@OUM OPEN UNIVERSITY MALAYSIA 34 RESEARCH PROJECT (BMBR5103)
THE FACTORS AFFECTING
Trang 3OPEN UNIVERSITY MALAYSIA @HUTECH Đại học ơng nghệ Tp.HCAA Ate DECLARATION
I affirm that this is my study work The data used in this study are honest This study has never been done by any authors
Le Anh Tuan Kiet
Date:Apil, 2016
Trang 4GEN UNIVERSITY MALAYSIA @HUTECH Del hoc Cơng nghệ Tp.HCM Ae
ACKNOWLEDGMENT
To accomplish this study, first of all I would like to express one’s deep gratitude to PhD Bui Phi Hung who has instructed, supported me so much He was ready to spend a lot of time to check, instruct all relevant study contents Besides, he always remind, motivate and impart the best knowledge that help me a lot and forces me to work harder to overcome all obstacles during study process The next, I also would like to express one’s deep gratitude to all my classmates who always share much real experiences and also help me so much Without them, I am sure that I have faced many difficulties and could not complete this study on time and right quality
Once again I would like to express one’s deep gratitude to all of them
Trang 5@97710\)ycsenr H HUTECH C H SCHOOL Of LIFELONG LEARNING Đại học Cơng nghệ Tp.HCM ADVISOR’S ASSESSMENT nen 2021414184110 T112 1110101110101 2 Ib200.):2.0109)01555 ố 3 [10.40940596 19010002" .ẻ 4 i59) 00.):):):42//.009)0217 7 8 IIšN9)Ầ9/60/:17 1001557 .ố 9 90900.152.175 10 F1 la 11 CHAPTER I: INTRODUCTION . =5 5n S2 SH 1 041601104801401160 016 12 1.1 Problem stateTment - + - s22 9H HH th HH n14001 r4 12 1⁄2 Research Objective e1 H1 nen 11111001071 010100154 14 1.3 Research question - - + s- chọn HH HH HH 1013100 c0 14 1⁄4 Methodology e- chi th 1 01H 15 1.5 Research procedure sen e0 ki re 15 1.6 — Introduction of Saigon Co-op Group .- sec sinh nhe ee 16 CHAPTER 2: LITERATURE REVIEW .sscssssssssscsssssseccssscesaneensnsensenessaesssssnansonenseenees 21
2.1 Definition of Terms: .cececeeesscssssssseesscssereseessseeesessessesarsesesessnssevensenatsssensesasrenese 21 2.1.1 Job safisfacfion - à SH 4181481.1 7 780111101111 8 nhe rà 0* 21 2.1.2 Development of a job satisfaction scale - 7c s‡eiehterrririe 22 2.1.3 Job Characteristics InVenfOTY . -sẶ sinh te 25 2.1.4 0 vu 2017 2.1.5 Supervisory support 2.1.6 Person-organization fTt -ccecehieieherrhthereriirieeirrerkitreee 26 2.2 Theories of]job satisfaction sec HH Hư 26 2.2.1 MasloW”S th€OTY LH” H 11010109 tr tr H0 trà 26 2.2.2 ERG theory of Alderfer + set 1.000 1x6 28 2.2.3 Herzberg"sfwo-factor th€ory -ccceoeehnhH He rereere 28
2.2.4 Vroom”s expecfancy tÍ€OTV -cscc set 1001 196 29
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2.4 Proposed research model and hypotheses -cnHneeHerriee 31 CHAPTER 3: RESEARCH METHODOLOGY .ĂĂĂS HH «n1 ng n1 4436 32 E3 Sampling e 32 3.2 — Sample sỉz€ cành 32 3.3 Research participant ch nh H0 t1 1 tin 32 3.4 — Data collection toolL 5c s14 9H 1t th Hà HH nh 33 3.3.1 Measurement of main construct: Job satisfaction -«.«-sscce-s« 33 3.3.2 Measurement of construct: Job Characteristics lnventory .- 34 3.3.3 Measurement of construct: Work €onrỌ «series 36 3.3.4 Measurement of construct: SupervisOry SUPPOTT chen 39 3.3.5 Measurement of construct: Person-organization fit scaÌle 40 3.5 Data analysis .eeeesesscssssseseseeeseceessesssssneseceeeceaseceaneasseneneatesesnenenesessessnanseseneasacarstans 41 CHAPTER 4: RESEARCH FINDINGS AND ANALYSIS .scsccsssrcsseseersesseesorerensusensvenes 42 4.1 Demographic variables -ss se tren tren HH tre 42 4.1.1 Gender distributiOn - S23 3331341215813 11g21 ng re 42 Table 4.1: Gender Distribution Data Grid - se SỊnnehnieeeerriire 42 4.1.2 Age Distribution Ăn HH HH tren 1001001 nợ 43 Table 4.2: Age Distribution Data Grid 5 -7-SS Sen He 43 4.1.3 0118 Ta 44 Table 4.3: Civil Status Data Girid +c nh H1 t0 11 010 1 6 44 AVA —— SOLVICE ƠƠƠƠƠ.ƠƠ ` 45 Table 4.4: Service Distribution Data Grid - 5< snsesheeeirrrirrrrrrr 45 4.1.5 Salary distribution «tt t2 H111 11kg 46 Table 4.5: Salary Distribution Data Grid . sen ehướn 46 4.2 Consfruct reliability .- ~- SH nh th 0H 11 1 cầm 47 4.1.1 Construct: Job Satisfaction .cccccsccsssssssseeeseseescesessscenssssseasensnersenenersessnensnseees 48 4.1.2 Construct: Job characteristics INVeMtOry .:sssscsesessseeteeensenecneeenenseneceneeesnens 48 4.1.3 Construct: Work COntrol .cccseeccsesceneeserssscescseseessneeaeeesensansesnsseneceesenteraeeneates 49
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“4-1-4 CONStTUCt: Supervisory support teereeereeresereerrerreerrrrreerrre đƠ
4.1.5 Construct: Person-organization Ít scale -ecreeieeeerrrrerrrrrer 50 4.3 Descriptive data ị- ch HH HH A1004 tre 51 4.4 Correlations among the variables sec Hưet 51 4.5 Hypothesis testing resulfs csihehhehhhhhHrree 0 11t rườn 53
CHAPTER 5: DISCUSSION AND RECOMMENDATION .<e<ecseses 58
5.1 `) hố ẽ.ẽ 58 5.2 _ Managerial implications .- sec Sen HH1 58 5.3 Significance ofresearch .-.-eseieneirrrrreririeiiiirriiiersie 59
Trang 8GON UNIVERSITY @HUTECH Đại học Cơng nghệ Tp.HCM Ae LIST OF ABBREVIATION Dist District EGR Expectancy-Growth-Relatednes Fig Figure H Hypothesis HCMC Ho Chi Minh City
Trang 9OPEN UNIVERSITY fHUTECH HUTECH bi 2001200014 Đạ học Cơng nghệ Tp-HỂM LIST OF FIGURES
Figure I: Maslow's Hierarchy Needs Theory .- «coi 27
Figure 2: Proposed research model sành 1011256 31
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Table 1: JS's Cronbach's Alpha cccssssssssssescssseesssscrenenesesssssnsssenessssseencnenenenerenssenesenaneceasnenens 48 Table 2: JI's Cronbach's Alpha ác + nành tre 29181 t1 0 n0 0 0 ng H001 8 48 Table 3: WC's Cronbach's Alpha -¿ - - nọ t H49 110113041 11117 49 Table 4: SS's Cronbach's A lpha - cà set ket 49 Table 5: PS's Cronbach's Alpha - sĩc chen 1101 4001101410 te 50 Table 6: Descriptive S†atÏSEICS -cscenHnHHrHHT111110101 211.11 00 TT HH0 1401000114 01 51 Table 7: Correlations among the variabÌ€S -.- ¿+ 2+ x99 t1 tren 20111011 0100m1 tr 51 Table 8: H1- Hypothesis festing reSuÏt - -« s+ct+nnhntnhhhHhthg222 1011101412611 010.16 53 Table 9: H2- Hypothesis †esting r€SuÌf + nen HH0 00100101466 n1 1e 55 Table 10: H3- Hypothesis festing T€SỤĂ - -s+s+s nhe th H121 04 56 Table 11: H4- Hypothesis testing reSuÏf ¿ch nìthnHHH HH01011 1 ke S7
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ABSTRACT
A business organization requires a qualified staff which can satisfy job For that reason, maintaining good staff is a necessary task for all organizations The stability of the staff will help not only to save costs for training and recruitment but also to reduce operational errors, build trust on employee and shape organizational culture Therefore, finding out the factors affecting employee's job satisfaction will help the organization to have right policy and action in order to maintain the workforce
This research is studying about factors that affect the employee"s job satisfaction in Saigon Co-op Group with quantitative research method Various variables responsible for employee's job satisfaction has been discussed including job characteristics, inventory factor, work control factor, supervisory support factor, and person-organization fit scale factor After that, the research will perform the results and make recommendations for management in order to promote and improve
employee's job satisfaction The research was conducted among 260 participants (n=260) Self-administered questionnaires were used to collect data from the
participants Data was then analyzed using statistical software SPSS 20.0
Key words: job satisfaction, Saigon Co-op Group, charateristics, work control, person- organization fit scale, supervisory support, quantitative research method
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CHAPTER 1: INTRODUCTION
1.1 Problem statement
Job satisfaction in modern business has become an essential element that can affect to organization"s success According to Collins et al (2000), job satisfaction of employees has been found to be an important factor which influence to business“
productivity and has received considerable interest Organization with employees
having job satisfaction could increase the customer satisfaction and also enhance the competitive advantages The dissatisfaction of employees could lead to strings of problems to their colleagues, and harm this organization
Each change in the business environment conditions will increase pressure on
businesses to change, actively creating new technologies, new products, and new
services to meet the growing needs of customer goods Business competition becomes more intense is the reason why dissatisfied but skillful employees could be the weak point of the organization, but strategic one for the competitors Therefore, maintaining and enhancing the skillful workforce by finding out the factors influencing job satisfaction of employees will become the significant strategy
Vietnam is the 150th member of the WTO, and is also a member of other
organizations such as AFTA, APEC In the context of present integration, businesses are not only competing with domestic firms, but also to compete with foreign
companies when they invest into Vietnam In Vietnam's retail market, Saigon Co-
op is always in the leading position in the retail market, but has added a number of
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nits from overseas to join the Vietnam market such as Family Mart, B Mart, Shop &
Go, Hachi Hachi, etc Saigon Co-op Group is trying to figure out a new business
strategy, providing new utility services to enhance competitiveness, pass test
challenge Throughout the years, Saigon Co-op Group has achieved many achievements in economic growth, expand the scale of operations These achievements are the dedication of more than 2,000 employee efforts to build the
brand name
However, in recent years, Saigon Co-op Group has emerged as one of the state: employees do not fulfill the criteria of assigned staff and have resigned without clear reason The staff turnover is increasing which causes to disturbance for the others in company and certainly, affected to the business performance Observation shows that
employees less interest in the job because they feel tired and stressful, they are not
willing to work overtime to finish the task When taking the days off, the employees force to work harder from the day before, even though she/he is sick This situation negatively affects the performance and satisfaction of the staffs
There is opinion that “The more satisfied worker is creating a more productivity” A satisfied workforce will result a pleasant atmosphere within the
organization to performing eventually Thus as job satisfaction has become a research studies for some subjects As a result, they were fairly satisfied with their jobs since they did not given enough attention by the manager or company about their problems As in Saigon Co-op Group, there is not any study about the factors
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that affecting employee job satisfaction, which encourages | me to develop this thesis The first purpose is finding out the possible factors and then making some recommendation for the company
1.2 Research Objective
The objectives of the research are listed as the followings:
e To assess the satisfaction level of employees in Saigon Co-op Group e To identify the factors influencing the employee's job satisfaction
¢ To identify some factors improving the satisfaction level of employees at the company 1.3 Research question se How is the impact fairness in skill-based pay on Saigon Co-op“s employee career satisfaction? e How is the impact developmental experience on Saigon Co-op“s employee career satisfaction?
e How is the impact performance appraisal system knowledge on Saigon Co-op"s employee career satisfaction?
e How is the impact work — family conflict pay on Saigon Co.op"s employee
career satisfaction?
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1.4Methodology
This research use quantitative research methods to explore, identify the job satisfaction of employees in Saigon Co-op Group 5-levelLikert scale is used to
measure the values of variables
Questionnaire will be used as a tool to collect information, necessary data for the quantitative analysis The questionnaire was sent to people surveyed via electronic
mail (email) with a link to connect to the table questions are designed on the
network Formal questionnaire can be found in section Appendix of this thesis
1.5 Research procedure
The thesis is divided into five chapters
Chapter 1 — Introduction: introduce the topic, research objectives, research questions, methods and significance of topics
Chapter 2 — Literature review: introduce the theory, theory as a foundation for
the study of job satisfaction, a summary of empirical research on job satisfaction This
chapter will also introduce a research model was built initial construction of the theoretical basis
Chapter 3 - Research methodology: introduce the construction of scales, from sampling, data collection tools, collection process information is conducted and how
the data analysis techniques statistically used in this topic
Chapter 4 - Results of the study: analyze, interpret data obtained from the survey included reliability testing results and relevance scale and the statistical
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inference results
Chapter 5 - Conclusions and recommendations: give some conclusions from the results obtained including the about job satisfaction, a number of recommendations to the employer and limitations and recommendations for future research
1.6 Introduction of Saigon Co-op Group
After the day of Southern victory, October 30th 1975, the consumer cooperation
and trade clusters 1, Cay Sung Ward, District 7 (now Cooperative Trade and Services for ward 14, district 4) was established with the purpose distribution of goods delivered to the employees in order to limit raising price activity in commodity scarcity while helping to restore production
May 12, 1989, the People's Committee of Ho Chi Minh City has issued
Decision No 258 established Cooperative Union Trade of City from the dissolution
of the management of Cooperative Purchasing of City
Cooperative Union Trade of City became the first unit and issued by the business license about import and export directly by the Trade Ministry with foreign transaction name is called Saigon Union of Trading Co-operative (Saigon Co-op for short)
From 1992 - 1997, along with the development of the national economy, the foreign investment capital into Vietnam to make the enterprise dynamic and creativity
to catch business opportunities, learning management experience from foreign partners Saigon Co-op initiated by joint ventures with foreign companies to increase resources for its development
Trang 17OPEN UNIVERSITY MALAYSIA H HUTECH I ECH SCHOOL OF LIFELONG LEARNING SS Bi học Cơng nghệ Tp.HCM ee ee ed As one of the few units with direct import and export license of Cities, import and export
activities flourished bring high efficiency, helped establish the reputation of Saigon Co.op position on the domestic market and abroad
The development period of Saigon Co.op
2002: Establishment Co-op mart Can Tho — first Supermarket province
2007: Establishment Joint Stock Company Investment and Development
Saigon Co.op SCID Thanh Cong Joint Stock Company-SC IMEX Join establishing Stock Company Investment and Development of Distribution System Vietnam - VDA
2008: Opening chain convenience and safety food of Co.op Food 2010: Development the model of online retail through HT V Co.op
Supermarkets Co.op mart systems develop in all regions of the country, Co.op mart has 50 supermarkets nationwide Co.op mart Saigon in Hanoi is
first supermarket north
2012: Co.op mart changed new brand identification
2013: Opening of hypermarket Co-op Xtra-plus in Thu Duc District, Ho Chi Minh City
2014: Opening Sense City shopping center
2015 : Opening of Tan Phong Co.opXtra Hypermarket is located at Level 2 & 3 - SC VivoCity Trade Center (No 1058 , Nguyen Van Linh Boulevard , Tan Phong Ward , District 7, HCMC )
Trang 18@97804/essn GB HUTECH H UTE Cc H SCHOOL OF LIFELONG LEARNING By học Cơng nghệ TpHCM Apil 2016, there are 82 systems Co.opmart 32 Co.opmartin HCMC and 50 Co.opmart in the provinces:
Northern: Ha noi, Hai phong, Vinh Phuc, Thanh Hoa, Bac Giang
Central: Ha Tinh, Khanh Hoa, Da Nang, Quang Tri, Hue, Binh Thuan, Quang Ngai,
Binh Dinh, Quang Nam, Ninh Thuan, Phu Yen Central Highlands: Lam Dong, Dak Lak, Gia Lai , Dak Nong
Southwest : Bac Lieu, Ben Tre, Ca Mau , Can Tho, Dong Thap, Kien Giang, An Giang
Tien Giang , Hau Giang , Soc Trang , Long An, Tra Vinh , Vinh Long
Đơng Nam Bộ: Ba Ria - Vung Tau, Dong Nai, Binh Duong, Binh Phuoc, Tay Ninh
Saigon Co.op with cooperative members work together with commercial functions, wholesale and retail
The business area of Saigon Co.op including:
e Retail: Co-opmart supermarkets and retail stores at Ben Thanh Market
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Wholesale: is the official agent for OralB, Gilette, Unilever, P&G, Paker
Import and export products: exports of agricultural products, seafood, garments,
leather shoes; imported materials and raw materials, consumer products, cosmetics, food
Service: provision of utility services (customer care, shipping, online shopping .),
advertising, tourism
Commercial center: Bien Hoa Trade Center (cooperate Bien Hoa Import-Export Joint Stock Company), Truong Tien Plaza (cooperate Bac Truong Tien Investment JSC in Hue province), Tan Phong Commercial Center (Cooperation with the Company and Mapletree Investments Samco - Singapore)
“* Mission statement:
Meet daily consumption needs of target customers
Always giving customers the convenience, safety and value-added
Contribute to improving people's lives and development of Vietnam's retail sector
¢
“* Vision statement:
Saigon Co-op strives to become the leading corporations in the retail sector in Vietnam, focusing sustainable development Co.opmart chain and towards developing various types" retail follow the market demand
“ Core value:
Devoted service: Our commitment originates from passion to serve and understand thoroughly customer
Continuous improvement: We always try to improve our products and services to bring the new experiences for customers
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e Desire to rise: We desire to develop towards perfection in order to ‘bring real
benefits to our customers
e Aim to community: We are aiming at the sustainable development and benefits of community
*“¢ Quality Policy:
e Co.opmart — Friend of every family e Goods richness and quality
e¢ Affordable price
e Attentive service
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e Always bring added value for customers
Saigon Co-op has always preference choose the manufacturer's products have
ISO - 9000 certification or a quality management system is equivalent, at
least there are manufacturers have Vietnamese high-quality goods by
consumers selected
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@HUTECH Bel boc Gong nghe Tp.HGM Soo FURNES
CHAPTER 2: LITERATURE REVIEW
In this chapter, the concept of job satisfaction as well as theories related to job satisfaction will be introduced by using the well-known theories of Maslows need hierarchy, Lecture EGR“s Alderfer, Vroom“s expectancy theory, and so on Moreover, some early researches will be listed out and at the end of this chapter; the initial
research model will be built with some indicators used to measure job satisfaction on
different factors and overall job satisfaction 2.1 Definition of Terms:
2.1.1 Job satisfaction:
Although there are lots of scientific researches for job satisfaction, there is
still no general agreement in connection with what job satisfaction It could be said that different authors have different points of view towards job satisfaction Listed below are some common cited definitions on job satisfaction
Nowadays, Steers & Porter (1979) states that job satisfaction is affected by
personal and organizational factors, which cause an emotional reaction affecting organizational commitment Spector (1997) states that job satisfaction influences
people"s attitude towards their jobs and various aspects of their jobs
According to Statt (2004), job satisfaction can be defined as the extent to
which a worker is content with the rewards he or she gets out of his or her job in
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particular, in terms of intrinsic motivation
According to Mullins (2005), the term job satisfaction is a complex and
multifaceted concept meaning different things to different people Job satisfaction is more of an attitude, an internal state For instance, it could be associated with a personal feeling of achievement either quantitative or qualitative
According to Kreitner and Kinicki (2007), job satisfaction is essentially the extent to which somebody likes their job
According to Arizi (2008), job satisfaction represents a feeling that appears as a
result of the perception that the job enables the material and psychological needs
Tanriverdi"s (2008) approach is based on various definitions of satisfaction at
work and states that job satisfaction is the pleasure a worker gains from his/her work
or working experience and the positive emotional state that occurs as a result According to the same author, job satisfaction can be obtained only when the characteristics of work are in line with employee expectations
In short, there are various definitions of job satisfaction We find that employees who have job satisfaction will be the ones feeling happy, comfortable to their current jobs Regarding to which factors influence the job satisfaction, different authors
have different opinions, and different clarification through their own research 2.1.2 Development of a job satisfaction scale
Trang 24GON UNIVERSITY §fHUTECH H UTE Cc H ae None EARNING Be bec Cng nghd Tp HOM
The importance “of good measurement instruments in behavioural and social
sciences has been discussed by many researchers (DeVellis, 2012; Hinkin, 1995;
Spector, 1992) Poor scales may lead to invalid findings of the surveys where the
scales are used (DeVellis, 2012)
It is difficult to interpret results of research using questionnaires without good reliability and validity (Hinkin, 1995) Thus, using a valid and reliable scale in research is fundamental for every behavioural and social researcher Many researchers use their own developed scales for their surveys as it is often hard to find existing scales that fit their specific research purposes (Spector, 1997) There have been many types of instruments used in social science such as the Likert scale (or summated
rating scale), Semantic Differential, Visual Analog, Numerical Response Formats and Basic Neutral Processes, Binary Options, and Item Time Frames (DeVellis, 2012) The Likert scale is one of the most common scales for organisational research (Spector,
1992) The development procedure of a job satisfaction scale can be divided into four basic steps: construct development, scale format and item writing, pilot test, and scale evaluation
The steps of construct development and scale format and item writing are
available in many text books and there is no difference of these steps between the books In order to evaluate appropriation of a measurement scale, the scale should be checked its reliability and validity The reliability was tested by Cronbach"s Alpha and
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the validity was tested by by EFA Validity
The validity of a scale indicates how well the scale is really valid for the purpose for which it is developed There are several types of validity such as face validity, content validity, criterion validity, and convergent and discriminant Validity (Child, 2006; Spector, 1992)
Face validity is the most basic type of validity (Child, 2006) It is easily obtained
by
confirmation from experts that the items of a construct really measure that underlying variable Content validity means the full content of a construct is covered by the items under it (Child, 2006) This type of validity should be considered through the steps
of construct definition and item generation (Hinkin, 1995)
Criterion validity involves comparing a construct of a scale with the same
construct of other existing valid scales There are two types of criterion validity:
concurrent validity and predictive validity
Concurrent validity implies association between a construct of the scale and a pre- existing construct Predictive validity indicates the prediction of a scale to an indicator that will occur in the future For example, if a job satisfaction scale can predict the rate of job quitting, it has good predictive validity
Convergent and discriminant validity are two different types of validity but they are typically studied together as they have a relation to one another This type
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Of is sometime called construct’ validity, Convergent validity indicates a strong
relationship between two different measures of the same domain On the other hand, discriminant validity means that different measures of different domains should have
a weak relationship with one another (Spector, 1992) There are several methods for
assessing convergent and discriminant validity For example, Campbell and Fiske (1959) introduced the Multitrait-Multimethod Matrix to assess validity Spector (1992) suggests the use of factor analysis as a method for assessing convergent and discriminant validity
In conclusion, scale development is a multistep process Researchers should pay attention to each step in order to develop a sound scale Once a scale has been
developed, its reliability and validity need to be assessed to ensure it is a reliable and
valid instrument to the target respondent groups
2.1.3 Job Characteristics Inventory
Sims, Szilagyi, and Keller (1976) developed Job Characteristics Inventory measure to describe employee perceptions about their jobs The measure used 30 items that can be grouped into six subscales indicating the extent to which a job
involves variety, autonomy, feedback, interaction with others, task identity, and
friendship
2.1.4 Work control
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According to Dwyer and Ganster (1991), work control can be defined as the extent to which workers perceive they have control over numerous aspects of their work environment These aspects include control over the variety of tasks performed,
the order of task performance, the pace of tasks, task scheduling, task procedures,
and arrangement of the physical layout or environment
2.1.5 Supervisory support
Greenhaus, Parasuraman, and Wormley (1990) developed the measure to assess employee perceptions of the extent to which they receive supervisory support in their job Supervisory support may include career guidance, performance feedback, challenging work assignments, and work opportunities that promote employee
development and visibility
2.1.6 Person-organization fit
The simplest definition of person-organization fit is that according to Ulutas,
Kalkan, & Bozkurt (2008), it is the degree of similarity between the organization's values and a person's values In accordance with O*Reilly, Chatman, & Caldwell (1991), individuals are known to differentiate themselves through underlying values and
to identify with others who share these values; moreover, organizations have their own values that are formed by sharing experiences, ideas, and situations of its members
According to Chan (1996), person-organization fit refers to the degree of congruence or compatibility between the attributes of an organization member and those
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of the organization For individuals, these attributes may include ‘personality traits, beliefs, values, and interests For the organization, these characteristics traditionally
include the culture, climate, values, goals and norms
Person-organization fit can be operationalized as an individual's goal congruence with organizational leaders and peers (Vancouver & Schmitt, 1991)
2.2 Theories of job satisfaction
2.2.1 Maslow’s theory
When mentioned about satisfaction theory, people often referred to hierarchical needs theory of Maslow (1943) According to Maslow, human needs are divided into five levels including physiological, safety, social, self-esteem, and self-expression The failure on satisfying one need may have an impact on the next level of need People need to satisfy the lower order need first, and then the higher order needs will be activated Understanding the hierarchical needs of employees, managers need to know in which level of need that their employees are standing From that, managers need to motivate their employees by responding to the needs of their individuals
Trang 29@ÿ7n01)/cssn BHUTECH SCHOOL OF LIFELONG LEARNING B học Cơng nghệ TpHCM MASLOW'S HIERARCHY OF NEEDS
Abraham Harold Maslow [aps 1 1908 - June 8, 1970) was a psychologist who studied positive
human qualifies and the lives of exempio- ty people In 1954, Maslow created the
Hierarchy of Human Needs and
Se¥-Actualization - A person's Mofivation toreach hisor - her full potential As shown
in Maslow’s Hierarchy of Needs, a person’s basic
needs must be met
before self-ociuofro-
fion can be
achieved
www timvandevall.com |Copyright © 2013 Dutch Renaissance Press LLC
Figure 1: Maslow's Hierarchy Needs Theory
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2.2.2 ERG theory of Alderfer
According to Alderfer’s ERG theory, a human needs theory postulate that people have three basic sets of needs which can operate simultaneously As each need
is fulfilled, it serves as motivation to fulfill a different need Three basic sets of needs
are Existence (E), Relatedness (R), and Growth (G) Alderfer defined existence need as the need for basic material existence such as physiological health and
safety Relatedness can be understood as the need for interpersonal connections,
social status, and recognition About Growth, it is the need for personal development including creative and meaningful work
Differing from the Maslow"s hierarchy needs theory, Alderfer stated that as each
need is met, another need could be satisfied 2.2.3 Herzberg’s two-factor theory
The two-factor theory of Herzberg is also known as the motivation-hygiene theory or intrinsic/extrinsic motivation It states that while there are certain factors cause job satisfaction, a separate set of factors can cause dissatisfaction Factors such as challenging work, recognition, together called intrinsic motivators, can produce employee job satisfaction Factors including status, job security, etc together called extrinsic hygiene factors can produce dissatisfaction
Based on Herzberg“s two-factor theory, in case that manager wants to increase employee satisfaction, they should concern the nature of the work itself as one of the
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factors By which, they ‘could give opportunities for employees gaining status oF achieving self-realization Vice versa, if the managers want to reduce dissatisfaction, they should focus on the job environment including working
policies, supervision, working conditions, etc 2.2.4 Vroom’s expectancy theory
According to Vroom's expectancy theory, behavior is the result of conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain Vroom realized that an employee's performance is based on individual factors including personality, skills, knowledge, experience and abilities The three variables naming Expectancy, Instrumentality and Valence are used, in
which Expectancy is defined the belief that increased effort will lead to increased performance, Instrumentality is the belief that if you perform well, you will receive a
valued outcome, and Valence is the importance that the individual places on the
expected outcome 2.3 Early research
According to Hackman and Oldham (1976), the basic thesis of the job
characteristics model is that various job characteristics together influence job satisfaction The notion that job characteristics have an important influence on job satisfaction or other job outcomes is well established in management and information system research (Ang and Slaughter 2001; Igbaria and Guimaraes 1993; Igbaria et al
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1993: Thatcher et al 2002; Wong et al 1998)
In 1994, Jaffe et al conducted a Job Satisfaction Survey by Spector (1985) and a Characteristics Inventory by Sims et al (1976) and found that job characteristics significantly influenced job satisfaction
In 1999, Bartlett et al conducted a study similar to that of Jaffe et al and concluded that job characteristics are significant predictors of job satisfaction
According to Morris and Venkatesh (2010), job characteristics and job
satisfaction have the positive relationship
Person-organization fit was found to have a relationship with work attitudes such
as job satisfaction and organizational commitment (Bretz& Judge, 1994; Chatman, 1989; O“Reilly, Chatman, &Caldwell, 1991)
In a study (Lauver & Brown, 2001) found that there is an impact of Person-
organization fit on Job Satisfaction and intention to quit and Person Organization fit is
a better predictor of intention to quit Therefore, It is suggested that shared values
between employees and organizations will lead to job satisfaction for the employee
and that would eventually result in favorable outcome for the organization in achieving its goals (Chatman, 1991).A study (Gregory, Albritton, & Osmonbekov,
2010) supports a direct positive relationship between
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Person Organization fit and Job Satisfaction In a meta-analysis the authors (Verquer, Beehr,
and Wagner, 2003) indicated that there is a relationship between Person-organization fit, Job satisfaction and Intent to quit
2.4 Proposed research model and hypotheses
According to the given research, a model is developed which is as follows: Job Characteristics Inventory HI (+) Work Control H2 (+) Job Satisfaction we H3 (+) Supervisory support oo H4 (+) Person-organization fit
Figure 2: Proposed research model
From this model stems the following hypotheses:
H1 There is a positive relationship between job satisfaction and job characteristics
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H2 There is a positive relationship between job satisfaction and work control H3 There is a positive relationship between job satisfaction and supervisory
support H4 There is a positive relationship between job satisfaction and person-organization fit scale
CHAPTER 3: RESEARCH METHODOLOGY
3.1 Sampling
According to Comrey and Lee (1992) offer the sample size for the respective views: 100 is bad, 200 is pretty, 300 is good, 500 is very good, 1000 or more is excellent Therefore, the sample preparation is 300 surveys for each independent
variable and the dependent variable
The population of the study needs to be chosen This study focuses on the employees of Saigon Co-op Group to investigate the level of employee job
satisfaction
3.2 Sample size
Based on the number of parameters to be estimated, the sample size targeted
in this study was 300 The samples are chosen by stratified method with n=300 After collecting the samples and testing, 40 are rejected due to too many blanks
Consequently, the samples are 260 Among the samples, 54% employees are female
and 46% are male
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3.3 Research participant
The participants answered a questionnaire survey including managers, sales office, customer service office and sales direction staff The questionnaire was broadcast live for some employees in Saigon Co-op supermarket chains such as: Saigon Co Nguyen Dinh Chieu,
Saigon Co Ly Thuong Kiet, Nguyen Thi Nho Saigon Co-op It is expected to collected 400 responses samples, but actual 340 samples were collected and with 280
responses were valid for this research
3.4 Data collection tool
In this research, the questionnaire will be considered as the research tool to gather information The Likert five point scale will be the main measurement The respondents will answer the 45 questions (Appendix) by crossing the box that
specifically relates to their attitudes The rating scale will be demonstrated from 1 to
5
3.3.1 Measurement of main construct: Job satisfaction
Job satisfaction was measured using seven-item scale developed by Taylor and Bowers (1974) In this study, each item has five alternatives ranging from 1 to 5 with 1 is completely dissatisfy and 5 is completely satisfy The participant has to choose
one option expressing his or her response The mean score of all the items represent
the job satisfaction level of the individual employee
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No Items Measurement
1 All in all, how satisfied are you with the person in your work group?
5-point
2 | Allin all, how satisfied are you with your supervisor? Likert- type 3 | All inall, how satisfied are you with your job? scale
All in all, how satisfied are you with this organization,
4 | compared to most?
Considering your skills and the effort you put into your work, how satisfied are you with your pay?
5
How satisfied do you feel with the progress you have made in this organization up to now?
6
How satisfied do you feel with your chance for getting
ahead in this organization in the future?
7
3.3.2 Measurement of construct: Job Characteristics Inventory
Job Characteristics Inventory was measured using the thirty-item scale
developed by Sims, Szilagyi, and Keller (1976) Each item also has five anchors
ranging For Items 1-13, the anchors are from 1 = very little to 5 = very much For
Items 14-30, the anchors are from 1 = minimum amount to 5= maximum amount
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No Items Measurement
1 | How much variety is there in your job?
2 | How much are you left on your own to do your own work?
5-point
3 | How often do you see projects or jobs through to completion?
: Likert- type To what extent do you find out how well you are doing on the
4 | job as you are working? scale 5 |How much opportunity is there to meet individuals whom
you would like to develop friendship with?
6 How much of your job depends upon your ability to work with others?
7 | How repetitious are your duties?
g To what extent are you able to act independently of your supervisor in performing your job function?
To what extent do you receive information from your 9 | superior on your job performance?
10 To what extent do you have the opportunity to talk informally with other employees while at work?
11 | To what extent is dealing with other people a part of your job?
12 | How similar are the tasks you perform in a typical work day?
13 To what extent are you able to do your job independently of others?
14 | The feedback from my supervisor on how well I*m doing
15 | Friendship from my co-workers
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GEN UNIVERSITY MALAYSIA @PHUTECH H U I E C H SCHOOL OF LIFELONG LEARNING —— By học Cơng nghệ TpHCM 16 The opportunity to talk to others on my job
17 | The opportunity to do a number of different things 18 | The freedom to do pretty much what I want on my job
19 | The degree to which the work I“m involved with is handled
from
beginning to end by myself
20 | The opportunity to find out how well I am doing on my job
21 | The opportunity in my job to get to know other people
22 | The amount of variety in my job
23 | The opportunity for independent thought and action
24 | The opportunity to complete work I start
25 The feeling that I know whether I am performing my job well or poorly
26 | The opportunity to develop close friendships in my job 27 Meeting with others in my work
28 | The control I have over the pace of my work
29 The opportunity to do a job from the beginning to end (i.e.,
the chance to do a whole job)
30 The extent of feedback you receive from individuals other than your supervisor
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3.3.3 Measurement of construct: Work control
Work control was measured using the twenty-two item scale developed by
Dwyer and Ganster (1991) Each item has five response options ranging from 1 = very little to 5 = very much
No Items Measurement
1 | How much control do you have over the variety of methods
you use in completing your work? How much can you choose among a variety of tasks or projects to do? 3 | How much control do you have personally over the quality of your work?
How much can you generally predict the amount of work you will have to do on any given day?
How much control do you personally have over how much
5 | work you get done?
5-point
How much control do you have over how quickly or slowly | Likert- type you have to work?
scale
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GEN UNIVERSITY MALAYSIA fHUTECH H U l E C H SCHOOL OF LIFELONG LEARNING ——— Đã học Cơng nghệ Tp.HCM How much control do you have over when you take
9 | vacation or days off?
10 How much are you able to predict what the results of decisions you make on the job will be?
11 | How much are you able to decorate, rearrange, or personalize
your work area?
12 How much can you control the physical condition of your
work station (lighting, temperature)? 8 p
13 | How much control do you have over how you do your work? 14 How much can you control when and how much you
have to interact with others at work?
15 How much influence do you have over the policies and procedures in your work unit?
16 How much control do you have over the sources of information you need to do your job?
17 How much are things that affect you at work predictable, even if you can’t directly control them?
How much control do you have over the amount of 18 | resources (tools, material) that you get?
19 How much can you control the number of times you are interrupted while you work?
How much control do you have over how much you earn at your job?
20