satisfaction is acareless construct on behalf of an emotional feeling individuals have about theirwork Thus, emotional job satisfaction for individuals reflects the degree ofpleasure or happiness their work causes in general.

According to Robbins (2009), the term job satisfaction refers to an individual’s

general attitude toward his or her job A person with a high level of job satisfactionholds positive attitudes toward the job, while a person who is dissatisfied with his

or her job holds negative attitudes about the job Robbins’s (2009) definition

contains job satisfaction as the general view of attitude toward job.

From the definitions above, job satisfaction can be summarized as the emotion,feeling, belief and behavioral segment of an attitude towards job and variousaspects of job.

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2.1.2 Definition of Job Performance

In this day and age, organizations are facing with many dynamic challenges thatexist in the global business environment Among the challenges of businessorganizations are related to the question of how to ensure task performance cancontinue to be maintained by ensuring employee satisfaction related to theconstantly changing and evolving environment so that the organization canachieve what the goal is and still exist in competition To improve performance,businesses must meet the needs of their employees by providing good working

Jex (2002, p.88) asserted that job performance at the most general level can be

defined simply as all of the behavior’s employees engage in while at work Jex(2002) continually stated that this is imprecise definition because employees oftenengage in behaviors at work that have little or nothing to do with job specific tasks.

On the other hand, if job performance confined only to behaviors associated with

task performance, much productive behavior in the workplace would be excluded.According to Cambell cited in Jex (2002), job performance represents behaviorsemployees engage in while at work However, such behaviors must contribute toorganizational goals in order to be considered in the domain of job performance.Performance is described as a function of an individual's talent, skill, and effort in

a particular situation, according to Porter and Lawler, cited in Pushpakumari(2008) According to Porter and Lawler's definition, job performance includesaptitude, aptitude for the task, and effort According to Pushpakumari (2008), inthe short term, an employee's skill and abilities are relatively stable Performanceis defined as the amount of effort an employee puts into their work, and more effortyields better performances.

Therefore, job performance is behaviors expected to organizational goalaccomplishment from employees and is a function of outcome.

2.1.3 Factors affecting Job Satisfaction

Different literature showed that there are different factors that affect jobsatisfaction Some of the factors are personal and some of others are organizationalfactors.

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George and Jones (2008) stated four factors that affect the level of job satisfactiona person experiences: personality, values, the work situation and social influence.

In addition George and Jones (2008) stated that the work situation includes the

work itself, co-workers, supervisors and subordinates, physical working condition,working hours, pay and job security According to George and Jones (2008) workitself is the most important factor and source of job satisfaction.

“An extensive review of the literature indicates that the more important factorsconducive to job satisfaction are mentally challenging work, equitable rewards,

supportive working condition and supportive colleagues” (Robbins, 2009).

Robbins (2009) includes pay and promotion in equitable reward facet and did notstate about supervisor as factor while George and Jones (2008), Luthans (2005)and Opkara (2004) states supervision as one factor.

According to Luthans (2005), there are many variables that affect job satisfaction,and throughout time, five categories have been found to be the most significantaspects of a job that elicit affective reactions from employees These elementsinclude the actual work itself, compensation, chances for advancement,supervision, and coworkers.

In the conceptual framework study, Opkara (2004) stated that job happiness isinfluenced by work, compensation, supervision, promotion, coworkers, andoverall, and that job satisfaction is positively associated to personal aspects such

as gender, education, experience, and management level.

Sowmya and Pancanatham (2001) also showed that pay and promotion,organizational aspect, supervisor behavior, job and working condition and co-worker behavior are factors influencing job satisfaction of employees in Chennai,India.

For this study the author gives much emphasis to the work related factors thatdetermine job satisfaction even tough other organizational and personal factorsaffect job satisfaction Therefore, the author took five factors that influence jobsatisfaction which are work itself, pay, promotion opportunities, supervision andco-workers.

2.1.4 Dimension of Job Performance

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Milkovich and Widgor (1991) note that some researchers have focused on defining

job performance in terms of outcomes, while others have looked at job behaviors,

and still others have looked at personal characteristics like conscientiousness or

leadership orientation as correlates of effective performance Additionally,according to Milkovich and Widgor (1991), job performance is the result of acomplicated web of interrelated elements, some of which are related to the job,others to the employee, and still others to the environment.

Motowildo (2003) contends that performance should only be linked to actions thathave the potential to influence the achievement of organizational goals rather thanthe outcome of those actions because there are situational opportunities andconstraints that can influence desired organizational outcomes without necessarily

influencing an individual's performance behaviors.

According to Murhy (1989), who is cited by Sulaiman, Alsafir, and Ahmad (2013,p.7), performance definitions should put an emphasis on behaviors rather than

outcomes because doing so could encourage employees to find the quickest wayto get the desired result, which would likely be bad for the organization because

other crucial behaviors would not be carried out.

According to Motowildo (2003), who cited Campbell (1990), there are eightbehavioral dimensions of performance: job-specific proficiency, non-job-specifictask proficiency, written and oral communications, demonstrating effort,maintaining personal discipline, promoting peer and team performance,

supervision, and administration.

There are task performances and non-task performance behaviors that lead to

expected organizational value, according to Campbell's (1990) behavioraldimensions.

According to Sonnentag, Judith, and Spychala (2008), task performance refers tomeeting the conditions of the employment contract, while contextual performancerefers to actions that support the organizational, social, and psychological

environment without directly affecting organizational performance.

Moreover, Sonnentag, Judith, and Spychala (2008) noted that of the eight criteriaidentified by Campbell (1990), five are related to task performance: competence

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not related to a job competence in a certain task, oral and written communication

skills, supervision, and management/administration.

The five types of contextual activities described by Borman and Motowidlo(1993), cited in Motowildo (2003), are: volunteering to carry out task activitiesthat are not formally a part of the job; persevering with extra zeal or effort whennecessary to complete one's own task activities successfully; helping others; andcollaborating with others, adhering to organizational policies and proceduresdespite personal inconvenience, and endorsing, defending, and upholding

organizational goals are all examples of cooperation.

For this study task performance and contextual performance behavioral dimensionof job performance will be used as dimension of job performance.

2.1.5 Determinants of Job Performance

Declarative knowledge, procedural knowledge and competence, and motivationare the three factors that are thought to influence job performance, according toCampbell (1990), referenced in Motowildo (2003, p 50) Declarative knowledgeis the knowledge of facts, principles, and procedures; procedural knowledge and

skill is the ability to carry out what should be carried out and is a combination ofknowing what to do and actually being able to do it; motivation is the combination

of the decision to exert effort, the decision of how much effort to exert, and thedecision of how long to continue exerting effort.

Campbell's (1990) theory that cognitive capacity is a better predictor of taskperformance and personality traits like extraversion, agreeableness, andconscientiousness are a better predictor of contextual performance is alsoincorporated by Motowildo (2003, p 50) Performance on tasks and in a given

work environment is directly influenced by knowledge, abilities, and work habits.

Furthermore, according to Motowildo (2003, p 52), theoretical and empirical

reports in the performance literature are convergent on a general model of

performance that identifies factors like knowledge, skill, motivation, and habits asdirect determinants of the expected value of an individual's behaviors over time orjob performance.

2.1.6 Relationship between Job satisfaction and Job performance

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2.1.6.1 Impact of pay on Job satisfaction and performance

Pay sometimes refers to salary or wages is a way of periodic remuneration toemployees in the organization, those employees which are in full-time, part-time

employment agreement, where employer compensate employee, according to job

specification and job description, salary may be quite best for every human, inview of fact that it provide them similar amount of buying ability.

Money, according to Luthans (2005), plays a crucial role in satisfying people'shigher-level demands in addition to assisting them in meeting their basic needs.

Robbins (2009) also stated that satisfaction is likely to occur when pay is perceivedas fair based on job needs, individual skill levels, and community pay standards.

“Pay has significant impact on job satisfaction and performance especially whenemployees seek pay systems that are perceived as just, unambiguous, and in linewith their expectations” (Funmilola, O., Sola, K., and Olusola, A., 2013).

Tesema and Soeters (2006) discovered that pay significantly affects performanceand work satisfaction.

According to Opkara (2004), lower wages were correlated with lower levels ofsatisfaction, which in turn led to poorer morale, subpar performance, andultimately lower production.

2.1.6.2 Impact of promotion opportunities on Job satisfaction and performance

Promotion is an important issue, not only in the selection of the right people in theright place but also a boost for leaders to plan a policy of the field of personnel ofmotivating subordinates to develop themselves to achieve.

Promotion is an occurrence of labor transferred from a higher position in wages,responsibilities, and organizational levels According to Sikula (2000) as follows

"Technically, a promotion is a movement within towards an organization of oneposition of another that involves either an increase or an increase in status."

Understanding of the above definition that technically promotion is a movementtowards an organization of one position of another that involves both wage andstatus increases Promotion will provide an important role in every employee

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