The factors affecting job satisfaction of employees in saigon co op group

Various variables responsible for employee's job satisfaction has been discussed including job characteristics, inventory factor, work control factor, supervisory support factor, and per

April, 2016

@9”\é UNIVERSITY fBHUTECH Del hoc Cong nghé Tp.HOM AS

ADVISOR’S ASSESSMENT

Advisor’s signature

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GEN UNIVERSITY MALAYSIA

@HUTECH Del hoc Công 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

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LIST OF ABBREVIATION Dist District

EGR Expectancy-Growth-Relatednes

Fig Figure

H Hypothesis

HCMC Ho Chi Minh City

JI Job Characteristics Inventory

Figure 2: Proposed research model sành 1011256 31

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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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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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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

OPEN UNIVERSITY MALAYSIA

BHUTECH H U I EC H —— SCHOOL OF LIFELONG LEARNING

Bel hoc Cong nghé Te HOM

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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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

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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 )

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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

Đông 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

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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

Administrative

Board of Supervisors

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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

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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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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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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

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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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OPEN UNIVERSITY EBHUTECH Bei hoc Céng nghé Tp.HGM Au

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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2.4 Proposed research model and hypotheses

According to the given research, a model is developed which is as follows:

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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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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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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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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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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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 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?

How much control do you have over the scheduling and

7 | duration of your rest breaks?

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

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