Job satisfaction at saigontourist travel service company

 RESEARCH PROJECT (BMBR5103) JOB SATISFACTION AT SAIGONTOURIST TRAVEL SERVICE COMPANY STUDENT’S FULL NAME : NGUYEN PHUOC PHUONG UYEN STUDENT ID : CGS00018502 INTAKE : MBAOUM0315 – K17C ADVISOR’S NAME & TITLE : NGUYEN THE KHAI (DBA) July 2016 Advisor’s assessment Advisor’s signature MBAOUM0315 – K17C Table of Contents TABLE OF CONTENTS ACKNOWLEDGEMENT ABSTRACT CHAPTER 1: INTRODUCTION 1.1 Introduction of Saigontourist 1.2 Business Objective 1.2.1 Core business 1.2.2 Inbound Travel 1.2.3 Mission statement 1.2.4 Vision 1.3 RESEARCH INTRODUCTION 1.3.1 Research Problems Statement 1.3.2 Research Objectives 1.3.3 Research Scope 1.3.4 Significance of research CHAPTER 2: LITERATURE REVIEW 2.1 Definition of Construct 2.1.1 Global Job Satisfaction 2.1.2 Job control, Cognitive Demand and Production Responsibility 10 2.1.3 Supervisory Support 10 2.1.4 Developmental Experiences 11 2.1.5 Role Justice 12 2.1.6 Work Values Inventory 15 2.2 Research Model 16 2.2.1 Research model 16 2.2.2 Constructs 17 2.2.3 Research Hypothesis 17 MBAOUM0315 – K17C Table of Contents CHAPTER 3: ARGUMENT FOR THE RELATIONSHIP AMONG THE CONSTRUCTS 18 3.1 Maslow’s theory 18 3.2 Herzberg’s Motivation Hygiene Theory 21 3.3 McGregor’s Participation Theory 23 3.4 Urwick’s Theory Z 26 3.5 Alderfer’s ERG theory 27 3.6 McClelland’s theory 31 3.7 Porter and Lawler’s Expectancy Theory 34 3.8 Vroom’s Expectancy Theory of Motivation 36 CHAPTER 4: RESEARCH METHODOLOGY 39 4.1 Method of Data collection 39 4.2 Design template scale 39 4.2.1 Global Job Satisfaction 39 4.2.2 Job Control, Cognitive Demand, and Production Responsibility 41 4.2.3 Supervisory Support 42 4.2.4 Development Experiences 44 4.2.5 Role Justice 45 4.2.6 Work Values Inventory 46 4.3 Data analysis 46 CHAPTER 5: RESEARCH FINDINGS AND ANALYSIS 48 5.1 Data Analysis 48 5.2 Measure of each constructs 49 5.2.1 Global Job Satisfaction (GJS - main construct) 49 5.2.2 Job Control, Cognitive Demand, and Production Responsibility (JCP) 49 5.2.3 Supervisory Support (SS) 50 5.2.4 Developmental Experiences (DE) 50 5.2.5 Role Justice (RJ) 51 5.2.6 Work Values Inventory (WVI) 51 5.3 Descriptive statistics 51 MBAOUM0315 – K17C Table of Contents 5.4 Correlation statistics among the variables 53 5.5 Hypotheses testing 54 5.5.1 Hypothesis proposed (H1) 55 5.5.2 Hypothesis proposed (H2) 56 5.5.3 Hypothesis proposed (H3) 57 5.5.4 Hypothesis proposed (H4) 58 5.5.5 Hypothesis proposed (H5) 59 CHAPTER 6: DISCUSSION AND RECOMMENDATION 61 6.1 Discussion 61 6.2 Limitation of the research 61 6.3 Forecast recommendation 62 REFERENCE 64 APPENDIX 1: SURVEY 69 APPENDIX 2: PRESENTATION 78 MBAOUM0315 – K17C List of Tables LIST OF TABLES Table 1: Global Job Satisfaction Scale 40 Table 2: Job Control, Cognitive Demand, and Production Responsibility 41 Table 3: Supervisory Support 43 Table 4: Developmental Experiences 44 Table 5: Role Justice 45 Table 6: Work Values Inventory 46 Table 7: Cronbach‟s Alpha - Internal Consistency 48 Table 8: Cronbach‟s Alpha of Global Job Satisfaction 49 Table 9: Cronbach‟s Alpha of Job Control, Cognitive Demand, and Production Responsibility 49 Table 10: Cronbach‟s Alpha of Supervisory Support 50 Table 11: Cronbach‟s Alpha of Developmental Experiences 50 Table 12: Cronbach‟s Alpha of Role Justice 51 Table 13: Cronbach‟s Alpha of Work Values Inventory 51 Table 14: Descriptive statistics 52 Table 15: Correlation statistics 53 Table 16: Model summary of H1 55 Table 17: Coefficients of H1 55 Table 18: Model summary of H2 56 Table 19: Coefficients of H2 56 Table 20: Model summary of H3 57 Table 21: Coefficients of H3 57 Table 22: Model summary of H4 58 Table 23: Coefficients of H4 58 Table 24: Model summary of H5 59 Table 25: Coefficients of H5 59 MBAOUM0315 – K17C List of Figures LIST OF FIGURES Figure 1: Research model 16 Figure 2: Maslow's hierarchy of needs, represented as a pyramid with the more basic needs at the bottom 19 Figure 3: Herzberg‟s motivational and hygiene factors 22 Figure 4: McGregor‟s Participation Theory 24 Figure 5: Alderfer‟s ERG theory 30 Figure 6: McClelland‟s theory 33 Figure 7: Porter and Lawler‟s expectancy model 36 Figure 8: Vroom‟s Expectancy Theory of Motivation 38 MBAOUM0315 – K17C Acknowledgement ACKNOWLEDGEMENT In order to completing thesis, the author always needs not only his efforts but also the support of other people Therefore, I would like to gives my best regards to those who have been besides me and motivate me during the time of doing this research First of all, I would like to express my thankfulness as well as my attitude to my lecture Nguyen The Khai (DBA) who give introduction carefully and basically Without his encouragement and comments, my thesis would not have been finished effectively Secondly, I would like to thanks to groups who assist in the process of data collection and data entry for doing this research as an important part of this thesis I also acknowledge my thankfulness to those who give me valuable time, kind assistances in participating in the survey Finally, my special thanks to all my family, my friends, my colleagues always encouraged me and push me to complete this survey as well as give me more helpful knowledge that is much useful in my work Nguyen Phuoc Phuong Uyen MBAOUM0315 – K17C Abstract ABSTRACT This research aimed to find which exact factors influence to the Global Job Satisfaction of employees working at Saigontourist Travel Service Company Limited This research project is advised to use Business Research Methods to determine whether other main factors affect to the Global Job Satisfaction or not The quantitative method was used to conduct this research with the source is surveys by offline on 500 employees of Saigontourist to collect data Moreover, the results of statistics analyzed by SPSS version 20 software (Copyright of IBM) were proved by Cronbach‟s alpha, Descriptive Statistics, Correlation and Multiple Regression Analysis The hypotheses used in this research were inclusive six constructs which are one dependent construct (Global Job Satisfaction) and other five independent constructs (Supervisory Support, Developmental Experiences, Role Justice and Work Values Inventory) Least but not last, the research outlined the relationship between dependent and independent constructs are positive or negative The research also pointed out some helpful recommendation to managers of Saigontourist so that they can acknowledge the problems are having in their company and then they will have effective solutions to upgrade job satisfaction for employees in their company Key words in this research: Global Job Satisfaction, Supervisory Support, Developmental Experiences, Role Justice and Work Values Inventory MBAOUM0315 – K17C Chapter 1: Introduction CHAPTER 1: INTRODUCTION 1.1 Introduction of Saigontourist Established since 1975, Saigontourist Travel Service Company, an affiliate of Saigontourist Holding Company, has made its hallmark amongst the Vietnamese leading travel management companies that have operated successfully in all three primary tourism fields including inbound, outbound, and domestic travel Comprehensive development, continuing innovation and improvement in management technology, serving style standardization and dedicated, professional, high-skilled staff have paved the way for enhancing and strengthening Saigontourist‟s brand name popularity 1.2 Business Objective 1.2.1 Core business Saigontourist Travel Service Co Ltd is specialized in designing and operating optimal leisure tours, meeting & incentive travel & business travel services for customers with consulting expertise, high-quality service, and product diversification 1.2.2 Inbound Travel Saigontourist Travel Service owns competitive advantages in the field of inbound travel thanks to the partnership network covering many countries over the world Since established, Saigontourist has been trusted by international tourists for package tours of diversified itineraries spreading throughout Vietnam Page of 82 MBAOUM0315 – K17C References http://www.yourcoach.be/en/employee-motivation-theories/erg-motivation-theoryalderfer.php https://www.researchgate.net/publication/303859661_LEADERSHIP_STYLE_AS_A_ PREDICTOR_OF_JOB_SATISFACTION_AND_ORGANIZATIONAL_COMMITM ENT_EMPIRICAL_EVIDENCE_FROM_SAIGONTOURIST_GHANA https://www.academia.edu/9389553/ORGANIZATIONAL_CLIMATE_AND_JOB_S ATISFACTION_AMONG_ACADEMIC_STAFF_IN_SOME_SELECTED_PRIVAT E_UNIVERSITIES_IN_SOUTHWEST_NIGERIA http://www.eurochamvn.org/Downloads/Corporate%20Governance%20%20Saigontourist_08.07.08.pdf https://www.Saigontourist.com/about/who-we-are/purpose-and-principles/ http://english.thesaigontimes.vn/5794/Saigontourist-Vietnam-increases-investmentcapital.html http://www.scontrino-powell.com/2011/supervisor-support-a-key-ingredient-ineffective-leadership/ http://hr.berkeley.edu/development/career-development/skilldevelopment/developmental-experiences file:///C:/Users/Uyen/Downloads/2600-11409-1-PB.pdf www.ccsenet.org/journal/index.php/ijbm/article/download/2600/3384 http://academlib.com/2845/management/porter_lawler_model_motivation Page 68 of 82 MBAOUM0315 – K17C Appendix 1: Survey APPENDIX 1: SURVEY QUESTIONNAIRE Human Resource Management Survey Dear respondent, I am Nguyen Phuoc Phuong Uyen, studying at MBA Collaboration Program at Open University Malaysia and Hochiminh City University of Technology My below study is an endeavor to identify Job Satisfaction when working at the Company Below various statements related to HRM practices are listed Your information provided will be used only for research (Ph.D) and not for any commercial activity It is highly appreciated if you could spare a few minutes from your valuable schedule and share your true feelings Confidentiality of your information provided will be ensured Should you need any information related to this questionnaire, please don't hesitate to contact me at +84.913.659980 or send to my email at uyensts@gmail.com Thank you very much Page 69 of 82 MBAOUM0315 – K17C Appendix 1: Survey Part 1: Global Job Satisfaction It is used the 5-point Likert-type Contents of this survey are the measure assesses job satisfaction by combining employee responses to single items that describe the degree of employee satisfaction with the work, co-workers, supervision, promotional opportunities, pay, progress, and the organization to assess overall job the job Definitely take Take job job May take the job Not take the Questionnaires take the job No Definitely not satisfaction If you had to decide all over again 1 weather to take the job you know strongly Recommend all Recommend at some little Recommend recommend wanted ideal Very close to Close to ideal Just like what I Like I wanted to ideal Maybe close Far from ideal wanted to like measure up to the sort of job you Not at all like I (In general) how does your job Temporarily I have)? I did not want ideal job (job you would most like to ideal Very far from How does this job compare with your all your employer, what would you recommend? May should apply for a job like yours with wanted recommend at If a (good) friend asked if he/she Not have, what would you decide? Page 70 of 82 MBAOUM0315 – K17C Appendix 1: Survey wanted when you took it? satisfied Mostly satisfied Complete Satisfied satisfied Temporarily and satisfied dissatisfied Equally In general, how much you like your dissatisfied Mostly job? Unhappy satisfied are you with your current Terrible Dissatisfied All (in all) things considered, how satisfied Not at all job? Part 2: Job Control, Cognitive Demand, and Production Responsibility This measure is obtained on 5-point Likert-type scale where = not at all, = just a little, = a moderate mount, = quite a lot and = a great deal No Questionaires Not Just A Quite A at A moderate a great all little amount lot deal 5 Do you decide on the order in which you things? Do you set your own pace of work? Can you control how much you Page 71 of 82 MBAOUM0315 – K17C Appendix 1: Survey produce? Can you control the quality of 10 what you produce? 5 5 5 Do you have to concentrate all the 11 time to watch for thins going wrong? Do you have to react quickly to 12 prevent problems arising? Do you have to solve problems 13 which have no obvious correct answer? Do the problems you deal with 14 require a thorough knowledge of the production process in your area? Could 15 you alertness prevent expensive damage to equipment or machinery? Could your alertness prevent a 16 costly loss of output? Part 3: Supervisory Support Page 72 of 82 MBAOUM0315 – K17C No Appendix 1: Survey Questionnaires Strongly Mostly Mostly Strongly disagree Disagree agree agree 5 5 5 5 Agree My supervisor takes the time to learn 17 about my career goals and aspirations My supervisor cares about whether 18 or not I achieve my goals My supervisor keeps me informed 19 about different career opportunities for me in the organization My supervisor makes sure I get the 20 credit when I accomplish something substantial on the job 21 My supervisor give me helpful feedback about my performance My supervisor gives me helpful 22 advice about improving my performance when I need it 10 My supervisor supports my attempts 23 to acquire additional training or education to further my career 11 My supervisor provides assignments 24 that give me the opportunity to develop and strengthen new skills 12 My supervisor assigns me special 25 projects that increase my visibility in Page 73 of 82 MBAOUM0315 – K17C Appendix 1: Survey the organization Part 4: Development Experiences Contents of this survey describe the formal and informal developmental experience a job affords employee No Questionnaires Strongly Mostly Mostly Strongly disagree Disagree agree agree 5 5 Agree In the positions that I have held at 26 the Company, I have often been given additional challenging assignments In the positions that I have held at the Company, I have often been 27 assigned projects that have enabled me to develop and strengthen new skills Besides formal training and development opportunities, to what 28 extent have your managers helped to develop your skills by providing you with challenging job assignments? Regardless of the Company policy on training and development, to what 29 extent have your managers made a substantial investment in you by providing formal training and development opportunities? Page 74 of 82 MBAOUM0315 – K17C Appendix 1: Survey Part 5: Role Justice No Questionnaires One of your role senders Strongly Mostly Mostly Strongly disagree Disagree agree agree 5 5 Agree is negatively affected because you were 30 not informed of your responsibilities, or you were not told what exactly was expected of you One of your role senders is negatively affected because you had 31 to satisfy contradictory requests, or to work with guidelines which were incompatible with one another One of your role senders is negatively affected because your job 32 required you to work too fast, or to complete an assignment without the needed time to it properly One of your role senders is negatively affected because your did 33 not have the freedom to decide how to organize your work, or the authority to control what was happening Page 75 of 82 MBAOUM0315 – K17C Appendix 1: Survey Part 6: Work Values Inventory Not Mostly important Important 363 Is intellectually stimulating 374 Requires originality and creativity No Questionnaires 343 Provides job security 354 Provides comfortable working conditions 38 Satisfies your cultural and aesthetic interests 39 Encourages continued development of knowledge and skills 40 Permits you to develop your own methods of doing the work 414 Permits advancement to high administrative responsibility 425 Provides the opportunity to earn a high income 436 Is respected by other people Very Strongly Important important 5 5 5 5 5 Important Page 76 of 82 MBAOUM0315 – K17C Appendix 1: Survey PERSONAL INFORMATION Gender  Male  Female Age  Under 24 years old  From 24 to 36 years old  From 36 to 45 years old  Above 45 years old Academic degree  High school  Colleges Degree  Master Degree  Doctoral Degree  Bachelor Degree Working seniority  Under years  From to years  From to years  Above years Working position  Direct employee  Office staff  Manager  Senior Manager  Supervisor/Team leader Page 77 of 82 MBAOUM0315 – K17C Appendix 2: Presentation APPENDIX 2: PRESENTATION Page 78 of 82 MBAOUM0315 – K17C Appendix 2: Presentation Page 79 of 82 MBAOUM0315 – K17C Appendix 2: Presentation Page 80 of 82 MBAOUM0315 – K17C Appendix 2: Presentation Page 81 of 82 MBAOUM0315 – K17C Appendix 2: Presentation Page 82 of 82 [...]... (HTA) Leading travel brand Since 1999, Saigontourist Travel Service has been voted annually as the leading of Top Ten Tour Operators by Vietnam Tourism Association and Vietnam National Administration of Tourism 1.2.3 Mission statement Saigontourist Travel Service, as a Viet Nam‟s leading tour operator, is committed to creating the best values with its travel services for its customers, partners and... Spector (1997) refined the definition of job satisfaction to constitute an attitudinal variable that measures how a person feels about his or her job, including different facets of the job According to the research of Fields & Blum (1997); McFarlin & Rice (1992); Pond & Geyer (1991), Global job satisfaction correlated positively with satisfaction with the facets of the job itself, supervision, promotion,... is a positive relationship between Job Control, Cognitive Demand, and Production Responsibility and Global Job Satisfaction - Hypothesis 1 H2: There is a positive relationship between Supervisory Support and Global Job Satisfaction - Hypothesis 1 H3: There is a positive relationship between Developmental Experiences and Global Job Satisfaction - Hypothesis 1 H4: There is a positive relationship between... they felt good about their jobs were significantly different from the replies given when they felt bad Reported good feelings were generally associated with job satisfaction, whereas bad feeling with job dissatisfaction Herzberg labelled the job satisfiers motivators, and he called job dissatisfies hygiene or Page 21 of 82 MBAOUM0315 – K17C Chapter 3: Argument for the Relationship among the Contructs... job does not necessarily make the job satisfying He believes in the existence of a dual continuum The opposite of satisfaction is „no satisfaction and the opposite of „dissatisfaction‟ is „no dissatisfaction‟ According to Herzberg, today‟s motivators are tomorrow‟s hygiene because the latter stop influencing the behaviour of persons when they get them Accordingly, one‟s hygiene may be the motivator... different from the factors that create satisfaction So the organizations cannot expect the employee satisfaction by simply removing the causes of dissatisfaction The effective management requires adequately solved simultaneously maintaining two groups of factors and encouragement, rather than focusing on a particular group This theory helps administrators know the factors causing dissatisfaction for employees... (emotional state) Thus, Locke assumes that job satisfaction results from the interplay of cognition and affect, or thoughts and feelings After few years, Rice, et al (1991) defined job satisfaction as an overall feeling about one job or career in terms of specific facets of job or careers (e.g compensation, autonomy, coworkers) It can be related to specific outcomes, for example, productivity After that, Spector... unified block, reflecting a sustainable development on a solid foundation What makes Saigontourist Travel different from competitors? Saigontourist Travel Service is the only company in Viet Nam operating successfully in all three primary tourism fields including inbound, outbound, and domestic travel As for inbound, Saigontourist Travel Service serving not only foreign tourists by air but also by road,... Perceptions of organizational justice constitute an important heuristic in organizational decision-making, as research relates it to job satisfaction, turnover, leadership, organizational citizenship, organizational commitment, trust, customer satisfaction, job performance, employee theft, role breadth, alienation, and leader-member exchange (Cohen Charash & Spector, 2001) Kim (2009) found that employees who... employees who perceived that they were treated fairly by their company tended to develop and maintain communal relationships with the company Also, when employees felt that they were treated fairly by their company, they were likely to hold more commitment, trust, satisfaction, and control mutuality than when they perceived that they were treated unfairly The research on organization justice perceptions