Job satisfaction of employees at trung nguyen coffee

37 LIST OF ABBREVIATIONS: JS Job Satisfaction PS Pay Satisfaction SS Supervisory Support EAT Empowerment at Work PWV Perceived Importance of Workplace Values H 1,2,… Hypothesis 1,2

RESEARCH PROJECT (BMBR5103)

JOB SATISFACTION OF EMPLOYEES

AT TRUNG NGUYEN COFFEE

STUDENT’S FULL NAME : NGUYEN NGOC DUC

ADVISOR’S NAME AND TITLE : NGUYEN THE KHAI, DBA

Ho Chi Minh City, July 2016

Advisor’s signature

Firstly and foremost, I would like to express my especial thanks of gratitude to my

advisor, NGUYEN THE KHAI DBA for his elaborate instructions, invaluable

guidance as well as periodical censor during the course within the time of doing this research project

Secondly, I’m also thankful to a large number of employees who are working at

Trung Nguyen coffee and a district manager, Mr Thieu Quang Thanh All of

them helped me finish the survey and particularly, Mr Thanh shared his understanding and experience with me as well as some ideas to solve the current problem at Trung Nguyen coffee

Finally, most especially to my wife, who has created the most favorable

environment for me within the course and during the time of completing this project

Thank you very much,

HCMC, July 2016

Nguyen Ngoc Duc

ABTRACT 1

CHAPTER I: INTRODUCTION 2

1 About Trung Nguyen group 2

1.1 History 2

1.2 Scope of business 3

1.3 Development strategy and investment 3

1.4 Vision, Missions and Core values 4

1.5 Contact 5

1.6 Organization chart 5

2 Problem statement 6

3 Research objectives 6

4 Research scope 7

5 Significance of the research 7

6 Limitation of the research 7

CHAPTER II LITERATURE REVIEW 9

1 Definitions of job satisfaction 9

2 The causes of job satisfaction 9

3 Theories of job satisfaction 11

3.1 Maslow’s hierarchy of needs (1943) 11

3.2 Herzberg's Hygiene and Motivational Factors (1966) 13

3.3 McGregor’s Theory X and Theory Y (1957) 14

3.4 ERG theory of Alderfer (1969) 17

3.5 Equity theory of John Stacey Adams (1963) 18

3.6 Theoretical achievements of the McClelland’s (1988) 20

4 Research models 21

5 Definition of factors 22

5.1 Overall Job Satisfaction 22

5.5 Perceived Importance of Workplace Values 23

CHAPTER III: RESEARCH METHODOLOGY 25

1 Designing research 25

2 Technical analysis of statistical data 28

2.1 Testing the reliability of the scales 28

2.2 Linear regression analysis and correlation coefficient 29

CHAPTER IV: RESULTS 30

1 Cronbachs’ Alpha 30

2 Calculate the Cronbach’s Alpha 30

2.1 Job Satisfaction (JS) 30

2.2 Pay Satisfaction (PS) 31

2.3 Supervisor Support (SS) 31

2.4 Empowerment at Work (EAT) 31

2.5 Perceived Importance of Workplace Values (PWV) 32

3 Calculate the descriptive data: Max, Min, Mean, Standard deviation 32

4 Correlations among the variables 32

5 Hypotheses testing result 33

5.1 Hypothesis proposed (H1) 34

5.2 Hypothesis proposed (H2) 35

5.3 Hypothesis proposed (H3) 36

5.4 Hypothesis proposed (H4) 37

CHAPTER IV: CONCLUSION AND RECOMMENDATION 38

1 Conclusion 38

2 Recommendation 39

3 Limitation of the research 40

REFERENCES 41

Figures:

Figure 1: Southwest Asia visited coffee chains by Financial Times 3

Figure 2: Organization chart of Trung Nguyen group 6

Figure 3 Maslow’s hierarchy of needs 11

Figure 4: Maslow’s and Herzberg’s Ideas Compared 13

Figure 5: Motivational theory X and Y 15

Figure 6: Alderfer's ERG theory 17

Figure 7: John Stacey Adams' equity theory 19

Figure 8:Theoretical Achievement of McClelland's 20

Figure 9: Research Model 21

Tables: Table 1: Scale of Pay Satisfaction Questionnaire 26

Table 2: Scale of Supervisor Support 26

Table 3: Scale of Empowerment at Work 27

Table 4: Scale of Perceived Importance of Workplace Values 27

Table 5: Scale of Overall Job Satisfaction 28

Table 6: Cronbach’s Alpha – Internal consistency 30

Table 7: Conbach’s Alpha of Job Satisfaction 30

Table 8: Model summary of H1 31

Table 9: Model summary of H2 31

Table 10: Model summary of H3 31

Table 11: Model summary of H4 32

Table 12: Descriptive Statistics 32

Table 16: Model summary of H2 35

Table 17: Coefficients of H2 35

Table 18: Model summary of H3 36

Table 19: Coefficients of H3 36

Table 20: Model summary of H4 37

Table 21: Coefficients of H4 37

LIST OF ABBREVIATIONS:

JS Job Satisfaction

PS Pay Satisfaction

SS Supervisory Support

EAT Empowerment at Work

PWV Perceived Importance of Workplace Values

H (1,2,…) Hypothesis (1,2,…)

Sig Significant

Std Deviation Standard Deviation

CEO Chief Executive Officer

L&D Learning and Development

ABTRACT

he purpose of this study is to examine the relationship of four independent variables (Pay Satisfaction, Supervisor Support, Empowerment at Work, Perceived Importance of Workplace Values) with Job Satisfaction, and the impact of these four factors on Job Satisfaction of

employees at Trung Nguyen coffee

The research analyzes whether or not there is a significant relationship between Job

Satisfaction and four factors above The data used in this research was gathered

from questionnaires sent to 270 employees in 15 stores of Trung Nguyen coffee The result showed that these four factors are significantly and positively related

with Job Satisfaction

It has big effect on Job Satisfaction because Job Satisfaction represents one of the

most key challenges faced by all of the managers Employees are the most valuable resource for all organizations, the longer an employee works for a company the more valuable it becomes This study helps managers of Trung Nguyen group increase the satisfaction level on job of employees, points out contributions, limitationsas well as maintain the good and qualified employees

Key words: Job Satisfaction, Pay Satisfaction, Supervisor Support, Empowerment

at Work, Perceived Importance of Workplace Values

T

Corporation JSC in Ho Chi Minh city; four branches in Ha Noi, Da Nang, Buon Me

Thuot and Can Tho; four factories in Bac Giang, Muon Me Thuot, Binh Duong and Saigon; Trung Nguyen international Holding PTE LTD in Singapore and an

representative office in Thailand

(http://www.trungnguyen.com.vn/en/alo-trung-nguyen-2/) Its founder and also CEO is Dang Le Nguyen Vu

From a young brand of Vietnam, Trung Nguyen quickly builds the credibility and became the most familiar coffee brand to domestic and overseas consumers The businesses are producing and offering coffee, selling tea and coffee and they also franchising their brand All products of Trung Nguyen have been exported to 60 countries around the world, including major Asian markets such as Japan and

Singapore (http://congthongtinhvnclc.vn/pages/Doanh-nghiep-ct.aspx?id=437)

At present, Trung Nguyen is the favorite coffee brand in Vietnam According to Financial Times’ survey on Southwest Asia most visited coffee chains in the last quarter of 2015 Trung Nguyen is the number one of top favorite coffee in Vietnam market

Figure 1: Southwest Asia visited coffee chains by Financial Times

(https://next.ft.com/content/189c23bc-055b-11e6-9b51-0fb5e65703ce)

Scope of business

v Producing, processing and trading of tea, coffee;

v Franchising and distribution services, modern retail

Development strategy and investment

o On 06.16.1996, Dang Le Nguyen Vu established Trung Nguyen coffee company in Buon Ma Thuot - Vietnam's coffee capital

o On 08/20/1998 Trung Nguyen coffee opened first store at 587 Nguyen Kiem, Phu Nhuan district, Ho Chi Minh city and served free coffee in 10 days It was a historic breakthrough to Saigoneses when it first had a free coffee shop

o In 2000, the first franchise in Viet Nam was opened, Trung Nguyen quickly headed into the center of Ho Chi Minh city and Ha Noi capital, etc So far there has been more than 2,000 shops spread throughout the country

o In 2003, Trung Nguyen launched G7 instant coffee exported to developing countries In 2008, Trung Nguyen coffee village was established and became one of the famous coffee brands in the world It attracts millions

of visitors each year, and Vietnam became the most interesting destination for those who love coffee and explore coffee culture

o In 2013, Trung Nguyen products were sold in over 50,000 retail outlets in over 50 countries and territories, such as the People’s Republic of China (PRC) and the European Union (EU) In the same year, Trung Nguyen managed over 60 of its own cafés and had become Viet Nam’s biggest coffee processing company and brand with over 3,000 employees and an associated network of over 400 coffee farmers

Vision, Missions and Core values

Vision: Their vision is to become the cooperation, which increase Vietnam’s

economy, they want to build the top brand by bringing the inspiration to all of the people who drink Trung Nguyen coffee and proud of the ethnic culture

Missions:

ü To connect and develop to community of coffee lovers with a passion for creative coffee in order to achieve a prosperous and sustainable world

ü Big aspirations

ü National spirit and international spirit

ü Never stop the innovation

ü Provided best performance

ü Creating value and sustainable development

o Sixth, they contributed a lot for building a good environment for the

community and the development of the society

(http://tailieu.vn/doc/bai-tieu-luan-gioi-thieu-so-luoc-ve-cafe-trung-nguyen-504242.html)

Contact

Name: TRUNG NGUYEN GROUP

Address: 82-84 Bui Thi Xuan Street, Ben Thanh Ward, District 1, Ho Chi Minh City

Figure 2: Organization chart of Trung Nguyen group

Problem statement

In recent years, there have been a lot of employees of Trung Nguyen coffee resigned without any reasons It causes to disturbance for the others in company and this is an alarming problem To understand more about the reasons why they retired,

I do this research to study whether there is a job satisfaction of employees at Trung Nguyen coffee, how to maximize their satisfaction in order to reduce the number of resign employees, and to increase the quality of service at Trung Nguyen cofffe

Research objectives

The main purpose of the research is to examine the job satisfaction with the aim of developing Trung Nguyen coffee’s service team, maximizing job satisfaction, and reducing the number of resign employees

This study was carried out with the aim to evaluate the condition of employees’ satisfaction at Trung Nguyen coffee, and find out the factor which most influenced

on job satisfaction With the data collected from the questionnaire and through the processing and analyzing of statistical data, the study aims to put forward recommendations to improve job satisfaction and to help managers have a deeper insight of the factors might bring job satisfaction to their employees After that, they

Sales Department

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Sales Manager

of Interna:on Marke:ng &

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Financial Manager

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Finance Department Logis:cs Department

are oriented and apply some policies to retain employees that desire long-term commitment to Trung Nguyen group

This research has done for the following basic objectives:

o Firstly, building and testing the scale of each element affects the satisfaction of the employee's job

o Secondly, measuring the job satisfaction and overall satisfaction for each element, the facets of job satisfaction of employees

o Thirdly, determining the strength of factors influences job satisfaction of staff at Trung Nguyen coffee

o Finally, helping managers maximize job satisfaction, and reduce the

number of resign employees

Research scope

The scope of research is for 270 employees of Trung Nguyen coffee including Store Managers, Assistant of Store Manager, Supervisors, Shift-leaders and Servers who are working at 15 stores of Trung Nguyen in Ho Chi Minh city The content of this

research only focuses on factors influencing to Job Satisfaction at Trung Nguyen

coffee This survey was conducted in 4 weeks (from 30 May to 26 June 2016)

Significance of the research

This research helps CEO, Directors, L&D Managers of Trung Nguyen coffee

understand the importance of Job Satisfaction That is the key factor to show the

effectiveness of the policy, the organization operating concept in human matters

Furthermore, the study also helps us recognize the scale used to measure Job

Satisfaction, as well as the factors affect it Therefore, Managers will plan

appropriate policies, which aims to improve job satisfaction of employees in the company

Limitation of the research

This study was limited because it was carried out with the employees of Trung Nguyen coffee who are working in the coffee shops, not to the whole group Therefore, the results could only be applied and utilized within in the coffee shops

Besides, the number of samples collected is 270 cases and the questionnaire only with 36 questions, sent to employees who are working at Trung Nguyen coffee shops, not to the people who resigned and left So it could not bring the most precisely result Furthermore, the surveys conducted in slightly short time (from 30thMay, 2016 to 26th June, 2016)

CHAPTER II LITERATURE REVIEW

Definitions of job satisfaction

According to Spector (1997), job satisfaction is simply the way a person loves his job and its aspects Ellickson and Logsdon (2001) say that job satisfaction is the level of fondness an employee puts on his job, and the attitude (based on his perception, whether positive or negative) toward his job or working environment In short, the more the working environment can satisfy employees’ demands, valuesand personalities, the higher the job satisfaction can be

Schemerhon (1993, quoted by Luddy, 2005) defined job satisfaction as the responses of emotion and feeling toward different aspects of the job He also emphasized the causes of job satisfaction including work position, supervisors, co-worker relations, responsibility, benefit, as well as incentives such as promotion, work conditions and organization structure

According to Kreitner and Kinicki (2007), job satisfaction mainly reflects how much the employee loves his job That’s the emotion or feeling of an employee toward his job

There are many different definitions of satisfaction at work, but we can draw that person is considered to have job satisfaction; that person will feel comfortable, pleasant to their work Job satisfaction is defined and measured in both aspects: overall satisfaction for the entire work and satisfaction for the work

The causes of job satisfaction

According to Kreitner & Kinicki (2007) and Alam & Kamal (2006) there are five reasons for job satisfaction

o Firstly, it’s when needs are met Those needs aren’t only to accomplish tasks successfully but also for personal and family benefits

o The second reason is the relation between staff’s expectations with the rewards they get from the company When the expectation exceeds, they will become dissatisfied and vice versa

o The third reason is the individual’s perception about work values Therefore,

an employee will satisfy when that job brings them some personal vital values To increase job satisfaction managers need to create a good working environment with good benefits and to recognize staff’s contribution

o The fairness is the fourth reason The employee will compare their efforts and rewards with other people’s efforts and rewards If they feel they are treated fairly, they will have job satisfaction

o Genetic factor is considered the fifth reason Employers can more or less affect their staff regarding the above 4 reasons, but it’s nearly impossible for the final one For 15 the differences in genetic features and personalities of each person, people with the same rewards and efforts may have different satisfaction levels

From the causes of job satisfaction above, we see that different researchers have different views about the elements bring job satisfaction and we find in common is all said to bring job satisfaction; the managers need to bring the satisfaction the needs of employees For Maslow’s and Alderfer, these demands are to be lived, full eating, warm wearing, be safe, be committed friends, be respected and self -expression, etc Their division groups and levels of demands are different, but needs types are similar McClelland reminds us of need achievement and power of men; the things that many people strive to achieve them Herzberg set two groups of factors like group eliminates the discontent and the team bring satisfaction, but the ultimate goal is to meet the needs of workers Adam insisted on the demand of equal treatment of managed to subordinate staff Hackman and Oldham also said that employees of their work requirements are designed in a logical manner how they have the satisfaction at work

Theories of job satisfaction

Maslow’s hierarchy of needs (1943)

Content

According to Maslow’s (1943), human needs are divided into five levels in the hierarchy consists of psychological needs, safety needs, social needs, demands and needs realistic Self Esteem When a certain demands were met, the demand at the next higher level will appear Hierarchy of needs is shown in the following figure:

Figure 3 Maslow’s hierarchy of needs (http://www.simplypsychology.org/maslow.html)

Maslow’s hierarchy of needs where the lower order needs (physiological and safety needs) may be linked to organizational culture Every new organization passes through this lower order stage in which they struggle with their basic survival needs At the third level of the Maslow’s hierarchy, social needs would correspond

to the formation of organized roles within the organization into distinct units, depicting the human resource management function, which resonates according to the tone set by organizational culture The positive interaction of organizational culture and human resource management would result in self-esteem and self-actualization This is manifested through the employees’ performance, which

showcases the strength and reliability of their organization in the face of competitors It also implies that the organization through its employees has excelled and met their objectives, mission and vision statement, i.e a stage that can be considered parallel to self-actualization

From this theory, managers should know the extent of their employees ' needs are at the rank to which the policy of encouragement, encouraging compliance

Previous research

Mahmoud A Wahba and Lawrence G Bridwell (1976) “A review of reseach on the

need hierarchy theory” Organizational behavior and Human performance 15, 212

-240 (1976)

Nyameh Jerome (2013) “Application of the Maslow’s hierarchy of need theory;

impacts and implications on organizational culture, human resource and employee performance” International journal of Business and Management Invention ISSN

(Online): 2319 – 8028, ISSN (Print): 2319 – 801X Vol 2, Issue 3, March 2013, pp 39-45

A recent study (Tay, Diener, 2011) discovered that as hypothesized by Maslow, people tend to achieve basic and safety needs before other needs However, fulfilling the various needs has relatively independent affects on a person's subjective well-being Thus, rather than being a pyramid with the basic human needs arranged in a hierarchical order, it is more like a box with the basic human needs scattered within and depending on the situation and/or environment, different needs rise to the top to compensate for the deficient needs

Self-argument

In my opinion, Maslow’s theory have an influence on Job Satisfaction, Pay Satisfaction, Supervisor Support, Empowerment at Work and Perceived Importance

of Workplace Values, because it deeply researched into the nature of human beings

in all aspects of psychology and physiology and served as benchmarks for evaluating and predicting human behavior at work Maslow’s theory is the most popular and widely cited theory of motivation and has wide applicability It is

mostly applicable to poor and developing countries where money is still a big motivating factor

Herzberg's Hygiene and Motivational Factors (1966)

Content

Herzberg developed a list of factors (Herzberg, 1966) that are based on Maslow's Hierarchy of Needs, except his version is more closely related to the working environment

Hygiene factors must be present in the job before motivators can be used to stimulate that person That is, you cannot use motivators until all the hygiene factors are met Herzberg's needs are specifically job related and reflect some of the distinct things that people want from their work as opposed to Maslow's Hierarchy of Needs which reflect all the needs in a persons life

Figure 4: Maslow’s and Herzberg’s Ideas Compared (http://www.whatishumanresource.com/herzberg-two-factor-theory)

Building on this model, Herzberg coined the term job enrichment, the process of redesigning work in order to build in motivators by increasing both the variety of tasks that an employee performs and the control over those tasks It is associated

with the design of jobs and is an extension of job enlargement (an increase in the number of tasks that an employee performs) Note the term Job Enlargement means that a variety of tasks are performed to reduce boredom, rather than overloading a person with too many tasks

Previous research

Riley, Shannon, "Herzberg's Two-Factor theory of Motivation Applied to the

Motivational Techniques within Financial Institutions" (2005) Senior Honors

Theses Paper 119

Christina M Stello, “Herzberg’s Two-Factor Theory of Job Satisfaction: An

Integrative Literature Review” College of Education and Human Development

University of Minnesota

Tran Dai Quan (2012) “Factors affecting the staff’s job satisfaction at Korea college of industrial technology” Vol No 3/2012

Vietnam-Self-argument

In my opinion, Herzberg’s theory has an influence on Pay Satisfaction, Supervisor

Support, Empowerment at Work, Perceived Important of Workplace Values because

the two-factor theory of motivation attempts to explain satisfaction and motivation

in the workplace It is important for managers to be able to make clear distinction between motivators and hygiene factors This is because while the provision of hygiene factors may lead to greater level of employee satisfaction, it does not necessarily contribute to the level of employee motivation Therefore, apart from ensuring the provision of hygiene factors in an effective manner, managers need to invest in motivational factors as well

McGregor’s Theory X and Theory Y (1957)

Content

Douglas McGregor developed a philosophical view of humankind with his Theory

X and Theory Y (McGregor, 1957), which are two opposing perceptions about how people view human behavior at work and organizational life McGregor felt that companies followed either one or the other approach

Figure 5: Motivational theory X and Y

o People seek security above all else

In an organization with Theory X assumptions, management's role is to coerce and control employees

Theory Y

o Work is as natural as play and rest

o People will exercise self-direction if they are committed to the objectives (they are NOT lazy)

o Commitment to objectives is a function of the rewards associated with their achievement

o People learn to accept and seek responsibility

o Creativity, ingenuity, and imagination are widely distributed among the

population People are capable of using these abilities to solve an organizational problem

o People have potential

In an organization with Theory Y assumptions, management's role is to develop the potential in employees and help them to release that potential towards common goals

Theory X is the view that traditional management has taken towards the workforce Many organizations are now taking the enlightened view of theory Y A boss can be viewed as taking the theory X approach, while a leader takes the theory Y approach

Notice that Maslow, Herzberg, and McGreagor's theories all tie together

§ Herzberg's theory is a micro version of Maslow's theory (concentrated in the work place)

§ McGreagor's Theory X is based on workers caught in the lower levels (1

to 3) of Maslow's theory, while his Theory Y is for workers who have gone above level 3

§ McGreagor's Theory X is based on workers caught in Herberg's Hygiene Dissatisfiers, while Theory Y is based on workers who are in the Motivators or Satisfiers section

Previous research

Lawter, L., Kopelman, R E., & Pro as, D J (2015) “McGregor's theory X/Y and

job performance”: A multilevel, multi-source analysis Journal of Managerial

Issues, 27(1-4), 84-101

Ramesh Kumar Moona Haji Mohamed, Che Supian Mohamad Nor (2013) “The

Relationship between McGregor's X-Y Theory Management Style and Fulfillment of Psychological Contract: A Literature Review” International Journal of Academic

Research in Business and Social Sciences May 2013, Vol 3, No 5

Sahin, F (2012) “The mediating effect of leader-member exchange on the relationship between X and Y theory management styles and effective commitment:

A multilevel analysis” Journal of Management and Organization, 18 (2), 159–174

Self-argument

In my opinion, Theory X and Theory Y have a strong influence on Supervisor

Support, Empowerment at Work, and Perceived of Importance of Workplace Values If properly implemented, they will result in a high level of motivation as

employees work to satisfy their higher level personal needs through their jobs

ERG theory of Alderfer (1969)

Content

Alderfer's ERG theory is a simplified version of Maslow's hierarchy of needs that suggests that all human needs can be accessed and satisfied simultaneously, rather than from the bottom up Either way, as needs are satisfied, employees are motivated to strive to satisfy a new need

Alderfer's ERG theory contends there are three basic needs an employee seeks to fulfill As each need is fulfilled, it serves as motivation to fulfill a different need

Figure 6: Alderfer's ERG theory

ERG stands for existence, relatedness and growth, and these are defined as:

o Existence: the need for basic material existence, like physiological health

and safety

o Relatedness: the need for interpersonal connections, social status and

recognition

o Growth: the need for personal development, including creative and

meaningful work

Notice that Alderfer's ERG theory is built upon Maslow's, however it does differ First he combined it from five needs to three And unlike Maslow, he did not see these needs as being a hierarchy in which one climbs up, but rather being more of a continuum

Previous research

Cheng-Liang Yang, Mark Hwang, Ya Chien Chen (2011) “An empirical study ò the

existence, relatedness, and growth (ERG) theory in consumer’s selection of mobile value-added services” African Journal of Business Management Vol 5 (19), pp

7885 - 7898

C.A Arnolds and C Boshoff (2002) “Compensation, esteem valence and job

performance: an empirical assessment of Alderfer's ERG theory” The International

Journal of Human Resource Management

Self-argument

In my opinion, Alderfer's ERG theory has greater scientific support than Maslow’s theory but both theories remind managers of the types of reinforces or rewards that can be used to motivate people

Equity theory of John Stacey Adams (1963)

Content

John Stacey Adams' equity theory helps explain why pay and conditions alone do not determine motivation It also explains why giving one person a promotion or pay-rise can have a demotivating effect on others

When people feel fairly or advantageously treated they are more likely to be motivated; when they feel unfairly treated they are highly prone to feelings of disaffection and demotivation

Employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others The belief in equity theory is that people value fair treatment which causes

them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization

Figure 7: John Stacey Adams' equity theory

This theory can also be considered in this research Staff could not have been satisfied if they realize that they have been treated unfairly from the issues of wages, opportunities and training support from superiors

Previous research

TOON W TARIS, RAIJA KALIMO and WILMAR B SCHAUFELI (2002)

“Inequity at work: its measurement and association with worker health” Work &

Stress, 2002, vol 16, no 4, 287–301

RICHARDC HUSEMAN JOHND HATFIELD EDWARDW MILE (1987) “A

New Perspective on Equity Theory: The Equity Sensitivity Construct” Academy of

Managemnet Review, 1987 Vol.12, No.2, pp.222-234

Self-argument

In my opinion, Equity theory of John Stacey Adams has an influence on Pay

Satisfaction, Perceived Important of Workplace Values, because it will compare

their situations and input-to-output ratios with part-time helps to explain why people are so strongly affected by the situations, how full-time employees colleagues, who very probably earn less, however it is the ratio of input-to-output - reward-to-effort -

which counts, and if the part-timer is perceived to enjoy a more advantageous ratio, then so this will have a negative effect on the full-timer's sense of Equity, and with

it, their personal motivation

Theoretical achievements of the McClelland’s (1988)

Content

McClelland's theory focuses on three types of human needs: the need for achievement, the need caused this behavior in terms of power and the demands of the Union They are defined as follows:

§ The need for achievement is the attempt to achieve progress with certain standards, the effort to succeed

§ Demand for power is causing others to behave the way they desire

§ The need for the Union's desire to have friendly relationships and intimacy with people around

Mc's achievement needs to be able to work in this research in the form of job characteristics The work should be designed such that employees are set to be

"innovations" that they like

Figure 8:Theoretical Achievement of McClelland's

Previous research

Roberts, Janet M (2007) "The Expectancy-Value theory of Achievement Motivation

and the Enumeration of Possible Selves: Evidence for Outcomes During Emerging Adulthood" (2007) Master's Theses and Doctoral Dissertations Paper 59

Harrell, Adrian M.; Stahl, Michael J (1981) “A behavioral decision theory

approach for measuring McClelland's trichotomy of needs” Journal of Applied

Psychology, Vol 66 (2), 242-247

Kulwinder Singh (2011) “Study of Achievement Motivation in Relation to

Academic Achievement of Students” International Journal of Educational Planning

& Administration Volume 1, Number 2 (2011), pp 161-171

Self-argument

In my opinion, McClelland’s theory is a very suitable motivational tool for today’s world in the sense that it fits into any organization and it also considers the situational factors

DV

Supervisor Support

IV2

ment at Work

Empower- IV3

Perceived Importance

of Workplace Values

IV4

Hypothesis have been developed based on literature research following:

H1: Pay Satisfaction and Job satisfaction are related to positive each other

H2: Supervisor Support and Job satisfaction are related to positive each other

H3: Empowerment at Work and Job satisfaction are related to positive each other H4: Perceived Importance of Workplace Values and Job satisfaction are related to

positive each other

Definition of factors

Overall Job Satisfaction

Overall Job Satisfaction developed by Taylor and Bowers (1974) is a scale used to measure seven major factors associated with job satisfaction Workers were asked

to express their level of satisfaction with regard to the degree of employee satisfaction with the work, co-workers, the relations with supervisor, promotional opportunities, the pay, progress, and the organization to assess overall job satisfaction

Sample items include “How satisfied are you with the persons in your work group?”; “Considering your skills and the effort you put into your work, how satisfied are you with your pay?” Responses were assessed on 5-points scales ranging from 1 (completely disagree) to 5 (completely agree) Higher scores on the composite measures indicate higher level of job satisfaction Coefficient alpha values ranged from 67 to 71 (Larwood, Wright, Desrochers, & Dahir, 1998; Singh, 1994)

Pay Satisfaction Questionnaire

The pay Satisfaction Questionnaire (PSQ) was developed by Heneman and Schawab (1985) It uses four subscales to measure satisfaction with pay level, amount of last raise, benefits, and pay structure/administration The subscales can also be combined into a composite measure for overall pay satisfaction Heneman and Schawab initially hypothesized five dimensions of pay satisfaction: pay level,