A study of employee job satisfaction at cotec construction joint stock company

RESEARCH PROJECT (BMBR5103) A STUDY OF EMPLOYEE JOB SATISFACTION AT COTEC CONSTRUCTION JOINT STOCK COMPANY STUDENT’S FULL NAME : NGUYEN THI KIM DUNG STUDENT ID : CGS00018246 INTAKE : MAY, 2014 ADVISOR’S NAME & TITLE : DR NGUYEN THE KHAI (DBA) August, 2015 Page of 58 Advisor’s Assessment - Advisor’s signature Page of 58 ACKNOWLEDGEMENTS Actually no success has come without associated with the support, however much help, either directly or indirectly by the other person During the period from the beginning of learning, I've received a lot of attention, help your teachers, family and friends With deepest gratitude, I would like to send you a Masters in International Training Institute Hutech together with knowledge and her dedication to impart valuable knowledge to our students during the period of study at school And in particular, in this semester, the Institute has organized for us to have access to courses that follow you is very helpful for students of Business Administration That is the subject Research Project In Business I sincerely thank Dr Nguyen The Khai has dedicated guided us through each classroom sessions as well as the creative practice in scientific research Without these instructions, the teacher taught, I think my thesis is hard to be perfect Again, I sincerely thank you The study is being conducted over a period of approximately weeks Initially, in practice, to learn about the field of creativity in scientific research, my knowledge is limited and muchsurprise Therefore, the inevitable gaps is a sure thing, I look forward to the valuable feedback of your teachers and the classmates to my knowledge in this field is excellent Finally, I wish your Masters in International Training Institute Hutech and Dr Nguyen The Khai Wishes for health, confidence to continue performing his noble mission is the transfer of knowledge for future generations Page of 58 TABLE OF CONTENTS CHAPTER I INTRODUCTION I INTRODUCTION OF COTEC CONSTRUCTION JOINT STOCK COMPANY 1.1 Over view of the company 1.2 Organisation Structure and Human Resources 1.3 Human resource policy 12 1.4 ISO certificate 16 1.6 Events 18 II RESEARCH INTRODUCTION 25 2.1 Research problem statement of the study 25 2.2 Contribute of the study 25 CHAPTER II 27 LITERATURE REVIEW 27 2.1 Work Control 27 2.2 Role innovation 27 2.3 Supervisor Related Commitment 28 2.4 Fairness In Skill-Based 28 2.5 Positive Work Bahaviors 29 2.6 The relationship between work control and positive work bahaviors 29 2.7 The relationship between role innovation and positive work bahaviors 30 2.8 The relationship between supervisor related commitment and positive work bahaviors 31 2.9 The relationship between fairness in skill-based and positive work bahaviors 32 CHAPTER III 34 RESEARCH MODEL AND HYPOTHESES 34 3.1 Research model 34 3.1.1 Dependent Variables: 34 3.1.2 Independent Variables: 34 3.2 Constructs 34 3.3 Research Hypotheses: 35 CHAPTER IV 39 Page of 58 RESULTS AND FINDINGS 39 I RESEARCH METHODS 39 1.1 Data collection 39 1.2 Measures 39 1.3 Measures of each construct 39 1.3.1 Work Control 39 1.3.2 Role innovation 40 1.3.3 Supervisor related commitment 41 1.3.4 Fairness In Skill-Based 42 1.3.5 Positive work bahaviors 43 II DATA ANALYSIS 44 2.2 Descriptive Statistics 45 2.3 Hypothesis Testing Result 46 CHAPTER V 48 DISCUSSION AND CONCLUSIONS 48 I.Discussion 48 1.1 Recommendations for Work Control 48 1.2 Recommendations for Role Innovation 48 1.3 Recommendations for Supervisor Related Commitment 49 1.4 Recommendations for Fairness In Skill-Based 49 II Significance of research 49 III Limitation of research 51 REFERENCE 52 THE SURVEY 53 Page of 58 LIST OF FIGURES AND TABLE Table 1: Annual turnover and profit growth Table 2: Measurement of Work Control 35 Table 3: Measurement of Role Innovation 36 Table 4: Measurement of Supervisor related commitment 37 Table 5: Measurement of Fairness In Skill-Base 38 Table 6: Measurement of Positive Work Bahaviors 38 Table 7: Cronbach's Alpha- Internal consistency .39 Table 8: Reliability Statistics 40 Table 9: Descriptive Statistics .40 Table 10: Model Summary (FIS, WC, SRC, RI) 41 Table 11: Coefficients (FIS, WC, SRC, RI) 41 Table 12: Hypothesis Statistic .42 Figure 1: Human resource manager system- Organizational Chart 11 Figure 2: Proposed Research Model of Employee Positive Work Bahaviors in Coteccon Group 29 Page of 58 ABSTRACT This study examined the impact of work control, role innovation, supervisor related commitment, and fairness in skill-based on Coteccons Construction’s employee job satisfaction.Result:The results supported the hypothesis that work control, role innovation, supervisor related commitment, and fairness in skill-based on Coteccons Construction’s employee job satisfaction Conclusion: The findings in this study would help managers of Coteccons Construction’s to formulate strategies that involved work factors such as distributive and procedural justice to improve the management of human resource development These strategies would help in influencing positive behaviors among employees, and hence achieve effectiveness and high productivity in the organization Therefore, it was worth the effort for the organization to train and educate their managers on the impact of perceptions of organizational justice on the motivation and commitment of their employees Keywords: work control, role innovation, supervisor related commitment, and fairness in skill-based Page of 58 CHAPTER I INTRODUCTION I INTRODUCTION OF COTEC CONSTRUCTION JOINT STOCK COMPANY 1.1 Over view of the company - Cotec Construction Joint Stock Company (Coteccons’s Group) - Address: Floor 9th - 12th , Coteccons Office Building, No.236/6 Dien Bien Phu Str., - Ward 17 Binh Thanh Dist, - Ho Chi Minh - Tel: 08.35142255 - 3.5142266 - Fax: 08 35142277 - Website: www.coteccons.vn - Products: Construction, installation and repair of civil and industrial project, infrastructure, transportation and irrigation projects, residential and commercial building Investment consultation, project management of civil, industrial and infrastructure projects Design of construction works; design of civil and industrial projects; residential and commercial buildings, interior design, design of HVAC systems and Mechanical, electrical and plumbing works -Last five year business achievements: Turnover and net profit of the company are shown as follows: Year Unit Turnover Profit 2009 Billion dongs 1,962 228 2010 Billion dongs 3,303.7 240.3 2011 Billion dongs 4,509.6 211 2012 Billion dongs 4,477.3 218.5 2013 Billion dongs 6,189.6 257.1 Page of 58 Table 1: Annual turnover and profit growth - Strategic Shareholders: With sustainable development strategies and business transparency in the issuance of shares to strategic shareholders, Coteccons has attracted several national and international investors, such as: + Tainan Spinning Co., Ltd + Indochina Holdings Group Ltd + Kusto Pte., Ltd 1.2 Organisation Structure and Human Resources Structure: The shareholder community has the most powerful authority to approve any changes or revisions to regulations or annual business objectives of the company In the Annual General Meeting the Board of Directors and Board of Supervisors shall be elected to manage all business activities The Board of Directors is responsible for implementing the Annual General Meeting’s decisions Page of 58 Coteccons is directly managed by the General Director appointed and approved by the Board of Directors The General Director manages the company in accordance with Company Regulations approved by Annual General Meeting and under Vietnam Laws Resources: Coteccons is proud of a team of experienced, elite and creative engineers, architects and expatriate experts All the staff participates fully in training, created for the purpose of self-improvement and perfection Page 10 of 58 11 Put less effort into the job than should have 12 Thought of leaving current job 13 Let others your work 14 Left work early without permission 15 Taken longer lunch or rest break than allowed 7-point Likert-type scale Table 6: Measurement of Positive Work Bahaviors II DATA ANALYSIS According to Cronbach's alpha reliability of all variables are more than 0.8 which shows that the scale has good reliability in order to conduct further research The summary Statistics of survey are shown in below tables Cronbach's alpha is a measure of internal consistency, that is, how closely related a set of items are as a group It is considered to be a measure of scale reliability A "high" value for alpha does not imply that the measure is unidimensional If, in addition to measuring internal consistency, you wish to provide evidence that the scale in question is unidimensional, additional analyses can be performed Exploratory factor analysis is one method of checking dimensionality Technically speaking, Cronbach's alpha is not a statistical test - it is a coefficient of reliability (or consistency) George and Mallery (2003) provide the following rules of thumb: Cronbach’s alpha Internal consistency α ≥ 0.9 excellent 0.8 ≤ α < 0.9 Good 0.7 ≤ α < 0.8 Acceptable 0.6 ≤ α < 0.7 Questionable 0.5 ≤ α < 0.6 Poor α < 0.5 Unacceptable Table 7: Cronbach's Alpha- Internal consistency Page 44 of 58 2.1 Reliability Statistic RELIABILITY STATISTICS Variables Cronbach's No of Alpha items Consider Work Control WC 852 10 Good Role Innovation RI 851 Good Supervisor Related Commitment SRC 860 Good Fairness In Skill-Based FIS 879 Good Positive Work Bahaviors PWH 901 15 Good Table 8: Reliability Statistics 2.2 Descriptive Statistics Descriptive Statistics N Minimu Maximu m m Mean Std Deviation WC 309 2.20 5.00 3.7223 46924 RI 309 1.00 5.00 3.6170 61857 SCR 309 1.44 5.00 3.6023 53816 FIS 309 1.29 5.00 3.5566 59342 PWH 309 1.93 4.67 3.5603 42240 Valid N (listwise) 309 Table 9: Descriptive Statistics The summary of the descriptive statistics is shown in above The results show that the mean for distribute, work control was 3.7223 with SD = 0.46924, the mean on role innovationwas 3.6170 with SD = 61857, the mean for supervisor related commitment was 3.6023 with SD = 53816, the mean for fairness in skill-based Page 45 of 58 was 3.5566 with SD 59342 and the mean for positive work bahaviors was 3.5603 with SD = 42240 The mean values for all the variables are above moderate 2.3 Hypothesis Testing Result Model Summary Model R R Square 466a Adjusted R Square 217 Std Error of the Estimate 207 45415 a Predictors: (Constant), FIS, WC, SRC, RI Table 10: Model Summary (FIS, WC, SRC, RI) Coefficientsa Model Unstandardized Standardized Coefficients Coefficients B (Constant) Std Error 1.668 238 WC 128 056 RI 123 SRC FIS t Sig Beta 7.002 000 155 2.288 000 062 141 2.006 000 089 060 094 1.482 000 386 059 369 6.530 000 a Dependent Variable: PWH Table 11: Coefficients (FIS, WC, SRC, RI) WC (H1) - R2 = 0.217 > - Coefficient β = 0.155 => the same direction with model - Since the correlation is significant at 0.01,the result obtained is significant due to the fact that 0.00 < 0.05  The hypothesis H1 was supported RI (H2) - R2 = 0.217 > - Coefficient β = 0.141 => the same direction with model Page 46 of 58 - Since the correlation is significant at 0.01,the result obtained is significant due to the fact that 0.00 < 0.05  The hypothesis H2 was supported SRC (H3) - R2 = 0.217 > - Coefficient β = 0.091 => the same direction with model - Since the correlation is significant at 0.01,the result obtained is significant due to the fact that 0.00 < 0.05  The hypothesis H3 was supported FIS (H4) - R2 = 0.217 > - Coefficient β = 0.369 => the same direction with model - Since the correlation is significant at 0.01,the result obtained is significant due to the fact that 0.00 < 0.05  The hypothesis H4 was supported No Type Variable/Construct WC/H1+ Work Control RI/H2+ Role Innovation SRC/H3+ FIS/H4+ Supervisor Related R Square Sig Assessment 0.217 0.155 0.000 Support 0.217 0.141 0.000 Support 0.094 0.000 Support 0.217 0.369 0.000 Support 0.217 Commitment Fairness In Skill-Based Beta Table 12: Hypothesis Statistic Page 47 of 58 CHAPTER V DISCUSSION AND CONCLUSIONS I.Discussion 1.1 Recommendations for Work Control To control the job, it is first necessary internal controls It is a procedure within the company, because the company made to check if the employees right or wrong with the procedures prescribed in the handbook while performing duty The ultimate goal of the internal control units are considered capable of achieving the plan has worked out or not It does not measure the results achieved with scheduled plans that consider employees, activities, policies, systems and procedures of the company and even operating manuals, organizational charts, tables descriptive titles is performing stars and if in doing so it has the ability to achieve planned not Internal control regime as well as the budget is not popular in our country because it requires business administration from scientific, while the majority of our businesses are still under the convenient administration Controlling the job well will promote and enhance the management level to executive directors, actively contributing to the enhancement of fulfilling the plan, proposed business objectives, enhancing capture information and offer modern working methods enhance labor productivity Recently, The Cotec Construction company despite strong growth in quantity, but the quality is low now, weak competitiveness One of the basic reasons is the ability to control the work, especially in small and medium enterprises is still very limited Based on field surveys 1.2 Recommendations for Role Innovation The employees aware of information is as important as the information itself on the fact that because this is a creative activity These innovative ideas can be used to strengthen the company by increasing the employee's initiative One such innovation is the elimination of restrictions in work, limiting the ability of employees and they like being in the box Another idea is to share Page 48 of 58 financial information with employees Rejecting the traditional secrecy of mass collaboration can make employees aware of the reality of work and large hn encourage 'they offer ideas to reduce costs and increase profits Because the answer to problems requiring creative affixed both a person's psychology, the modern workplace should undergo significant changes Results efforts of pioneering companies in the world, a series of important ideas have appeared may change workplace psychology 1.3 Recommendations for Supervisor Related Commitment 1.4 Recommendations for Fairness In Skill-Based Review staff also called to assess the effectiveness of employee work was "The process has been standardized to collect information from the managerial level to act and behave in professional of the entire HR" Assessing the effectiveness of employees working longer be construed as a formal system to review the fulfillment of a personal work periodically Currently, the manager of The Coteccons construction company often encounter difficulties in assessing and comparing the carrying capacity of the staff work different, especially the salaried staff over time These standards if there is a general pattern is not clear On different angles assessment indicators have also different views The incorrect assessment of staff caused consequences: Causing misunderstandings questions in personnel whenever necessary to vote bonus selection, or review of wage increase Do not encourage employees actively striving, self-discipline in order to better accomplish the assigned tasks II Significance of research The purpose of research is to inform action Thus, your study should seek to contextualize its findings within the larger body of research Research must always be high quality in order to produce knowledge that is applicable outside of the research setting with implications that go beyond the group that has participated in the research Furthermore, the results of your study should have implications for policy and project implementation One problem that often plagues progress in global health is the slow translation of research into practice Oftentimes, a disconnect exists between those Page 49 of 58 who create the evidence base and those who are positioned to implement the research findings The underlying problem is in “the way in which the production of evidence is organized institutionally with highly centralized mechanisms, whereas the application of that science is highly decentralized This social distance prevails because scientists are more oriented to the international audiences of other scientists for which they publish than to the needs of practitioners, policy makers, or the local public.” Thus, as researchers, it is imperative to take steps to overcome this barrier Publishing your study may be one initial step to make your research known to the global community Other proactive measures can be taken to encourage the uptake of evidence-based interventions For example, you can present your research findings at various venues such as the Unite for Sight sponsored Global Health and Innovation Conference Furthermore, you can send the results of your study to local officials, policy-makers, and community leaders There are relatively few published studies about eye care in developing countries, and Unite For Sight encourages all volunteers to consider developing a research study to contribute important knowledge to the eye care community on a global scale Pursuing a research project will be a challenging and rewarding experience, and this opportunity enables you to pursue an in-depth original study about a topic of interest Well-conducted research is vital to the success of global heath endeavors Not only does research form the foundation of program development and policies all over the world, but it can also be translated into effective global health programs Research draws its power from the fact that it is empirical: rather than merely theorizing about what might be effective or what could work, researchers go out into the field and design studies that give policymakers hard data on which they can base their decisions Furthermore, good research produces results that are examinable by peers, methodologies that can be replicated, and knowledge that can be applied to real-world situations Researchers work as a team to enhance our knowledge of how to best address the world’s problems Page 50 of 58 Ultimately, the key to a successful research project lies in iteration: the process of returning again and again to the research questions, methods, and data, which leads to new ideas, revisions and improvements It is easy to think of research as a step-by-step “1,2,3” process, but it is important to be fluid and open to change Oftentimes, by discussing the research project with advisers and peers one will find that new research questions need to be added, variables need to be omitted, and other changes made As a proposed study is examined and reexamined from different perspectives, it may begin to transform and take a different shape This is to be expected and is a component of a good research study In addition, it is important to examine study methods and data from different viewpoints to ensure a comprehensive approach to the research question In conclusion, there is no one formula for developing a successful research study, but it is important to realize that the research process is cyclical and iterative III Limitation of research It operated at construction companies Coteccons, factors such bias that may imply a lack of accuracy in the data collected, which is probably not applicable in other companies Factors Affecting may include professional nature or problems in locating an organization in the context of human resource competitiveness in the region, especially over the individual personnel matters Due to some limitations, the thesis is done in a small limit on the company's problems In the future, if possible, it will be expanded further studies for companies to have the results of the true state of the company in the current economy In addition, this study can be repeated in different intervals to check its reliability in case of different conditions occur Finally, because satisfaction is a complication or psychological, the reliability of this study will be more reliable with conditions other study participants and qualitative methods such reactions include leading experts Page 51 of 58 REFERENCE Brooke, P P, Russell, D., & Price, J L (1988) Discriminant validation of measures of job satisfaction, job involvement, and organizational commitment Journal of Applied Psychology, 73, 139-145 Lehman, W E K., & Simpson, D D (1992) Employee substance use and on-the-job behaviors Journal of Applied Psychology, 77, 309-321 West, M A (1987) A measure of role innovation at work British Journal of Social Psychology, 26, 83-85 Lee, C., Law, K S., & Bobko, P (1998) The importance of justice perceptions on pay effectiveness: A two-year study of a skill- based pay plan Journal of Management, 25(6), 851-873 Becker, T E (1992) Foci and bases of commitment: Are they distinctions worth making? Academy of Management Journal, 35(1), 232-250 Watson, D., & Slack, A K (1993) General factors of affective temperament and their relation to job satisfaction overtime Organizational Behavior and Human Decision Processes, 54, 181 -202 Renn, R W., & Vandenberg, R J (1995) The critical psychological states: An underrepresented component in job characteristics model research Journal of Management, 21(2), 279-303 Bennett J., Lehman, W., & Forst, J (1999) Change, transfer climate, and customer orientation: A contextual model and analysis of change-driven training Group & Organization Management, 24(2), 188217 Hunter, J E., Schmidt, E L., & Judiesch, M K (1990) Individual differences in output variability as a function of job complexity Journal of Applied Psychology, 75, 28-42 Funderburg, S A., & Levy, P E (1997) The influence of individual and contextual variables on 360-degree feedback system attitudes Group & Organization Management, 22, 210-235 Manning, M R., Jackson, C N„ & Fusilier, M R (1996) Occupational stress, social support, and the costs of health care Academy of Management Journal 39(3), 738-751 Fisher, C D., & Shaw, J B (1994) Relocation attitudes and adjustment: A longitudinal study Journal of Organizational Behavior, 75(3), 209-224 (Scott and Bruce, 1994), “Innovat ive Work Behav ior : Measurement and Va l idat ion” , Page 5- 24 Social Identity Processes in Organizational contexts”, Becker & Billings, 1993 Page 90-100 Page 52 of 58 Mitchell, T.R.; Daniels, D 2003 Motivation Handbook of Psychology, Vol 12 Industrial Organizational Psychology, ed W.C Borman, D.R Ilgen, R.J Klimoski, pp 225–54 New York: Wiley Hunter, J E., Schmidt, F L., & Judiesch, M K (1990) Individual Differences in Output Variability as a Function of Job Complexity Journal of Applied Psychology, 75, 28-42 THE SURVEY Dear my colleagues, My name‘s Nguyen Thi Kim Dung I‘m a student of International MBA program I am undertaking a research project on employees‘ commitments towards the Coteccons Construction Before you begin, please take a few minutes to read the reason why I invite you to participate in and what I will with the information you provide You will fill out a short questionnaire Your answers will not be released to anyone and will remain anonymous Your name will not be written on the questionnaire or be kept in any other records All responses you provide for this study will remain confidential When the results of the study are reported, you will not be identified by name or any other informations that could be used to infer your identity I would like to express my personal gratitude to you for your great contribution For any inquiries, kindly contact me as below: - Name : Nguyen Thi Kim Dung - Email: nguyenkimdung88@gmail.com - Thank you very much Page 53 of 58 Instructions for completing the survey I WORK CONTROL Response are obtained on a 5- point scale where 1= Very little, 2= Little, 3= A moderate amount, 4= Much, 5= Very much No Items How much control you have 1 5 5 5 5 5 over the variety of methols you use in completing your work? How much can you choose among a variety of tasks or projects to do? How much control you have personally over the quality of your work? How much can you generally predict the amount of work you will have to on any given day? How much control you personally have over how much work you get done? How much control you have over how quickly or slowly you have to work? How much control you have over the scheduling and duration of your rest breaks? How much control you have over when you come to work and leave? How much control you have over when you take vacation or days off? 10 How much are you able to predict what the results of decisions you make on the job will be? Page 54 of 58 II ROLE INNOVATION Responses are obtained on a 5- point Likert – type scale where 1= I the job much the same as other people have done it, 2= I the job a few the same as other people have done it , 3= I the job somewhat differently than others have done it, 4= I the job very differently than others have done it , 5= I the job completely differently than others have done it No Items 11 Setting work targets/objectives 12 Deciding the methods used to 5 5 achieve work targets/objectives 13 Deciding the order in which different parts of the job are done 14 Choosing whom you deal with in order to carry out your work duties 15 Initiating new produres or information systems Developing innovative ways of accomplishing targets/ objectives III SUPERVISOR RELATED COMMITMENT Responses are obtained on a 5- point Likert – type scale where is strongly disagree, is disagree, is slightly disagree, is neutral, is slightly agree No Items 17 When someone criticizes my suprvisor, it feels 5 like a personal insult 18 When I talk about my supervisor, I usually say Page 55 of 58 "we" rather than "they" 19 My supervisor's successes are my successes 20 When someone praises my supervisor, it feels like a personal compliment 21 I feel a sense of "ownership" for my supervisor 22 If the values of my supervisor were different I 5 5 would not be as attached to my supervisor 23 My attachment to my supervisor is primarily based on the similarity of my values and those represented by my supervisor 24 Since starting this job, my personal values and those of my supervisor have become more similar 25 The reason I perfer my supervisor to others is because of what he or she stands for, that is, hos or her values IV FAIRNESS IN SKILL-BASED PAY Responses are obtained on a 5- point Likert – type scale where is strongly disagree, is disagree, is slightly disagree, is neutral, is slightly agree No 26 Items Supervisor a good job of certifying employees 5 5 for skill-based pay raises 27 The skill-based pay certifications are a fair test of employee ability to perform a task 28 If an employee really knows how to perform the task that make up a skill level, the employee will be able to pass the certification test for that skill level 29 The skill-based pay plan is fair to most employees Page 56 of 58 V POSITIVE WORK BEHAVIORS Responses are obtained on a 5- point Likert – type scale where is strongly disagree, is disagree, is slightly disagree, is neutral, is slightly agree No Items 30 Done more work than required 31 Volunteered to work overtime 32 Made attempts to change work conditions 33 Negotiated with superviors to improve job 34 Tried to think of ways to the job better 35 Thought of being absent 36 Chatted with co-workers about nonwork 5 topic 37 Left work situation for unnecessary reasons 38 Day dreamed 39 Spent work time on personal matters Page 57 of 58 General information about yourself 40.Gender ( 1) Male (2) Female 41.Age (1) 24 – 29 (2) 30 – 35 (4) 41 – 46 42.Education (1) High school (4) Master 43.Your position (3) 36 – 40 (5) 47 – 60 (2) College (3) Bachelorο (5) Ph.Dο (1) Manager (has subordinates) (2) Staff (noο subordinate) 44.How long have you been working for The Cotecons Construction (Working Experience) …………year(s)…………month(s) THANK YOU FOR YOUR ANSWERS Page 58 of 58 [...]... organization, job satisfaction has been an organizing point trongcho How to organize employees to create job satisfaction? This question is what the head of the organization concerned Therefore, the relationship between job satisfaction of employees and organizational commitment is necessary and should be focused In fact, many organizations did not meet staff job satisfaction related promotion, such salaries Managing... job satisfaction is an indicator, job satisfaction is probably the most important job attitude Institutions such as Gallup Inc or the Society of Human Resource Management periodically conduct studies of job satisfaction to track how satisfied employees are at work According to a recent Gallup survey, 90% of the employees surveyed said that they were at least somewhat satisfied with their jobs The study. .. in active and mutual attack There was no score during match In order to find the candidate in final round, the penalty kicks should decide the candidate Finally, the winner was Pham Van Nam In quarterfinal round, the SECC team had lead Ngo Khac Tan team in 1-0 ratio, but Ngo Khac Tan team had balanced in second-match and won in 3-2 ratio Final – match: Even spend much effort, Pham Van Nam team must accepted... revealed 40% who were very satisfied Organizational commitment is the emotional attachment people have toward the company they work for There is a high degree of overlap between job satisfaction and organizational commitment, because things that make us happy with our job often make us more committed to the company as well Companies believe that these attitudes are worth tracking because they are often... times, and skills; include opportunities for employees to ask question about decision made; and incorporate the use of accurate information Confirmatory factor analysis showed that measure of fairness, tree skillbased pay system characteristics (training, understanding, and advancement), and Page 28 of 58 1 perceived benefits of skill-based pay and pay satisfaction were empirically distinct Perceived fairness... feelings about aspects of our environment We have attitudes toward the food we eat, people Page 29 of 58 1 we interact with, courses we take, and various other things At work, two particular job attitudes have the greatest potential to influence how we behave These are job satisfaction and organizational commitment Job satisfaction refers to the feelings people have toward their job If the number of studies... Integration: New staffs will attend Integration Course to have a general understanding of the establishment and development of Coteccons, regulations, procedures and Coteccons cultures so that they can immediately integrate with colleagues and works New supervisor will be trained with technical materials • Manager training: Potential staffs will be nominated to Potential Leader Club, attend leading... involvement, job tension, and general fatigue Antagonistic behaviors correlated positively with psychological withdrawal behaviors, organizational politics, job tension, general fatigue, and burnout Psychological withdrawal behaviors also correlated positively with organizational politics, turnover intentions, general fatigue, and burnout Psychological withdrawal behaviors correlated negatively with... and internalization were positively correlated (Becker et al., 1996) Confirmatory factor analysis suggested that commitment to a supervisor and commitment to the organization are empirically distinct In multivariate analyses, both supervisor-related identification and internalization were positively correlated with employee performance ratings, but organizational commitment was not (Becker et al., 1996)... attitudes are more strongly related to intentions to behave in a certain way, rather than actual behaviors When you are dissatisfied with your job, you may have the intention to leave Whether you will actually leave is a different story! Your leaving will depend on many factors, such as availability of alternative jobs in the market, your employability in a different company, and sacrifices you have to make ... organize employees to create job satisfaction? This question is what the head of the organization concerned Therefore, the relationship between job satisfaction of employees and organizational... over aspects of a job correlated positively with sick days taken, job workload, and work satisfaction In multivariate analysis, control moderated the relationship of workload with work satisfaction. .. cyclical and iterative III Limitation of research It operated at construction companies Coteccons, factors such bias that may imply a lack of accuracy in the data collected, which is probably not applicable