INTRODUCTION OF HAMIA ONLINE TECHNOLOGY
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 people having a deep understanding of the English language as well as the ability to use advanced technology, knowing how to properly apply artificial intelligence to English lessons gather With five years of experience, the department has demonstrated 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 courses at HAMIA in the 2018 - 2022 period
Figure 1.2 The percentage of students renewing their English courses at
(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 of students renewing their English courses during the given period.
Nguyen Phuong Linh — 11196352 — Business English 61A
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 of pupils enrolling in another English course at Hamia by 11%.
LITERATURE REVIEW AND CONCEPTUAL
THE IMPACT OF JOB SATISFACTION ON JOB
Employee’s satisfaction in relation with their co-workers
Morale in my department is high My co-workers are friendly and People with whom | work or meet supportive in connection with my work are good.
Mstrongly disagree mdisagree neutral Magree strongly agree
Figure 3.3 Satisfaction from co-workers
The chart represents the satisfaction from co-workers of academic employees at HAMIA Generally, employees here are inclined to strongly agree with this element.
Specifically, the majority of respondents strongly agree with all three descriptions given in the survey questionnaire which are ‘morale in my department is high’,
“my co-workers are friendly and supportive’, ‘people with whom I work or meet in connection with my work are good’ with 41%, 97% and 89% respectively In the contrary, there is no employees disagree or strongly disagree with this element.
Nguyen Phuong Linh — 11196352 — Business English 61A
From this result, it can be concluded that co-workers significantly affect HAMIA’s academic employees’ job satisfaction and affect in a very positive way.
Employee’s satisfaction in relation with their superViSOF 25 3.1.5 Employee's satisfaction with the work I1selƒ ô -ôô<<s<+<s<+ 26
My supervisor supports My supervisor provides My supervisor promotes My supervisor me enough at work me with suggestions on an atmosphere of appreciates my excellent how to improve teamwork work
Mstrongly disagree Mdisagree neutral Magree M®strongly agree
The given chart illustrates the satisfaction from supervisor of academic employees at HAMIA In general, employees working here tend to agree or strongly agree with this element.
On the one hand, up to 86% of respondents strongly agree that their supervisor is supportive at workplace and 62% of them strongly agree they are appreciated by their excellent work On the other hand, no staff agree that they are dissatisfied with their supervisor.
There are 76% agree that their supervisor provide them recommends on how to improve, followed by 17% neutral and 7% strongly agree Moreover, more than a half of respondents agree that their supervisor promotes an atmosphere of teamwork However, there are still employees disagree with this, the rate for this opinion is only 10%.
Nguyen Phuong Linh — 11196352 — Business English 61A
To summarize, supervisors also play an important role in deciding HAMIA Academic employees’job satisfaction This impact is inclined to a relatively positive side.
3.1.5 Employee's satisfaction with the work itself
Satisfaction from the work itself
My job is interesting My job is mentally challenging The amount of work expected of with a variety of job me is reasonable responsibilities
Mstrongly disagree disagree neutral Magree I#strongly agree
Figure 3.5 Satisfaction from the work itself
The final chart presents the satisfaction created from the work itself Looking at the chart we can see that the answers from respondents are very different among three descriptions of the element.
Being asked whether the job itself is interesting, most of the employees (69%) answer they neither agree nor disagree but stay neutral A smaller percentage of them agree (17%) and strongly agree (14%).
There are up to 90% of academic staff strongly agree that their job is challenging, and it requires them to have so much responsibility The rate for strongly disagree is only 3%
At the same time, a huge proportion of employees (72%) agree that the amount of work is unreasonable, follow by 14% of respondents strongly disagree By contrast, only 6% in total think that their workload is reasonable.
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These statistic shows that the work itself do have influence on academic employee’s job satisfaction at HAMIA However, the impact here is negative.
3.2 The impact of employee's Job satisfaction on Job performance
To see the effect of job satisfaction on job performance, the author has collected all survey data from academic staff at HAMIA and summarized into one table below:
1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree, 5 = strongly agree
Job satisfaction increases my knowledge of lit k 0% | 0% | 0% | 31% | 69% quality wor
Job satisfaction increases the quality of my k 3% | 7% | 10% | 17% | 62%
Job satisfaction creates the motivation for me
; - l 0% |3% | 0% | 38% | 59% to put more effort into the job I am doing
Job satisfaction helps me to be more creative 3% | 7% | 3% | 21% | 66%
Job satisfaction is helpful is taking initiative 0% | 3% | 3% | 24% | 69%
Job satisfaction makes me willing to accept
Job satisfaction helps me in being non-
Job satisfaction makes me willing to assist my
Nguyen Phuong Linh — 11196352 — Business English 61A
Job satisfaction helps me exhibit a positive
; ; 3% | 7% | 0% | 28% | 62% attitude when working as part of a team
Job satisfaction helps me communicate with peers and supervisors in a clear and efficient 3% |0% | 7% | 34% | 55% manner
Job satisfaction is helpful for my personal
Table 3.1 The impact of employee's Job satisfaction on Job performance
According to the table, the highest percentage of respondents, which is 79%, strongly agree that job satisfaction make them willing to assist their co-workers when necessary From this figure, we can conclude that co-workers is the determinant affecting to HAMIA Academic employees’ job performance.
Also from the table, it can be assumed that there is a relationship between job satisfaction and job performance Since most of the respondents agree or strongly agree with the job performance items given, we can see the relationship between job satisfaction and job performance is positive.
Nguyen Phuong Linh — 11196352 — Business English 61A
CHAPTER 4: RECOMMENDATIONS TO IMPROVE EMPLOYEES’
JOB SATISFACTION AND JOB PERFORMANCE
The purpose of this research is to determine the impact of job satisfaction on the job performance of individuals working in the technology and education industry.
Overall, in this study, after data collection and analysis, the perception of employees’ perspective of job satisfaction and job performance, were comprehended Given that the majority of responders are qualified and have sufficient work experience, they might decide to take the initiative based on their job performance and job happiness It is challenging to maintain a fixed satisfaction variable to ensure that performance is carried out appropriately because satisfaction varies from person to person A common factor among participants and people may be found by putting more emphasis on elements that affect job satisfaction Hence, in order to make it easier for employees to remain motivated and to perform successfully, each organization needs to identify a common factor that all of its employees share So, it is obvious that job satisfaction is a significant aspect and variable for the participants, and it is crucial for the business to sustain this The results show that, in general, the academic employees at HAMIA are satisfied with their work In addition, the results have shown that the following factors, which are pay, promotion, co-workers, supervisor and work itself contribute to the job satisfaction of the employee It can be also confirmed job satisfaction does have impact on employees’ job performance.
Based on the study findings and conclusion that co-worker is the leading factor positively affecting employees’ job performance, the author has arranged a meeting with the founder of the company Ms Le Thu Hang to ask for her suggestions to improve job satisfaction and job performance of not only academic employee but also the whole company’s employees from other departments Those recommendations are listed below:
1 There is a clear positive moderate association between pay, prospects for advancement, coworkers, supervisors, the actual work, and job performance So, management of the organization must consider these factors in order to recruit,
Nguyen Phuong Linh — 11196352 — Business English 61A retain, and encourage their people, resulting in good performance and employee satisfaction.
2 While designing a job, establishing promotion policies, and creating a pay and compensation system, management of the company should take salary, promotional opportunities, and work itself into consideration.
3 The organization should make sure that the current pay and financial compensation structure is just and equitable and that the company's policies and procedures for greater advancement are just and performance-based.
4 The company's management should take into account and promote positive employee relations with supervisors to improve work performance by providing supervisors with various management and leadership training programs and by promoting conversations.
5 The management of the business should foster an environment where there are strong bonds between employees, since this fosters effective communication, appreciation, the provision of both constructive and critical feedback, and a sense of pride among staff members in their work and workplace.
6 The organization ought to take into account and pay attention to factors that affect job satisfaction but have lower score levels, such as compensation, supervisory authority, and prospects for advancement.
7 The business must put more effort into raising employee job satisfaction levels in order to fulfill its mission, achieve its goals, and keep its finances stable.
8 The organization has to develop a performance evaluation system that accurately assesses each employee's work performance and is clearly defined and communicated.