NATIONAL ECONOMICS UNIVERSITYFACULTY OF FOREIGN LANGUAGESDEPARTMENT OF BUSINESS ENGLISH
NGUYEN QUE ANH
FACTORS AFFECTING JOB SATISFACTION OFSALESPERSON WORKING IN TID COMPANY
Trang 2NATIONAL ECONOMICS UNIVERSITYFACULTY OF FOREIGN LANGUAGESDEPARTMENT OF BUSINESS ENGLISH
NGUYEN QUE ANH
FACTORS AFFECTING JOB SATISFACTION OF
SALESPERSON WORKING IN TID COMPANY
Hanoi, April, 2023
Trang 3Nguyễn Qué Anh — 11190330 — Business English 61C
First of all, I would like to thank my leaders, mentors, and coworkers at TID
Company for their encouragement and provision of a professional work environmentthroughout my internship Throughout my employment at TID Company Regarding the
area of my profession, I have learned smart sales techniques and got useful knowledge Iappreciate the chance to work as a salesman for TID Company.
The second person I want to thank for their significant contribution to my thesis ismy thesis adviser, Ass Prof Dr Pham Thi Thanh Thuy She has been the mostinspirational and sincere teacher I have ever had Without her support and direction, Idoubt I could have completed my thesis or met the deadline for my graduation project.
Last but not least, it is an honor to express my gratitude to NEU's Faculty ofForeign Languages I would want to thank all of the professors in the business Englishprogram for giving me a strong foundation in both the linguistic and businessadministration sectors This foundation has played a crucial part in both my professionallife in the latter phases as well as my internship at TID Company.
Trang 4Nguyễn Qué Anh — 11190330 — Business English 61C
59 salespeople currently employed in the Marketing and Sales department provideddata for the study on the factors influencing the happiness of sales workers at TID Forms
are used by authors to facilitate outcomes.
After researching a lot of previous studies, the author chose to study 6 main factorsaffecting job satisfaction of sales staff working at TID company, including: Nature ofWork, Training and promotion opportunities, Leader, Co-worker, Salary and WorkingEnvironment.
The author identified the most practical methods to appease the sales personnel atTID Company after researching the variables and doing an analysis Therefore, promotingthe expansion and development of TID Company.
il
Trang 5Nguyễn Qué Anh — 11190330 — Business English 61C
TABLE OF CONTENTS
ABBREVIATIONS 0 Gc S Ọ gH 050050008006 viLIST OF TABLES o5 <5 << << 5 Họ 000000 viiLIST OF FIGURES o- 55-55 << HH HH 0.00000000000090 ViiiTNTRODUCTIONN - G5 Ă <3 HH 0000004000800 8.0 11 Nafioniale s5 (5< 55 59 5 9 9 0 010050050008 00 12 Research bj€CẦÏVS o- << sọ c0 0 23 Research SCOD€ cọ nọ Ọ HH TT nọ 0 000000080 24 Research QuesfÏOIS có G55 599 9593.959 99959599895.95968999568955956695.9566955656 25Š MethodoÌ0O8yy <5 << 5< TH TH 0 00.0006 0 26 Background to the study c5 << 5S 29 HH0 0900098 0556 37 Research Ou(ÏÏn€ 2- 5-5 55 5 0 0005005000809 8.0 4CHAPTER 1: AN OVERVIEW OF TID COMPANY AND SALE INTERN 61 General information of TID Company o G5 5 55 5 5s 595 59555655589 9E 61.1 Brief introduction about TID Company (TID Company’s website) 6T.1.1 Foundation and Development cccccccceccesseeseeeeeeceeesseteseteeeeseeeseeeeasens 61.1.2 Established Nistory c.eccecccccceccsscecsesecsscesecseceseeseceseeseceeeeseceecesecneeeseeneeeaeeas 7“98 ,.‹ .ẻn ốc 71.1.4 TID Company s Vision, Mission and Core Walue ‹ 91.2 The Marketing and Sales Department at TID Company 91.3 Current situation of resources in Sale deDAdTÍIM€HÍ ««<< << 10CHAPTER 2: LITERATURE REV[IEẨW co HH HH0 n0 nung 11
2.1 Job safisfaCfioH c co HH G00004893804806648650 0866 112.1.1 Definitions Of JOD sdfiSÍQCÍHOH cSo G5 ĂĂ S5 S31 SSSese* Il2.1.2 The importance Of job sdfiSƒQCÍÍOHH -< 5< << <=eesseeseee 142.1.3 Factors influencing job sdfiSƒQCÍÍOH c5 SSSĂĂ SE SSSSSSSeee 162.1.4 Job satisfaction’s COHSC(HHICW << Ă 5S SH HH 1 re 182.2 Salesperson PerÍ0rImaCC o5 5 55 5 9 9 99 9.990.990.690 5096 192.3 Conceptual Framework and Hypoth©SÏS o G5555 sss5 s35 55555695 20
1H
Trang 6Nguyễn Qué Anh — 11190330 — Business English 61C
2.3.1 HypofÏiesiS Q.9 TH ng 1006 109 10806 202.3.1 Conceptual FrdIH€WOFĂ << Gv gờ 212.3.2 Implications Of variables << <5 << S9 Y1 9 re 21CHAPTER 3: RESEARCH METHODOLOGY - s5 ccS S25, 23
3.1 Datta Collection .ssccssssssssssscscssscsscssssscsssssssssssescssssessesssssssssossessoesooss 23BALD Preliminary r€S€@FCÌH co 0 Ỳ Ỳ Y4 119 19911 1e 233.1.2 Forimadl resedCÌ co SH HH ng 26
B.L.2.1, ReSCArch c.nố 263.1.2.2 Data collection mefhOdÏ$ SG + ssksiseirsieseerske 263.2 Datta anaÌySÌÏS << sọ TH TH 000000896 27
3.2.1 DescripfiVe Statistic So HH HH nh 273.2.2 Testing the scale’s reÌiqbiÏify << <s<ss<sssssees 273.2.3 Testing the theoretical IOđl©ÏL cc-ĂĂ S21 1SSVESSESSsesse 28CHAPTER 4 ANALYSIS AND FINDINGS - Ăn s11 nem, 294.1 The factors affect job satisfaction level of salespeople working in TIDCompany 29
42 Summary the factors affect job satisfaction of salesperson of TIDCompany37
4.3 Testing the reliability of the SCaAÌ€ 05G G55 S995 599 5558955895566655655 384.3.1 Cronbqcli”s ÁÏDÌÏq << << SH 1V re 364.3.2 EA HH HH TH HH TH TH HH HH HT ngờ 384.3.3 COPTELALON sssssessessscsscsscsscsscsscsssccescessessssssscssesssssessoesssssessesesssesssssoeses 40
4.3.4.1, Linear regression MOdEL cccccccccccccesscessceeseeeseceuseeeseteseeeueeeeseseaeenseees 414.3.4.2 Analyze lin@Ar F€BT€SSÏOH Ă Ăn ree 424.1.1.1 Test the regression Wypothesis cccccccccsccccessccsessessssesesssesessesssseessaees 444.4 The job satisfaction level of salespeople working in TID Company 454.5 Summary of the ẨÏndiÏTØS do- G5 5ó G5 5 S9 9 99 9.9.0 0989965096 46CHAPTER 5: RECOMMENDA TIONS - 0 GHI 1 ng mm, 485.1 Nature Of WOFK ccG 5c ng 0000000900000 48
Trang 7Nguyễn Qué Anh — 11190330 — Business English 61C
5.2 SAaÏATY cc 0 9 1.1 1 00.09 0 0009.080 900.004.0809 800400009080908994.08096 495.3 Working ©€'IVỈTOIITTIÍ 5< < 5< << 9.9.9 1 H1 0 000.0008680 50CONCLUSIONN 0 0H Họ cọ I0 000000 000091000896 00 51REEERENCES - cọ cọ Họ HH 0000000000000 0.0 54APPENDIX 2G cọ Họ HH HH 0090 57
Trang 8Nguyễn Qué Anh — 11190330 — Business English 61C
JSC Joint-stock Company
NEU National Economics University
CHRO Chief Human Resources Officer
CMO Chief Marketing Officer
CFO Chief Finance Officer
CPO Chief Production Officer
vi
Trang 9Nguyễn Qué Anh — 11190330 — Business English 61C
LIST OF TABLES
Table 1 1 Basic information about TID Company ccceesceeseeeeeeeeeeeeeeeeeeneeeaeees 6
Table 3 1 Job satisfaction of employee SCaÏG - s6 k1 26
Table 4 1 Descriptive Statistics of factors affect job satisfaction level of salespeopleworking in TID Company cece 32Table 4 2 Descriptive Statistics of Nature Of WOK ccceceeseeseesceseeeeneeeseeeeneesaee 33Table 4 3 Descriptive Statistics of Training and Promotion Opportunities 34Table 4 4 Descriptive Statistics of L@adeT 5 G3 SH ng ng 34Table 4 5 Descriptive Statistics Of CO-WOTK€T 5G ng re 35Table 4 6 Descriptive Statistics Of Salary Ăn 35Table 4 7 Descriptive Statistics of Working Environment - s55 5-s<<5<<52 36Table 4 8 Descriptive Statistics of Employee Satisfaction at WorK - 37Table 4 9 Cronbach’s Alpha result cceeceesesseeseeseeeceeeeceseesececeeseeeeeeaeceeeeaeeeeeeaeens 38Table 4 10 KMO coefficient and sig value of the Bartlett tesf - ‹- 39Table 4 11 Encode Variable after EFA analysis ceeseesceseeeceeeeeeeeeseeeeeeeeaee 39Table 4 12 Rotated Component MatTIX . 5 + + *3E 23 ESvESsEskeskeskesrkrske 40Table 4 6n6ui 2n 41
Table 10.0092 453 43Table 4 16 Coefficients 18866 44
vil
Trang 10Nguyễn Qué Anh — 11190330 — Business English 61C
Hc''ẳ'ẳ'ẳẳẳẲỶẲỶÝỶŸỶ d 13
Figure 2 3 Locke and Latham Model of job satisfaction (Locke and Latham, 1990)mm .Ô 14Figure 2 4 Conceptual Framework (author) Error! Bookmark not defined.
Figure 4 1 C€N€T - - G5 11111 SH Họ HH 29Figure U20 30Figure 4 3 Marital SfAfUS - - - ST HH HH nh 31Figure 4 4 The rebuild Conceptual Framework ccccecceeeseeeseceeeeeeeeeeneeeeeeseeeeees 46
Vili
Trang 11Nguyễn Qué Anh — 11190330 — Business English 61C
salespeople in this sector must likewise adapt their goals and approaches.
In order to recruit and keep employees, TID Company always seeks to develop itssales staff and employee engagement practices This enhances both the fantasticexperience for clients and the innovation of a more modern working environment Withmore than 50 seasoned salespeople on staff, TID Company is currently one of the toptelecom providers in Vietnam Due to the enormous number of employees of all ages andfrom all walks of life, establishing job satisfaction for sales personnel is critical when
striving to enhance earnings and grow the firm.
Nevertheless, according to the author's observations, 1-2 sales personnel quit everymonth, and especially after the Lunar New Year 2023 (February), the number of sales
workers quitting is about 10 Whether it comes to making it impossible to perform jobtasks, interfering with teamwork, or harming relationships with devoted consumers, this isa highly problematic issue Along with being exceedingly tough to replace new hires in ademanding workplace when there are not enough individuals with expertise, training isalso challenging It will take time to adjust to the position even if fresh sales employeesare promptly replaced The author is aware that factors like age, marital status, and otherswill all affect people's desires and levels of job satisfaction Because of this, the author isengaged in the research into the satisfaction level of salesperson, factors affecting thislevel, the reasons why they dissatisfied when working in the company, then discover
advice and proposals for ways to improve and build the operational infrastructure of TIDCompany All these contents will be included in the study “Factors affecting jobsatisfaction of salespeople working in TID company”.
Trang 12Nguyễn Qué Anh — 11190330 — Business English 61C
2 Research Objectives
The study's primary objective is to determine the significance of salespeople's jobsatisfaction at TID Company The research would look into the existing scenario in TIDCompany to evaluate the degree of salespeople's job satisfaction after having a thoroughunderstanding of the word "job satisfaction," then decide and analyze the issue that theproject is experiencing So, several suggestions would be made in order to increase
salespeople's contentment with their employment with TID Company.
(1) Determining the factors affecting the satisfaction of salespeople in TID Company.
(2) Assessing factors affecting job satisfaction of salespeople at TID Company.
(3) | Recommending solutions to overcome the challenges, boost up the sales index inTID Company.
3 Research Scope
(1) Factors affecting satisfaction of salespeople in TID Company
(2) Research scope: Only focuses on salespeople in TID Company
(3) Contents: Satisfaction; factors affecting satisfaction.
(4) Time: Data is collected within the period of one year from 01/03/2022 to 01/03/2023,
applying to both Primary and Secondary data.
4 Research Questions
Question I: What are the factors that affect job satisfaction level of salespeople workingin TID Company?
Question 2: What is the job satisfaction level of salespeople working in TID Company?
Question 3: What recommendations can be offered to enhance job satisfaction level ofsalespeople working in TID Company?
5 Methodology
The research process, the model and variables, the data collecting method, tools,technique, and procedures supporting data analysis are described in chapter 3's researchmethodology in order to address the research questions The following figure shows thecomplete process of the study:
Trang 13Nguyễn Qué Anh — 11190330 — Business English 61C
» Identifying the study's objectives and issues
¢ Identifying influencing elements by conducting an exploratory
2 research
3 - Constructing the models, premise, and variables for the study
1 Selecting the Study's Sample
5 - Scale construction and questionnaire design
6 Gathering data and conducting surveys
7 Statistical techniques are used to process the data.
a Final issues with the study
Diagram: Research procedure
The author used both informal and formal research to address three research questions.
The author conducted a preliminary study using publicly available informationobtained from search engines Studies and ideas pertinent to the research aims wereincluded in the information, along with some acceptable scales and analytical techniques.
With the formal research, a survey was undertaken to collect responses from TIDCompany salespersons There were multiple choice questions on the poll, but no one'spersonal information was requested SPSS 22 would be used to analyze the survey's data.
6 Background to the study
Firstly, the researcher lists out all factors that might affect to satisfaction ofsalespeople through, consulting previous researchers about behavior theory, labor motivetheory, other researchers, previous report analysis.
The following table list out summary of factors affecting to job’s satisfaction ofsalespeople in TID Company.
Trang 14Nguyễn Qué Anh — 11190330 — Business English 61C
Table summary of factors affecting to satisfaction of salespersons in TID CompanyNo | Factors affecting to satisfaction of salespersons in | Sources
TID Company
1 | Overall job Churchill et al (1974),
2 | Co-workers Smith et al (1969)
8 | Type of work/ task
9 | Opportunities for promotion
10 | Emotional exhaustion Brian Rutherford (2009),
14 | Designing compensation plans for multiproduct | Mantrala et al (1994)sales forces
15 | Individual's behaviors at work Davis et al (1985)16 | Achieving recognition Kaliski (2007)
17 | Sense of fulfilment Kaliski (2007)
The general information about TID Limited Corporation, the Marketing and Sales
department, and the function of internships would be in the first chapter.
Chapter 2: Literature review
Trang 15Nguyễn Qué Anh — 11190330 — Business English 61C
The second chapter explores the theoretical underpinnings of the concept of "jobsatisfaction," including definitions, its significance, and variables that influence it in theworkplace In addition, the study defines the word “salesperson” and the function of it.
Chapter 3: Methodology
The purpose of this chapter is to discuss the research methodologies that were employed.The researcher, data gathering technique, and data analysis processes are introduced bythe author.
Chapter 4: Factors affecting job satisfaction of salespeople working in TID company
The data gathered from participants is examined in the fourth chapter Based on this study,the author will be able to identify the variables influencing salespeople's work satisfaction
at TID Company, as well as their degree of satisfaction and any present issues in the salesdepartment.
Chapter 5: Recommendations
The last chapter was written to provide TID Company with some advice on how to raisethe level of job satisfaction among the contractors that worked on this project.
Trang 16Nguyễn Qué Anh — 11190330 — Business English 61C
CHAPTER 1: AN OVERVIEW OF TID COMPANY AND SALE INTERN
The general information about TID Limited Corporation, the Marketing and Salesdepartment, and the function of internships would be in the first chapter.
1 General information of TID Company
1.1 Brief introduction about TID Company (TID Company’s website)1.1.1 Foundation and Development
In brief, general information about TID Company is listed as follows.
Company English Name TRADING INVESTMENT AND DEVELOPMENT
Table 1 1 Basic information about TID Company
TID company is a company dealing in telecommunications, office, security and
electronic equipment The company specializes in importing high-end electronic goods
from foreign firms for domestic business for agents and individual customers.
This enterprise was among the first to import items from abroad for local use TIDCompany has always been the top business in the nation, despite the fact that this sort ofbusiness is now widespread and fiercely competitive in the country The company usuallytrades in switchboard phones, cameras, doorbells, HDVC players and other equipment ofmajor brands such as Panasonic, Senao, Siemens, Honeywell
Business products are applied in many places such as houses, offices, governmentagencies, hotels, hospitals, apartments, etc Especially, most of TID Company's customersare agents, so the company is known widespread across the country TID Company has
three headquarters in Ha Noi, Ho Chi Minh city and Da Nang city.
TID Company, which was founded in 1995, has always believed that the client isking when it comes to providing the finest service After over 30 years of growth, TIDCompany now has a significant presence in the Vietnamese market.
Trang 17Nguyễn Qué Anh — 11190330 — Business English 61C
Becoming the official distributor of SIEMENS, TID Company leads the country in thefield of telecommunications, office, security, and electrical equipment business.
Started expanding the business to add items such as HDVC heads and video bells TID
Company is always looking for innovation to bring the latest equipment to customers.
Becoming the official distributor of Honeywell’s electrical and security equipment, TIDCompany has always been at the forefront of the electronic equipment business since then,now has hundreds of large and small dealers across the country.
1.13 Company structure
With about 300-350 employees, TID Company divides into different departmentsto operate as shown in Figure | below:
Trang 18Nguyễn Qué Anh — 11190330 — Business English 61C
CHRO CMO CFO CPO
HR Department Sales Financial Product
Department Department Department
Figure 1 1 TID Company’s Organizational Structure (TID Company’s website)(i) HR Department
The HR department is responsible for the effectiveness of the company’s humanresources, both its current and prospective employees Their tasks include recruiting,managing, and other relating ones within the department.
(ii) Marketing and Sales Department
Along with playing a crucial role in product promotion and sales growth, theMarketing and Sales Department at TID Company is also responsible for marketing thecompany and building its brand.
(iii) Accounting and Financial Department
The Accounting and Finance Department is in charge of duties including doingresearch, analyzing data, and creating financial strategies It also oversees the efficientexploitation of capital sources and the formulation of financial predictions.
(iv) Shipping and Products Department
The Shipping and Products Department oversees handling and shipping items todomestic agents as well as bringing commodities from other countries to Vietnam.
Trang 19Nguyễn Qué Anh — 11190330 — Business English 61C
Additionally, this department of TID Company is in charge of collaborating with overseaspartners to import items into Vietnam.
1.1.4 TID Company’s Vision, Mission and Core ValueVision
“Towards providing customers with safe, secure and convenient solutions.”
TID Company aims to become a leading company providing technology utilities to
TID Company wants to bring the best telecommunications and technology products.
Leading the country is one of the oldest and growing telecommunications companies Inaddition, TID Company wants to build a place where agents and customers are put first,have many good experiences in business.
Core Value
The company’s motto has always been “All for good, good for all” TID Companybelieve that only through unity that we can reach the ultimate goals and be rewarded withour fruit of work Individualism may get you fast, but that will not last in the long run.
1.2 The Marketing and Sales Department at TID Company
Marketing Sales
Manager Manager
SEO Content Customer Sales
and visual service
Figure 1, 2 TID Company’s internal document (TID Company’s website)
The Marketing & Sales Department is responsible for all promoting, ensuring salesvolume Attending agent training classes helps the sales staff not only sell but also9
Trang 20Nguyễn Qué Anh — 11190330 — Business English 61C
maintain connections with clients In order to upsell or maintain touch with customers andagents to build a continuous loop, the customer service department will work with thesales department This ensures that TID Company always has a large number of loyalclients and salespeople.
1.3 Current situation of resources in Sale department
Although hiring salespeople does not need as much labor, suppliers' resources need
time for training and acclimating to a workplace that is rather foreign to them with
various bosses and coworkers Hence, TID Company governance anticipates hiringqualified and competent members.
Unfortunately, a small number of staff members abruptly quit each month, leavingvacancies that must be filled by new hires The human resources staff must thus locatesubstitute applicants in order to quickly transfer the duties Following a few brief informalchats with these members and gathering information from their coworkers about thereasons they decided to leave, "job satisfaction" emerged as the most popular response.The issue is now multifaceted, making it difficult for the organization to identify thecauses and suggest remedies Thus, steps must be taken to look into and address theexisting problem at TID Corporation.
10
Trang 21Nguyễn Qué Anh — 11190330 — Business English 61C
CHAPTER 2: LITERATURE REVIEW
This chapter explores the theoretical underpinnings of the concept of "job satisfaction,"including definitions, its significance, and variables that influence it in the workplace In
addition, the study defines the word “salesperson" and the function of it.2.1 Job satisfaction
2.1.1 Definitions of job satisfaction
Despite the word "work satisfaction" being widely used in research and daily life,there is still no agreement on what exactly it entails In fact, there is no clear definition ofwhat a job entails As work is a universal human activity, it is vital to assess its nature and
significance before determining job satisfaction Many authors have defined jobsatisfaction in a variety of ways The most often used definitions of job satisfaction areaddressed in the material that follows.
According to Hoppock (1935), if a variety of psychological, physiological, andenvironmental factors come into play, a person might really claim to be pleased in theircurrent situation (Hoppock, 1935) This point of view maintains that, despite the influenceof many external factors, one's feelings about one's employment remain an internalconcern In other words, a sense of completion is created by a number of factors thatcontribute to job satisfaction.
Job satisfaction is defined as a range of feelings regarding one's employment,including both good and negative ones A worker brings his own set of needs, goals, and
experiences when he joins a commercial enterprise All of these factors contribute to
shaping expectations that he had previously disregarded Job satisfaction is a gauge ofhow fair expectations are in proportion to actual results The degree of job satisfaction of
an individual is highly correlated with their conduct at work (Davis et al.,1985).
Job satisfaction is another term for the feeling of achievement and accomplishment
a person has while working It is frequently held that it has a close connection to both
productivity and general wellbeing Work that a person likes doing, doing it effectively,and getting paid for it are all necessary components of a satisfying job In addition, aperson's passion and love for their work are both indicators of job satisfaction Gainingrecognition, salary, promotion, and other goals that result in a sense of fulfillment heavilyrely on job satisfaction (Kaliski,2007).
Mullins (2005) asserts that the concept of job satisfaction is multifaceted andnuanced, and that it might mean various things to various individuals The basis of thisconnection is uncertain, however job satisfaction is usually related to motivation.
11
Trang 22Nguyễn Qué Anh — 11190330 — Business English 61C
Motivation and satisfaction are not the same thing It's more of a mindset or internalcondition to be satisfied at work It could, for instance, be connected to a sense of
accomplishment on a personal level, whether it be quantitative or qualitative (Mullins,2005) We believe that job satisfaction is a sensation that arises from the belief that one'semployment meets one's material and psychological demands (Aziri, 2008).
A few Vietnamese-based studies have produced some excellent concepts.According to Dao Trung Kien, job satisfaction can be characterized as satisfied withcertain aspects of the job or general job satisfaction (Dao Trung Kien,2014) Employeesatisfaction is defined as the condition in which workers feel enthusiastic, at comfortable,and react favorably to aspects of their workplace (Phong, 2015) Nga and Chien (2016)define job satisfaction as the condition in which employees feel fulfilled and satisfiedwhile carrying out tasks that have clear efficiency goals and orientations This condition isinfluenced by three combined factors, namely the expected value of the job, the means ofwork, and the compensation for labor performed in the organization.
A model of work satisfaction developed by Christen, Iyer, and Soberman (2006)includes the following elements: job-related factors, role perceptions, job performance,
and company performance.
12
Trang 23Nguyễn Qué Anh — 11190330 — Business English 61C
Figure 2 1 Christen, Lyer and Soberman model of job satisfaction (Chistan ET 2006)The work satisfaction model offered by Lawler and Porter (1967) places more
emphasis on incentives than the one that came before it.
This model proposes that intrinsic and extrinsic incentives are not directly relatedto work satisfaction due to employees’ perceptions of what they believe to be their just
Locke and Latham (1990) offer a somewhat different concept of occupationalsatisfaction They presuppose that achievement and success in completing tasks weredriven by lofty goals and demanding standards for job performance Job satisfaction isevaluated in relation to success This idea is shown in Figure 2.3.
13
Trang 24Nguyễn Qué Anh — 11190330 — Business English 61C
Figure 2 3 Locke and Latham Model ofjob satisfaction (Locke and Latham, 1990)
In conclude, employee satisfaction, also referred to as job satisfaction, is describedas an individual's positive, comfortable, and content behaviour, behaviour, or feeling
about the task they are doing in the company This behaviour, attitude, or feeling isaffected by the business they are serving along with other personal factors.
2.1.2 The importance of job satisfaction
According to Prachi (2015), in order for employees to be happy and perform attheir best, employee satisfaction is essential Those workers who are satisfied in theirpositions are the most devoted to them and will stick with them even in the worst-casescenario They labor due to their desire to advance their business rather than simplybecause they have to Employee enthusiasm for their work is essential, and this is onlypossible if both the employee and the company are content with their circumstances Ahappy workforce helps create a productive workplace Seldom do people moan or gripe;instead, they prefer to concentrate on their task.
The biggest advantage of happy workers is that they are far less likely to changejobs In numerous aspects, employee happiness is crucial for retaining employees If
businesses want to grow over the long term and be successful, they must keep hiring
14
Trang 25Nguyễn Qué Anh — 11190330 — Business English 61C
skilled and deserving workers Your company would face serious difficulties if staff quitafter receiving training Nobody can dispute the value of experienced people, despite thefact that you may hire new hires It is crucial for firms to have competent persons on handwho can mentor freshly joined or newly employed staff (Prachi, 2015).
According to Prachi (2015), job happiness is crucial to ensuring that the companymakes more money Before any amount of training or encouragement to be effective,employees must feel a feeling of dedication and devotion to their firm Half of the timespent at work is spent in conflict resolution or fighting with coworkers It won't believehow little time content employees have for shady office politics They frequently choosenot to address issues and are too busy to complain or argue with others Employees that
are satisfied at work are those who are willing to support their teammates and the business,especially in times of need.
Employees that are content are more probable to adjust and manage pressure withease than unhappy ones Workers that are unhappy with their employment will be toorigid and will find fault in everything They find it challenging to make concessions orchange with the times On the other hand, workers who are pleased with their positions
are eager to learn new technologies and apps that will help individuals in theirprofessional careers and are willing to take part in training programs Workers who arecheerful take issues in stride and persevere through the most trying circumstances (Prachi,
When one takes into account the many detrimental effects of job unhappiness, suchas a lack of commitment, absence from work, and a rising number of accidents, thesignificance of job satisfaction becomes clear Three essential elements of job satisfactionare identified by Spector (1997) Initially, companies should be guided by human values.Such companies will place a high value on treating staff members fairly and politely Inthese situations, the evaluation of job fulfillment can be utilized as a reliable barometer ofemployee performance Workers who are highly satisfied with their jobs may be in greatemotional and mental health Second, workers' behavior will be influenced by howsatisfied they are with their jobs, which will have an impact on how the company operatesand what it does This suggests that good behavior is influenced by job satisfaction, andbad behavior is influenced by job discontent Lastly, a measure of organizational activitymay be found in a person's level of work satisfaction Job satisfaction evaluation mayidentify the levels of satisfaction in various organizational units, which can then be used
as a good indicator of which organizational unit improvements might boost performance.
15
Trang 26Nguyễn Qué Anh — 11190330 — Business English 61C
Factors influencing job satisfaction
The following are the main elements that have an impact on job satisfaction at
Working Environment Conditions: According to Neog and Barua (2014),employees prefer a pleasant physical working environment, hence these factorshave an effect on job satisfaction The working environment includes everythingfrom chairs and furnishings to machinery and tools Workers are more happy withtheir employment when their productivity grows as a result of enhanced workingenvironment An employee always seeks working conditions that will enable himto accomplish his job more effectively Workers, on the other hand, do notexperience feelings of job satisfaction if they dislike their workplace.
Relationships with Coworkers: Within the organizational framework, employeesmust establish mutually agreeable terms and conditions with their colleagues It isessential to have a setting at work where coworkers may interact with each other ina welcoming and friendly way Those that get along well with their coworkers arebetter able to do their tasks, carry out their jobs, and perform their obligations at
work The employees can always turn to their coworkers for help and support ifthey have questions about the explanations the supervisor has given them on theperformance of their duties As a result, workers who get along with and connect
with their coworkers are able to enhance productivity and output while alsoenhancing job satisfaction (Kumari, Joshi, & Pandey, 2014).
Job Security: It is important for employees to feel secure and at ease at work.Workplace pleasure is not facilitated by sensitivity, fragility, sensitivity, orhelplessness A good salary that is commensurate with job responsibilities, good
working conditions, safe machines, equipment, and other devices used in
production, the availability of incentives and benefits, and _ effectivecommunication and favorable terms and conditions with managers andsubordinates are all factors that affect job security Overall job happiness is onlydistantly connected to job security (Hong, Hamid, & Salleh, 2013).
Pay/Compensation: A corporation's payment to its workers in exchange forservices done to the business is referred to as compensation Workers view
financial compensation and benefits as the most crucial aspects of their jobs, and
they are satisfied with their employment when they feel that their salary and fringebenefits are adequate for maintaining their lifestyle As they obtained promotionsand raises in pay, employees felt a great sense of joy and satisfaction about theirwork Compensation is first on the list of important factors for influencing worksatisfaction when compared to other factors (Neog and Barua, 2014).
Work Characteristics: There are a few things to bear in mind while askingemployees to adopt a positive attitude about their work The three critical
16
Trang 27Nguyễn Qué Anh — 11190330 — Business English 61C
absenteeism, among other things (Kumari, Joshi, and Pandey, 2014).
Flexibility to Balance Life and Work Problem: People often have a variety ofobligations outside of their careers, such as caring for their families, running theirhomes, engaging in extracurricular activities, etc A person is satisfied with theirjob when they feel that managing their task and other issues is not a hardship forthem and that they are able to meet all of their needs and requirements; they are
also satisfied with their job when it gives them enough time and space to meet allof their other needs and requirements On the other side, a person may not feelcontent with his career if he finds it challenging to manage work and othercommitments and feels under pressure Additional obstacles and concerns maybecome impediments to his professional tasks.
Opportunities to Put Skills and Abilities to Use: When people have the chance toapply their talents and abilities, they feel fulfilled at work An individual is happywhen opportunities are presented for him to make good use of the training andeducation that he has acquired because they have obtained management oreducational training People get unsatisfied with their occupations when they
cannot utilize their expertise, skills, and talents at work.
People Management: A critical step in the organizational process is managingpeople This resulted from the understanding that a company's human resourcesand the company itself are interchangeable In a well-managed companyorganization, the average employee is often seen as the main source of productivitygrowth In these firms, employees are viewed as the company's backbone and keycontributors to success rather than money By policies that promote employeehappiness, the firm creates a climate of certainty and support for its workers,
ensuring that the goals and objectives are attained With highly engaged personnel,human resource satisfaction forged strong ties Motivated workers are more likelyto be dependable or dedicated to the organization, which leads to higherproductivity and reduced turnover rates (Parvin & Kabir, 2011).
Educational Background: People have different levels of skills, abilities, andknowledge Their educational background, gifts, and skills impact how they feelabout their careers People with advanced degrees often feel unfulfilled in theircareers because they feel they are constantly performing the same tasks It isessential that work needs match employees’ educational backgrounds Thecredentials, information, skills, and talents that people have acquired via educationshould be utilized for beneficial use in carrying out their work duties When people
17
Trang 28Nguyễn Qué Anh — 11190330 — Business English 61C
cannot use their educational credentials at work, they are dissatisfied with theirpositions.
(x) | Job Tasks: There are several different types of job responsibilities that may becarried out in numerous roles While certain work duties are not thought to be verydifficult and may be managed by employees, some roles have difficult and intricatejob duties So, job responsibilities have a significant role in motivating people tohave a good mindset about their work For instance, having a manageableworkload and having access to accurate and helpful information on how to do one'sduties are both factors in job satisfaction On the other hand, workers who lack thenecessary skills, knowledge, and experience in addition to those who think their
employers’ expectations are much too onerous are dissatisfied with their roles.
(xi) | Support from the supervisor: Within the company, employees need their superiorsto provide them with direction, guidance, and oversight The support of thesupervisor is one of the most important factors for employee retention and efficientperformance of one's job duties Supervisor support is the degree to whichmanagers and executives value and care about their workers’ well-being and efforts(Neog, & Barua, 2014) When workers believe their employer is providing themwith support, care, and help, they create the impression that they are being noticed,listened, and cared for, and as a consequence, they are happy in their positions(Neog and Barua, 2014).
2.1.4 Job satisfaction’s consequences
Workplace dynamics are impacted in many different ways by job satisfaction.Several of these, such as the effect of job fulfillment on staff productivity, trust, andabsenteeism, are covered in this study.
According to Wanderberg and Lance (1992), one of the most important variablesfor human resource managers to take into account is employee loyalty (Vanderberg andLance, 1992) The Loyalty Questionnaire is frequently used to gauge employee loyalty,
and it can have major repercussions if it is insufficient Continuity commitment,normative loyalty, and emotional loyalty are the three types of loyalty that are frequentlyconsidered when evaluating employee retention When an employee is unable to obtainjob elsewhere, this is referred to be continuity loyalty When a worker has an emotionalbond with the firm, this is referred to as affective loyalty Normative loyalty refers tosituations where a worker feels he owes the firm anything Moreover, a five-monthresearch by Vanderberg and Lance (1992) of 100 information services industry experts
showed a significant link between employee loyalty and job satisfaction They observedthat worker happiness directly correlated with an increase in employee loyalty.
18
Trang 29Nguyễn Qué Anh — 11190330 — Business English 61C
For instance, a rigorous meta-analysis of the scientific literature reveals that thebest estimate of the connection between job satisfaction and productivity is a.17.Employee satisfaction does not always translate into productivity There are a number ofpotential moderating factors, but incentives seem to be the most significant If people feeltheir incentives are fair, they will be happy, and this will probably result in moreperformance effort Recent studies also reveal that while happiness may not necessarilyresult in better personal performance, it does result in better departmental andorganizational success Lastly, there is still debate about whether satisfaction motivatesperformance or if motivation motivates performance motivates pleasure (Luthans, 1998).
Businesses must pay considerable additional costs as a result of employeeabsenteeism, therefore managers are continuously seeking ways to keep it to a minimum.The greatest strategy to lower employee absenteeism is undoubtedly to increase employee
happiness The fundamental idea behind this method is that employee absenteeism
decreases as work satisfaction increases The fact that job satisfaction lowers employeeabsenteeism persists even when the effects are minimal Hence, unlike some of the otherabsenteeism factors, contentment is important to consider since it may be under yourinfluence (e.g., illness, accidents) But, as was previously said, the situation may alter theequation As a manager, you can be subtly promoting absenteeism by upholding corporatenorms If sick days are paid for and must be used within a certain amount of time,employees are more inclined to use them In other words, you've helped to create an
absence culture that can counteract the "satisfaction" consequence (Sweney & McFarlin,
Between 1977 and 1981, there were two principal conceptual research on salessuccess There have been many prior studies that examined the sales profession and theelements that adversely or favorably impact salesperson performance Several peoplehave observed and admitted that personal or individual characteristics influence how
19
Trang 30Nguyễn Qué Anh — 11190330 — Business English 61C
salespeople perform Because not all studies produced completely similar findings aboutthe factors impacting sales performance and the interactions among each relationship, ameta-analytic analysis was carried out The new research seeks to provide a more
thorough examination of earlier empirical investigations as well as a more consistent
account of the results (Churchill et al., 1985) Learn important lessons from Walker'sgroundbreaking investigation on sales success (1977) Churchill (1985) and his colleaguesfound that "the variables that influence sales performance jump into six primary groups:role awareness, aptitude, level of skill, motivation, individual characteristics, andindividual factors" as well as "organization and environment" in a meta-analysis based onroughly 30 dissertations completed between 1918 and 1982 Other writing followedChurchill's example and concentrated on determining the variables, correlations, orthought processes involved in successful selling.
Vinchur et al (1998) used 198 samples from 98 both published and unpublishedpublications in their meta-analytical study on sales performance to assess the impact ofpersonality traits on sales success Extraversion and conscientiousness are shown to bepositively correlated with sales success, according to a different research that synthesized
findings from 117 studies that employed the "Big Five Personality Model" (Barrick and
Mount, 1991) The intensity of the connection between personality, behavior, andperformance, on the other hand, varied with the surroundings, for instance, salesperson
autonomy, according to later studies (Barrick and Mount, 1993).
Instantaneously after Barrick, numerous academic studies on this subject wereconducted, and they examined common elements that have a direct impact on salespersonperformance, including product expertise, behaviour, workgroup, recompense, sales
support, individual freedom, responsibility, individual ambitions, customer-oriented sales,adaptive sales, and others (Plank, R E., & Reid, D A., 1994).
2.3 Conceptual Framework and Hypothesis2.3.1 Hypothesis
In this study, there were 6 hypotheses derived from the conceptual framework.H1: Employee satisfaction at work is positively impacted by the "Nature of Work" (+)
H2: Training and promotion opportunities have a favorable impact on worker satisfaction.
H3: The "Leader" influences employee job fulfillment in a favorable way (+)
H4: The "Co-worker" has a favorable impact on staff fulfillment at work (+)
20
Trang 31Nguyễn Qué Anh — 11190330 — Business English 61C
H5: The "Salary" has a favorable impact on workers' job happiness (+)
H6: The "Working Environment" influences employee satisfaction with their job in afavorable way (+)
2.3.1 Conceptual Framework
In general, many different models have been researched and used It is clear thatthe Minnesota Satisfaction Questionnaire (MSQ) of Weiss et al (1967) and the JDI modelof Smith, Kendall, and Hulin (1969) were the two most often utilized models in the manypublications on this subject Yet, while conducting research in Vietnam, JDI and MSQboth have their limits Although JDI is relatively well known, it is only appropriate for
staff in specific fields, the question is quite lengthy, and there is no overall satisfactiongrade yet Due to this, JDI "does not indicate many other elements that also impact thedegree of workers' satisfaction" (Spector, 1997).
In contrast, methods of producing on this subject of Vietnam were passed downand were more consistent with the local context In instance, the study conducted by TranKim Dung and Tran Hoai Nam in 2005 modified the JDI model developed by Smith et al.in 1969 to better reflect the realities of Vietnamese businesses In order to develop thesuggested model, the author chose the model from this study as the foundation and madea few adjustments to it to fit the needs of the Sale Department of TID Company.
The author had altered "Training and Promotion" to "Training and PromotionOpportunities" in the Conceptual Model in order to make this component clearer Readerswould comprehend that this aspect related to the company's prospects for training andadvancement Also, the term "Leader" was selected by the author since it was morefrequently used in publications than "Superior" Similar to this, the author alters the titleof factor "Working Conditions" to "Working Environment" because TID Company
salespeople frequently used this word while discussing this issue of the firm.
2.3.2 Implications of variables
The "nature of work" or "job characteristics" can be regarded as the demands madeon the employee by the job, for example the workload or the ability required to performthe job-specific duties "Job characteristics having a major impact on work satisfaction orother work performance is well recognized in management,” claim Morris and Venkatesh
(2010) Moreover, the type of the job affects what benefits it may provide to employees,such as job satisfaction, opportunities for skill advancement, support for creativity, orobstacles and work-related stress Employee happiness at work will rise if the work
environment is suitable for the workers.
21
Trang 32Nguyễn Qué Anh — 11190330 — Business English 61C
The term "training and promotion opportunities" may be used to describe how firmrules and working environments assist employees in receiving training and developingtheir abilities so they can execute tasks on their own Also, this increases the possibility offuture promotions to higher positions for employees "The perception of equity amongemployees is a determinant of the favorable association between employee satisfactionand advancement" (Kreitner & Kinicki, 2001) Consequently, the level of employeesatisfaction will be higher if the company has strong policies and the right conditions foremployees to readily get training and promotions.
The word "leader" is also significant According to Boyad et al (2012), one of the"Traditional employee satisfaction components" is the leader or supervision Thecompany and its employees will be more content at work if the manager can inspire them
and is receptive to working or leading.
"Co-worker" or "Colleague" refers to persons who hold the same roles and workfor the same company One of the "Traditional employee satisfaction components" is alsothis element (Boyad et al., 2012) Employee satisfaction will increase if coworkers are
supportive of one another, unified, and nice to one another.
Employees depend heavily on their "salary" since it is both their livelihood andtheir reward Employees would feel content with the firm and their work if they are paidin accordance with their capabilities and workload.
Working conditions, sometimes known as the "working environment," include theworking hours and amenities Employees will feel at ease working in corporateheadquarters if a firm has a positive work environment Lack of appropriate workingcircumstances, among other things, can have a negative impact on a worker's emotional
and physical well-being, claim Baron and Greenberg (2003).
22
Trang 33Nguyễn Qué Anh — 11190330 — Business English 61C
CHAPTER 3: RESEARCH METHODOLOGY
The third chapters goal was to examine the research techniques used to achieve thestudy's goals The author first described the process of data collecting before outliningdata analysis steps.
3.1 Data collection
The aim of the study was to assess the variables influencing workers' jobsatisfaction The author used both informal and formal research to gather information forfurther analysis in the study.
3.1.1 Preliminary research
In terms of preliminary research, the author used a number of search engines,including Google, Google Scholar, and corporate internal data The author compiledresearch and hypotheses about "work satisfaction" or "factors impacting job satisfaction"from various sources In particular, the pertinent studies may offer useful research models,
scales, and important data for analyzing data related to study aims.
Based on the JDI model (Smith et al., 1969), the author of this study developed asatisfaction scale (Table 3.1), which was used in conjunction with Tran Kim Dung's (2005)study and the work of Ha Nam Khanh et al (2011) The variables included the type ofemployment, the possibility of training and advancement, the leader and coworkers, thewage, and the work environment.
The following table (Table 3.1) summarized the factors affecting job satisfaction of
salesperson in TID Company.
Factors Elements Variable
H1: Nature of work Work allows people to reach their full potential | NW1
23
Trang 34Nguyễn Qué Anh — 11190330 — Business English 61C
H2: Training andpromotion
opportunities (TO)
H3: Leader (LE)
Work is full with difficulties.
Flexibility of employment conditions
Familiarity and reputation a
Employees are given all of the requiredknowledge and skills for the task.
Employee training programs at the organization | TO2are fairly good.
The organization provides employees with
numerous opportunities to advance and improvetheir careers.
The company makes it easier for competentpeople to advance.
Leaders and staff can readily communicate LEI
Leadership recognizes and values the
contributions and abilities of their people.
Trang 35Nguyễn Qué Anh — 11190330 — Business English 61C
H4: Co-worker (CO) Colleagues in the company are relaxed,
friendly, and sociable.
My co-workers and I get along well andencourage one other.
Working with colleagues has enhanced my