luận văn the factors impact on job satisfaction on semiconductor viet nam case study

2.5 Supervisory support 2.6 The relationship between work — related expectancies and job satisfaction.... Result: The results supported the hypothesis that work — related expectancies, R

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OPEN UNIVERSITY MALAYSIA

Advisor’s Assessment

Advisor’s signature

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_I wish to acknowledge the help of several individuals because without their

assistance, guidance, and understanding this research would not have been possible Firstly, I am fortunate enough to have an opportunity to work under the

guidance of DBA Khai Nguyen I am very grateful to my advisor His patience,

time, and commitment, in addition to his constant encouragement, effort, constructive comments, support, and individualized attention were a major source of inspiration

_Thanks to the board of managers and all employees of On Semiconductor Viet Nam Corporation for their precious comments and helps to collect data for this thesis

_I cannot dream about this thesis without the strong support of classmates MBAOUMO0913

_I feel a sense of gratitude to my father for his inspiration and unflinching moral support and to my mother for her blessing It gives me great pleasure to acknowledge my mother for her extensive morale support in the

1.2 — Significance of the study - HH1 TH Tàn êm re 9 13 Purpose of the study - sàng HH HH ghe nga 10 1.4 Question of the study su HH HH HH HH nghe 10 1.4.1 Introduction ofON SEMICONDUCTOR Hee 10 1.4.2 Company Descripfion -. - th Tàn HH nh HH tư ke 10

1.4.3 Mission and vision HH HH HH HH HH TH nhe 11 1.4.4 Company cuÌfuIre - 2 HH 24T TH SH TT BH 4H tà nh tờ 12 1.4.5 Organization Đbenefi(s: - sành HH nành Tà nai 12

1.4.6 Time Management For Work: HH an krrara 13 1.4.7 Medical Facilities: - HH HH nhe he rereree 13 1.4.8 Employees our ÁSS€: - ST Họ HH Chọn HH Tà ngờ tư 14

1.4.9 Compensation and benefÏts - Án cà HH HH HH HH nghiêm 14

1.4.10 Employees Relationship - .- - HH HH HH nghe eee 16

1n ố 16

Chaptcr 2: LITTERATURE REVIEW 17 2.1 đJob satisfaction Ăn nh nh nh erere 17 2.2 Work— Related Expectancies - - s cành ghen rưy 19 2.3 Dcvelopmental Experiences - sac HH HH hy nàng n1iee 21 2.4 RoleJusdce

2.5 Supervisory support 2.6 The relationship between work — related expectancies and job satisfaction 24

2.7‘ The relationship between Developmental Experiences and job satisfaction 24

2.8 The relafionship between Role Justiceand job satisfaction 25

2.9 The relationship between supervisory support and job satisfaction 26 Chapter 3: RESEARCH MODEL AND HYPOTHESES 26

3.1 Research model -o Sen nnHHnH« HH H404 16 ng 2?

3.1.1 Variables: Ăn HH HH HH 1008780 re 27

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3.2 Construcfs HH HH Hà TH TH HH HH name 28

3.3 Research Hypotheses: -Ă LH Hàn HH nhưng, 28

3.4 Rescarch Method - án HH HH HH ng Hư 30 3.5 Scope of the h 31 3.6 Research Participants HH HH HH net 31 Chapter 4: RESULTS AND EINDINGS 32 4.1 Rcliability statistic nen HH ghe 33 42 Compare Reliability Statistics Table of Model Research with standard literature 34 43 Descriptive stafiSiC HH HH nghe nee 35

4.4 — Correlation stafistic Ă.Ặ HH HH re 35 4.5 Hypothesis Testing Result: nh 37 4.5.1 Hypothesis 1 Testing ResuÌt: - cà HH ng HH nhe nha 37 4.5.2 Hypothesis 2 Testing ResuiÌ - SH TH TT TH TH Tàn Tung nàng hờ 38 4.5.3 Hypothesis 3 Tes(ing Resullt - - - nh nhan ng ngưng 39 4.5.4 Hypothesis 4 Testing ÑesuÏt 5 SG SA TH Hi HH Bi 39

5.1 Main Findings and Implications for Research «Series 40

5.2 Limitations ăs⁄ Sen nỈnHHỊnHnHH H14 H1 403 E14 p8 nAeA tra 42 53.3 Area offurther Research - các c4 “4n ng Hành gang 43

LIST OF FIGURES AND TABLE

Table 1: Introduction Company - Source: www.On Semi.com - 11

Table 5: Reliability statics standard literature 34

Table 10: Coefficients a (H1) 37 Table 11: Coefficients a (H2) 38 Table 12: Coefficients a (H3) 39 Table 13: Coefficients a (H4) 39

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ABSTRACT

This study examined the factors impact on Job Satisfaction at On

Semiconductor Viet Nam Data was collected through the use of standardized questionnaires Questionnaires were given personally to 350 employees in On

Semiconductor; there were 309 questionnaires returning, in which 309 completely responses were used for the statistical analysis The collected data were computed and analyzed through factor analysis, Cronbach’s alpha, descriptive statistics, correlation, and multiple regression analysis Result: The

results supported the hypothesis that work — related expectancies, Role Justice,

and supervisory support have significant relationship with employee’s job

satisfaction Conclusion: The findings in this study would help managers of On Semiconductor to put forward strategies that improve employee’s Job Sactifaction

through 4 factors in key words

Keywords: Job satisfaction, Work — related Expectancies, Developmental

Experiences, Role Justice, Supervisory Support

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Chapter 1: INTRODUCTION

The main responsibity of management is to guide the employees and to observe their work Developing countries have a huge natural and human resources but due to improper management, economic progress is less Management is a group activity of human strength and material things Managers are not the administrator

but agents of changes The work of management is to maintain good condition so

that employees can work together to achieve common goal with efficiency Now- a-days, there is no sector in which services of employees are not taken When

their work is so important, their Job Satisfaction is also very important point to be

considered Therefore, the researcher wants to look inside the Job Satisfaction level of employees of On Semiconductor On Semiconductor occupies a key place in the

Viet Nam economy in terms of employment and investment Over the years, On

Semiconductor have grown both in number and size and spread to most of the vital sectors of the economy They were conceived as powerful tools in the

process of economic development On Semiconductors are expected to fulfill the social as well as economic

obligation to ensure all round development of the economy But un- fortunately, due to many reasons most of the time many On Semiconductor are not able to

fulfill the promises for which On Semiconductor have been established

11 Motivation of the study and Importance of Satisfaction In any organization, 5Ms are very important, i.c Men, Machine, Money, Method

and Materials When organization is using excellent machine, material and has

good potential market, using good methods but doesn‘t have well trained, prompt, and qualified men power Then, its business will not thrive Nowadays every organization is giving importance to their men power (human resource) If

organization is having good, clever and trained human resource, then chances of

the organization failure are decrease, without good human resource all resources

cannot be operated effectively Andrew Carnegie defines the importance of men

power in organization so, if people are very important in management, their

behaviour is also getting more important in organization

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In today‘s scenario management cannot ignore the human behaviour

Management must consider, their needs, their expectations from organisation If workers satisfied with the organisation, they work effectively If organisation is fail to create job satisfaction it may be suffer many problem from employees like

regularly absent on job venue, they may change the job anywhere, negative publicity of organization, improper work etc

For the success of any organization job satisfaction is of vital importance The

employees who are satisfied are the biggest assets to an organization where as the dissatisfied employees are the biggest liabilities The organization cannot where as the dissatisfied employees are the biggest liabilities, the organization cannot

achieve its goals and targets unless its workforce who constitutes the organization

is satisfied with its job Job satisfaction plays an important role for the happiness and prosperity of the individuals and the organization that has employed them For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance Increased productivity, the quantity and quality of output per hour worked, seems to be a by product of improved quality of working life It is important to note that the literature on the

relationship between job satisfaction and productivity is neither conclusive nor

consistent However, studies dating back to Herzberg's (1957) have shown at least

low - correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization

Improved job satisfaction in the work place will reduce social problems The creative aspect of achieving satisfaction will reduce if not overcome boredom and monotony in work, physical strain and mental stress The benefits to an

organization will also include a lower absenteeism rate and lower staff turn-

over These translate into lower losses, less late-coming, fewer grievances and

more effective cost control Satisfied team members are generally more

committed to the work place success than those who do not find job satisfaction

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A satisfied team member is more likely to perform well cheerfuliy than other

employees Harter, Schmidt and Hayes studied on the job satisfaction sentiments and employee engagement The researchers found positive and substantive correlations between employee satisfaction engagement and the business unit outcomes of productivity, profit, employee turnover, employee accidents, and customer satisfaction

Rajgopal studied the relationship between satisfaction and productivity of textile

mills workers belonging to high and low productive mills The results showed high productive mill workers compared to their counterparts in low productive mills to be significantly more satisfied with five of the seven aspect excluding

job and coworkers From those above analysic, job satisfaction is very importance for organization

Therefore, they were motivation for researcher to conduct this research

1.2 Significance of the study Each and every research may be useful for someone This study will be helpful in

many ways 1 This study will be helpful to the educators to know about the Job Satisfaction of

the On Semiconductor’s employees 2 Board of managers can identify the Job Satisfaction of employees through this

research 3 The study will be helpful to the On Semiconductor for the improvement of their

employees 4 In the age of Globalization, Privatization and Liberalization The study would

help to improve the efficiency and working skills of the all employees of the On

Semiconductor

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5 The study will be helpful to increase the knowledge and will give proper

guideline to the researcher who is interested to make additions to the subject of commerce and psychology

6 Educated society will know about the situation of employees of On Semiconductor and their Job Satisfaction

13 Purpose of the study The purpose of the current study are to investigate the impact of Work — Related Expectancies, Developmental Experiences, Role Justice, and Supervisory Support of On Semiconductor employee’s job satisfaction

1.4 Question of the study

This study addresses some points follow:

_How are the impact of Work — Related Expectancies on On Semiconductor employee job satisfaction?

_How are the impact of Developmental Experiences on On Semiconductor

employee job satisfaction?

_How are the impact of Role Justice on On Semiconductor employee job

ON Semiconductor is a Fortune 1000 semiconductors supplier company

Products include power and signal management, logic, discrete, and custom

devices for automotive, communications, computing, consumer, industrial, LED

lighting, medical, military/aerospace and power applications ON Semiconductor

runs a network of manufacturing facilities, sales offices and design centers in North America, Europe, and the Asia Pacific regions In Viet Nam has

headquartered in No 10, Road 17A, Bien Hoa II Industrial Zone, Dong Nai

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Company Name: English Name: Investment licenses: Establishment: Legal capital:

Products:

Factory Area: Number of Employees: Factory 1:

Factory 2:

On Semiconductor Co., Ltd Vietnam On Semiconductor Vietnam Co , Ltd (OSV)

March 6, 2012 § Billion USD

Power and signal management, logic, discrete, and

custom devices for automotive, communications,

computing, consumer, industrial, LED lighting, medical,

military/aerospace and power applications

70,000 m2 1.500

No 10, Road !7A, Bien Hoa II Industrial Zone, Bien

Hoa City, Dong Nai Tel / Fax: (84-061) 399 4259 No.3 Street ,Viet Nam Singapo Industrial Park, Thuan An district , Binh Duong Province Tel / Fax: (84) 0650

376 7878

Table 1 : Introduction Company

1.4.3 Mission and vision

Respect Integrity lnitiative

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1.4.4 Company culture

The factors, which must be highlighted in this regard, are as follows:

UO Special training is given to employees, New employees also are placed with old ones to learn work and the valuesprevalent in the company,

Ol Two cups tea are free for every employee daily this represents the hospitable nature of the company, This factor keeps the employees motivated as they are taken well care this fact is clear by the physical actions took by the company

QO The company working environment is really a good blend of Asian and

Annual Leaves:

On Semiconductor international has different leaves structures in different regions and countries of the world where they have their company Division

Company is as follows:

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The above table shows simply how the leaves structure allows for the leaves and how well the employees are awarded with facility of getting their own personal

time to manage their own problems These leaves are authorized for the

employees and these include the with pay leaves This facility is really great which keeps the employees motivated and thrilled about their work

1.4.6 Time management for work: Time management is the key to grow in this fast and furious century of growth

and development, so therefore On Semiconductor is doing at their best for this

pivotal factor of managing time To cover this segment of management they have

divided the work in to shifts For this purpose phenomenon of division of labor is

contributing for it's functioning At On Semiconductor company has divided the shifts for the work in the following manner:

They are managing the working time in two shifts They can include some extra

shift if there is demand but normally there are two shifts, which are explained in the following

°8 a.m to 4 p.m (all departments other then technical departments), 4 p.m to 12 p.m (Technical department)

These are the shifts in which the work in the factory is mostly conducted 1.4.7 Medical Facilities:

Medical facilities are of prime importance in any organization as the health of

employees is in the benefit of the company as well as it's the social responsibility of the company to provide nice and healthy work environment to its employees,

These facilities are such facilities which can include first aid treatments, emergency handling problems, sickness, and other diseases which are fatal for a

person On Semiconductor Company is providing Medical facilities to all its

employees These treatments are provided to employees as per their designations

sane

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The medical facilities are also provided to supervisors as well as the officers In

the company 1.4.8 Employees our Asset: The heart and soul of our enterprise have always been our people Over the past

century, On Semiconductor people have led our successes by living and working with a consistent set of values While the world and our business will continue to change rapidly, respecting these values will continue to be essential to our long-

term success

As we have expanded over the decades, our company has benefited from the

various cultural insights and perspectives of the societies in which we do business Much of our future success will depend on our ability to develop a

worldwide team that is rich in its diversity of thinking, perspectives, backgrounds and culture.We are determined to have a diverse culture, from top to bottom that benefit from the perspectives of each individual

1.4.9 Compensation and benefits

Our compensation objective is to improve performance of employees and convey a message to employees that company is loyal with employees

HR department manage says that employees are our assets, there for we are careful about their health and benefits We give following compensation and benefits:

1) Basic salary

2) Bonus (Company will have two kinds of bonuses: Year-end bonus

(Contractual bonus) and KPI

a) Year-end Bonus The year-end bonus will be awarded to employees every year

Payment amount: fixed 2.0 months based on December base salary of each year

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b) The KPI bonus

The Site / Manufacturing Bonus contain performance metrics (KPIs) that determine whether a bonus for the relevant Performance Period is earned and at

what attainment percentage such bonus will be paid Sample metrics and their corresponding weights are listed below

Meal allowance: 20.000 VND/meal

Transportation allowance : 250.000VND per month

Diligence Allowance: 250.000VND

Shift Allowance : 26% x Basic salary 7) Long term service award Employees are eligible for a long term service cash award upon completing every five years of employment, commencing at the fifth year The award payout is based on length of service as follows (multiple of every fifth year)

We get many advantages from our employees because they are happy from company Our employees are satisfy from our compensation and in the On

Semiconductor never downsizing occurred which shows that well relationship between employees and company

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1.4.10 Employees Relationship

Employees are the most important assets of every company so it is very important to give them importance The satisfaction of the employees makes the company successful The reason is that if the employees of the company are satisfied then they will work hard for the development of the company but if they

are not satisfied with the company's policies and they are not given their rights

then they will leave the company which can turn into a big loss So employees’ relationship is very important for every company

Every company has its own policy We have also got our own policy by which we

give importance to our employees if any employee faces some kind of problem related to his life or work then he can directly go to the manager and he can share

all of his problems This thing should be adopted by every company because this makes the employee satisfied with the company

We believe that an open door policy is the best policy for employees' relations

because due to this, our employees feel very independent and they know that if they get any problem, they can contact directly to the manager of their department So we strongly believe that such policy makes our employees satisfy

with us

1.4.11 Safety Policy

We are committed to ensure the maximum level of safety and prevention of loss

for our employees, assets and visitors We believe in the involvement of each and every one of us in this effort and realize the importance of every individual's contribution to safety We strive for continuous improvement in our safety

standards and to the consistently meet or exceed them We therefore, will make

certain that the necessary financial and personnel resources are made available in

order to continuously improve our safety standards With this belief we vow to

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Set our safety standard at a level that ensures compliance with governmental and company requirements

Protect our employees and ensure public safety extending throughout our

organization Integrate sound safety practices in to our daily business operation

even in the absence of specific regulatory requirements use the results of research

and new technology to minimizing the safety risks of our operations equipment, products and packages taking in to account the associate costs or profit for each safety benefits Ensure each and every one to use in responsible and accountable for our actions Establish mechanisms to communicate effectively with employee's consumers and government on our safety performance

Chapter 2: LITTERATURE REVIEW This chapter presents the body of organizational literature containing the base

theory and relevant other theories used in this study This chapter includes the following:

~ (1) Job satisfaction - (2) Work — Related expectancies - (3) Developmental Experiences - (4) Role Justice

- (5) Supervisory support - (6) The relationship between Work — Related Expectancies and job satisfaction

- (7) The relationship between Developmental Experiences and job satisfaction - (8) The relationship between Rolel justice and job satisfaction

- (9) The relationship between Supervisory Support and job satisfaction 2.1 Job satisfaction

Job satisfaction can‘t be seen touched or observed So it is difficult to define it In simple words job satisfaction is connected with employee's need If organisation

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is able to fulfill employees need, they get job satisfaction but many other factors also affected it like family environment, work environment, family tension and employee's personal characteristics, brought up environment, education

qualification, types of family, marital status, physical health, social economic status, income etc According to Rao - Job satisfaction is closely related to the gratification of needs It is composed of effective, cognitive and behavioral elements There elements vary in their intensity and consistency from one individual to another Thus, job satisfaction is the satisfaction derived from and

pursuit directed by the process of fulfillment of the needs It is the favourableness

or unfavourableness with which employees view their work It results from specific attitudes of employees, specific job factors individual adjustment on the job, group relationship

Glimer defines "Job satisfaction is the result of various attitudes the person holds towards his job and towards life in general." Considering job satisfaction as the overall attitude of well being with regard to job and its environment, it is not difficult to know how an employee feels about his job The feeling about the job

is directly affected by the job factors like, salary, nature of work, behaviour of senior, working conditions, opportunity for advancement etc

The term job satisfaction was defined by Hoppock (1935) He reviewed 32 studies on job satisfaction conduced prior to 1933 and observed that job satisfaction is a combination of psychological, physiological, environmental circumstances that cause a person to say, I am satisfied with my job Such a

description indicated the variety of variables that influence the satisfaction of the individual but tell us nothing about the nature of job satisfaction

Sinha (1974) defines job satisfaction as a —reintegration of affect produced by

individual‘s perception of fulfillment of his needs in relation to his work and the

situations surrounding it

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Factors of job satisfaction: Job satisfaction is under the influence of a series of factors such as: The nature of

work, Salary, Promote Opportunities, Management, Work groups and Work

conditions, family environment, work environment, family tension and

employee's personal characteristics, education qualification, marital status,

physical health, social economic status, income, reward etc As above analysic,

There are lot of factors effect to job sactisfaction but in this research , researcher only choice and focus on 4 main factors to analysic in this study is to investigate the impact on Work — Related Expectancies, Developmental Experiences, Role

Justice, and Supervisory Support on On Semiconductor of employee job

satisfaction

2.2 Work — Related Expectancies

Employees believe that higher levels of job performance will be rewarded and

employee expectancies about the relationship of better performance with increased pay, promotion, and job security It also assesses employee expectancies that better performance will lead to increased influence, supervisory

approval, and recognition (Eisenberger, Fasolo, and Davis-LaMastro.,1990)

There are two factors for work-related expectancies One dimension captures expectancies about pay and promotion rewards The other dimension describes

expectancies about approval and recognition The two factors were consistent across samples of hourly workers and managers Expectancies for pay/promotion

rewards and approval/recognizational support, job satisfaction, participation in

decisions, and job involvement (Eisenberger et al.,1990; Smilth&Brannick, 1990)

Reward

Rewarding staff appropriately is important Experienced human resources

consultancies and practitioners who are engaged in staff selection, assessment

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and recruitment are often able to evaluate and assess the needs and wants of individuals fairly accurately By having them, especially those with many years of expertise and experience on your human resources maintenance team, organizations can develop strategic and creative benefits and wages to attract,

retain and motivate talent who will achieve high performance for the

organization and job satisfaction for themselves Job satisfaction is often achieved where performance is recognized by appropriate and equitable performance related pay supplemented with other perks, benefits and non - financial

recognition and rewards, which meets the team member‘s expectation Non- financial rewards have more impact than financial recognition in attaining job

satisfaction

The work itself The content of the work itself is a major source of satisfaction This means

the extent to which the job provides the individual with interesting tasks,

opportunities for learning, and the chance to accept responsibility Research made with reference to the job characteristics, and approach to the job design shows that feedback from the job itself and autonomy are two major job-related motivational factors Some of the most important ingredients of job satisfaction include interesting and challenging work and a job that provides status

Compensation

Wages and salaries are significant, but a complex and multidimensional factor

in job satisfaction Money not only helps people to attain their basic needs, but also is instrumental in providing upper level need satisfaction Employees

often consider salary as a reflection of how management views their contribution

to the organization Fringe benefits are also important, but they are not as influential One reason undoubtedly is that most employees do not even know the benefits they are receiving Moreover, most tend to undervalue these benefits

because they cannot see their practical value Research made regarding

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compensation, indicates that if employees are allowed flexibility in choosing the

type of benefits they prefer within a total package, called a flexible benefits plan, there is a significant increase in both benefit satisfaction and overall job

satisfaction

Career growth Promotional opportunities seem to have a varying effect on job satisfaction This is because promotions take different forms and include a variety of rewards For example, individuals who are promoted on the basis of seniority often experience job satisfaction but not as much as those who are promoted

based on their performance

satisfaction On the contrary, if working conditions are given importance,

productivity and accomplishment of objectives are enhanced Recognition

Individuals at all levels of the organization want to be recognized for their

achievements on the job Their successes don't have to be monumental before

they deserve recognition, but your praise should be sincere If you notice

employees doing something well, take the time to acknowledge their good work immediately Publicly thank them for handling a situation particularly well Write them a kind note of praise.Or give them a bonus, if appropriate You may even

wantttd tábilsblBAR: cognitionprogram, such as "employee of the month."

2.3 Developmental Experiences

This measure, developed by Wayne, Shore , and Liden (1997), describes the

formal and informaldevelopmental experiences a job affords employees It focuses on the extent to which an organization make discretionary investment in format and informal training and development of an employee Work experience

is central to most models of careers and career success, as well as more general theories of work behavior and human resource management (Ng, Eby, Sorensen,

& Feldman, 2005; Quinones, Ford & Treachout, 1995; Tesluk & Jacobs, 1998)

The authors defined developmental job experience (DE) as an individual’s

experience of taking on demanding assignments that offer opportunity for learning and leadership The extent to which an assignment brings DE can depend on how the particular employee views the opportunity in his or her own mind

Developmental assignments usually share some common features: unfamiliar responsibilities, opportunity to create change, high levels of responsibility, working across boundaries, and managing diversity

DE is associated with growth and future benefits as well as with substantial risks and uncertainty Depending on whether an individual perceives the assignment as a challenge or a threat, combined with their ability to use coping skills, he or she will experience pleasant or unpleasant feelings These feelings lead to an overall

positive or negative outcome The authors examined advancement potential as a

positive outcome and turnover intention as a negative outcome in the study The authors explained that because DE can contribute to both pleasant and unpleasant

feelings at the same time, both positive and negative outcomes can occur

2.4 Role Justice This measure, developed by Zohar (1995), describes employess perceptions of

role justice Role justice perceptions represent am employee’s appraisal of

fairness when a role sender’s (e.g., supervisor, client) expectations are not meet by the employee due to limiting conditions associated with a job Perception of

injustice may moderate the effects of role conflict and over load That is, role

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senders who react fairly when an employee is unable to meet all role demands may help reduce the effects of overload And role sender who react unfairly may

increase the salience and discomfort employees feel when overload According to Tang et al (1996), there was one factor related to the distributive justice to which the extend how fairly employees were rewarded while there were

five identified factors (aspects) of Role Justice, namely fairness, two- way communication, trust in supervisor, clarity of expectations and understanding of the performance appraisal process They found that distributive justice was

significantly related to satisfaction with pay, promotion, the performance appraisal, and organizational commitment while Role Justice were related to

satisfaction with supervision, self-reported performance appraisal rating,

performance appraisal, commitment, and job involvement 2.5 Supervisory support

Supervisor support is defined as employees’ belief concerning the extent to which

supervisors value their contributions and care about their well-being Employees need motivation to expend greater efforts and more personal resources in

innovative tasks when supervisor exhibit their individual consideration toward followers, followers are likely to perceive the warmth and consideration from

their supervisors Similarly, employees who perceive support from their

supervisors often feel obligated to pay back supervisors’ favors or kindness by

helping supervisors to reach their stated goals (Eisenberger et al 2002) This measure was developed by Greenhaus, Parasuraman, and Wormly (1990) to

assess employee perceptions of the extent to which they receive suppervisory

support in their job In general, supervisory support may include career guidance, performance feedback, challenging work assignment, and work opportunities that promote employee development and visibility

Jung et al (2003) indicated that leadership is positively associated with employee-

perceived empowerment and support for innovation Creativity and innovation is

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an area where supervisors can have a strong impact on employee creativity

through their influence on the context within which employees work (Shalley and

Gilson, 2004) In order for innovative behavior to occur, supervisor needs to

foster, encourage, and support creativity (Shalley and Gilson, 2004) Janssen (2003) found evidence that employees responded more innovatively to higher levels of job demands when they perceived that their efforts were fairly rewarded by their supervisor

2.6 The relationship between work —related expectancies and job satisfaction Employee satisfaction is related to job expectations Lawler and Stuttle's (1973) expectancy model proposed that employee motivation is a function of the perceived likelihood of a successful accomplishment and that such

accomplishment will result in securing certain outcomes or rewards Expectancies for pay/promotion rewards and approval/recognizational support, job satisfaction,

participation in decisions, and job involvement 2.7 The relationship between Developmental Experiences & job satisfaction

Job satisfaction and Developmental Experiences are the two hot focuses in human resource management researches It has a significant negative impact on job

satisfaction (David Yong Gun Fie, Syed Shah Alam, Zaini Abdullah and Nilufar

Ahsan, 2009) Tesluk and Jacobs (1998) who proposed that work experience has distinct quantitative and qualitative components The quantitative component is represented by whether or not employees report certain experiences at work in

addition to the more common tenure and seniority measures of experience Thus

some jobs and experiences should be more important than others when it comes to professional development The qualitative component recognizes that there are different aspects to every job and every employee’s experience may have positive

effects on their satisfaction

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2.8 The relationship between Role Justice and job satisfaction

Meyer and Smith (2000) considered the justice climate of the procedural, interpersonal and the informational, and suggested that the provision of training of managers to ensure that all of their employees perceived fair treatment

Facilitating meetings where subordinates were able to express their opinions, and that needed information was well communicated, that explanatory role-playing was performed, and that interpersonal sensitivity was observed when providing

performance appraisal feedback to subordinates As well as establishing policies, that increased the likelihood of procedural and informational justice and rule

satisfaction

The relationship between justice perceptions and job satisfaction is well established in literature (e.g.,Bakhshi, Kumar, & Rani, 2009; Bhupatkar, 2003; Fatt, Khin, & Heng, 2010; Malik & Naeem, 2011;Nojani,Arjmandnia, Afrooz, & Rajabi, 2012; Schappe, 1998; Schmiesing, Safrit, & Gliem, 2003) For example, Schappe(1998), Colquitt et al (2001), and Bakhshi et al (2009) reported that distributive justice was an important predictor of job satisfaction Furthermore, Masterson et al (2000) found procedural justice to be a stronger predictor of job satisfaction than interactional justice

The findings of Zainalipour et al (2010) study showed significant positive

relationships between job satisfaction and organizational justice Distributive justice and interactional justice positively correlated with four facets of job

satisfaction namely, supervision, coworker, pay and promotion and they did not have correlation with nature of job as a facet of job satisfaction

Al-Zu’bi (2010) investigated the relationship between organizational justice and job satisfaction in Jordan industrial companies He found a significant positive

correlation between employees' satisfaction and all dimensions of organizational

justice (i.e.,distributive, procedural and interactional justice)

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Elamin and Alomaim (2011) studied the effects of organizational justice perceptions on job satisfaction They found that perceptions of organizational justice affect job satisfaction for all employees

2.9 The relationship between supervisory support and job satisfaction In organizational settings, employees work under supervision The kind of

relationship between the two inevitably affects the employee’s performance The

way an employee feels about his job determines how he does it (Hosie et al 2006,

p44) Dissatisfied employees find no enjoyment in their work (Callaway) Agreeably, varied factors affect an employee’s performance, though experts hold

the belief that employee performance is tagged to the supervisory relationship Opposers to this view claim that job satisfaction is not wholly determined by the employee-supervisory relationship but by other factors (Srivastva, 1975 p34)

Ok and Kim (2001) also support the buffering effect model, showing that supervisory support and co-worker support moderates the relationship between job stress and job satisfaction by interacting with job stress

Chapter 3: RESEARCH MODEL AND HYPOTHESES

The primary goal of this study is to investigate the effects of work — related

expectancies, Developmental Experiences, Role Justice, and developmental experiences to employee’s job satisfaction in On Semiconductor The methodology specifically described the research model, the research instrument,

the research hypothesis, data collection process, and the procedure for the data

analysis

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