RESEARCH PROJECT (BMBR5103) A PROJECT REPORT ON EMPLOYEES’ SATISFACTION WITH SUPERVISOR AT DUY ANH FASHION AND COSMETICS CO., LTD (DAFC) STUDENT’S FULL NAME : TRAN ANH VU STUDENT ID : CGS00019907 INTAKE : SEPTEMBER 2015 ADVISOR’S NAME & TITLE : DBA NGUYEN THE KHAI March, 2017 ADVISOR’s ASSESSMENT ADVISOR’s SIGNATURE DBA NGUYEN THE KHAI TRAN ANH VU – MBAOUM0915-K19C ACKNOWLEDGMENTS At the beginning of this report, I have to say that it is not possible to finish this report without receiving the support and encouragement of other people I would like to extend my sincere towards all the personages who have helped me in this project Without their help, cooperation and encouragement, I would not complete this project I am extremely thankful to my faculty Dr NGUYEN THE KHAI, Ms DO THI THANH TRUC, Mr SU NGOC HOANH for their valuable guidance and assistance on completion of this project Thank you to Duy Anh Fashion and Cosmetics Co., Ltd (DAFC) management and my colleges for their useful information related to the survey I also special thank you to my parents and my family who has always supported me morally as well as economically At last but not least gratitude goes to all of my friends who always stand by my side and helped me to complete this project Once again, thank you to you all TRAN ANH VU TRAN ANH VU – MBAOUM0915-K19C TABLE OF CONTENTS ABSTRACT CHAPTER – INTRODUCTION Company review 1.1 About DAFC 1.2 Vision and Mission statement 1.3 Organization Structure Research introduction 2.1 Purpose and Objective 2.2 The empirical setting 10 2.3 Instruments 10 2.4 Research scope 10 2.5 Significance of the study 10 2.6 Question of the study 11 2.7 Limitation of research 11 CHAPTER – LITERATURE REVIEW 12 Work control (WC) 12 Empowerment at work scale (EW) 13 Procedural Justice in Performance Appraisal (PJ) 14 Role conflict and ambiguity (RC) 16 Satisfaction with my supervisor (SS) 18 TRAN ANH VU – MBAOUM0915-K19C CHAPTER - RESEARCH MODEL AND HYPOTHESES 19 Research model 19 Constructs 21 2.1 Key construct 21 2.2 Other construct 21 Research Hypotheses 21 3.1 The relationship between Work control and Satisfaction with My Supervisor 21 3.2 The relationship between Empowerment at work scale and Satisfaction with my supervisor 22 3.3 The relationship between Procedural Justice in Performance Appraisal and Satisfaction with my supervisor 24 3.4 The relationship between Role conflict and ambiguity and Satisfaction with my supervisor 25 Instruments 26 4.1 Section one 26 4.2 Section two 26 Data collection progress 28 CHAPTER - RESULTS 30 Reliability statistic 30 1.1 Work Control 30 TRAN ANH VU – MBAOUM0915-K19C 1.2 Empowerment at work scale 31 1.3 Procedural Justice in Performance Appraisal 31 1.4 Role conflict and ambiguity 32 1.5 Satisfaction with My Supervisor 32 Descriptive statistic 33 Correlation statistic 34 CHAPTER – HYPOTHESES TESTING RESULTS 36 Hypothesis 37 Hypothesis 38 Hypothesis 38 Hypothesis 39 CHAPTER - CONCLUSION AND DISCUSSION 39 REFERENCE 46 APPENDIX 49 Appendix 1: Survey 48 Appendix 2: Presentation 58 TRAN ANH VU – MBAOUM0915-K19C ABSTRACT This study examines the influence of some factors on the satisfaction with supervisor of employees who are working at DAFC By using Business Research Methods, this research project will determine the relationship between the Satisfaction with supervisor and Work control, Empowerment at work scale, Procedural Justice in Performance Appraisal, Role conflict and ambiguity Questionnaires were sent personally to 400 managers and employees in DAFC; there were 325 pieces returning, in which 272 completely responses were used for the statistical analysis The result then shall be statistically analyzed by software SPSS The results can provide the Management Team some useful information about the relationship between Work control, Empowerment at work scale, Procedural Justice in Performance Appraisal, Role conflict and ambiguity and Satisfaction with my supervisor Hope DAFC uses my research to develop the relationship between employees and their managers Key words in this research: Work control, Empowerment at work scale, Procedural Justice in Performance Appraisal, Role conflict and ambiguity and Satisfaction with my supervisor TRAN ANH VU – MBAOUM0915-K19C Page of 61 CHAPTER – INTRODUCTION Company review 1.1 About DAFC Imex Pan Pacific Group was established in 1985 by Johnathan Hanh Nguyen With a total investment of more than USD 535 million, IPP is one of the companies that have strongest financial capability Revenue is increased by an average 20% Total revenue reached USD billion in 2016 IPP is the owner of numerous projects in trading fields: fast-food chains; duty-free shops at international airports in Vietnam; exclusive distributor of famous fashion brands and cosmetics in the world Through more than 30 years of operation, IPP Group has achieved: Create 22,000 job opportunities for Vietnamese labors Have 28 subsidiaries and joint venture companies Open nearly 40 retail stores that exclusive distribute internationally high fashion brands: Burberry, Bvlgari, Bally, Chanel, Cartier, Versace, Salvatore Ferragamo, Rolex, Tumi… Open nearly 100 retail stores that exclusive distribute internationally mid-tier fashion brands: Gap, Banana Republic, Tommy Hilfiger, Nike and Calvin Klein Open 80 stores of the world famous fast food restaurant chain: Burger King, Domino's Pizza, Popeyes and Dunkin 'Donuts Open 120 duty-free shops and retail stores in the largest airports in Vietnam TRAN ANH VU – MBAOUM0915-K19C Page of 61 TRAN ANH VU – MBAOUM0915-K19C Page of 61 DAFC, a subsidiary of IPPG, was founded in 2005 DAFC is an exclusive distributor and retailer of the famous luxury fashion & cosmetics brands in Vietnam such as Bally, Salvatore Ferragamo, Bulgari, Burberry, Cartier, Rolex, Versace, Versace Home, Versace Jeans, Ermenegildo Zegna, Just Cavalli, etc We allocate at the biggest shopping centers in HCM City and Hanoi like Diamond Plaza, Rex Arcade, Trang Tien Plaza, Saigon Center, etc 1.2 Vision and Mission statement Vision In Vietnam, DAFC will be a leading Retailer in its core businesses - Retail Fashion through its commitment to Colleagues, Business Partners, Customers and Owners Mission DAFC are committed to perform best practices at its highest standards We will value our internal and external customers Core Values WOW delivery through service Focus and develop on the product offered Commit towards staff training & development Mission Statement Component: Customers: middle-class to high-class group Products: luxury merchandise TRAN ANH VU – MBAOUM0915-K19C Page of 61 Manzoor, M.U., Usman, M., Naseem, M.A., & Shafiq, M.M (2011) A Study of Job Stress and Job Satisfaction among Universities Faculty in Lahore, Pakistan Global Journal of Management and Business Research, 11(9):1 September 2011 Dwyer, D J., & Ganster, D C (1991) Journal of Organization Behavior, 12, 595608 Spreitzer, G M (1995) Academy of management Journal, 38(5), 1442-1465 © 1995 by Academy of Management Dulebohn, i H., & Ferris, G R (1999) The role of influence tactics in perceptions of performance evaluations’ fairness Academy of Management Journal, 42(3), 288303 House R J., & Rizzo, J R (1972) Role con-flict and ambiguity as critical variables in a model of organizational behavior Orga- nizational Behavior and Human Decision Processes, 467-505 Scarpello, V., & Vandenberg, R (1987) The Satisfaction With My Supervisor scale: Its utility for research and practical appli¬cation Journal of Management, 34, 451- 470 Sapienza H J & Korsgaard M A (1996) Procedural justice in entrepreneurinvestor relations Academy of Manage-ment Journal 39(3), 544-574 Cropanzano, R., & Byrne, Z S (2000) Workplace justice and the dilemma of organizational citizenship In M.VanVugt, T Tyler, & A Biel (Eds.), Collective TRAN ANH VU – MBAOUM0915-K19C Page 47 of 61 problems in modern society: Dilemmas and solutions (pp 142–161) London: Routledge Getahun, S., Sim, B., & Hummer, D (2007) Job Satisfaction and Organizational Commitment among Probation and Parole Officers: A Case Study 13(5) Smith, C S., & Brannick, M T (1990) A role and expectancy model of participative decision making: A replication and theoretical extension Journal of Organizational Behavior, 11, 91-104 Tang, T L., & Baldwin, L J S (1996) Distributive and procedural justice as related to satisfaction and commitment SAM Advanced Management Journal, 61, 25-31 Vida Scarpello (1987), The Satisfaction With My Supervisor Scale: It’s Utility for Research and Practical Applications Journal of Management 1987 Vol I3, No.1 447-466 TRAN ANH VU – MBAOUM0915-K19C Page 48 of 61 APPENDIX Appendix 1: Survey EMPLOYEES’ SATISFACTION WITH SUPERVISOR SURVEY AT DAFC (VIETNAM) Introduction Welcome to the DAFC employees’ satisfaction with supervisor survey! My name is Tran Anh Vu, a student of MBA collaboration program between OUM and HUTECH Today, to complete my research project on DAFC employees’ satisfaction with supervisor, I will gain your thoughts and opinions in order to continue to improve our business work environment This survey should take – minutes to complete Be assured that all answers you provide will be kept in the strictest confidentiality Please spend your few minutes to help me and send me your feedback following my contact as below: Full name: Tran Anh VU Mobile: 0906 600 100 Email: aanhvu229@gmail.com TRAN ANH VU – MBAOUM0915-K19C Page 49 of 61 Survey A1 Work control It describes the extent to which workers perceive they have control over numerous Little A moder -ate amt Much Very much No A1 Work control Very little aspects of the work environment 5 5 How much control 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? I low much can you generally predict the amount of work you will have to on any given day? How much control you have over how quickly or slowly you have to work? TRAN ANH VU – MBAOUM0915-K19C Page 50 of 61 How much can you control when and how much you have to interact 5 with others at work? How much influence you have f over the policies and procedures in your work unit? How much control you have over how your work is evaluated? A2 Empowerment at work scale Disagree Unsure Agree Strongly agree No A2 Empowerment at work scale Strongly disagree It describes the extent to which employees believe they are empowered in their jobs The work I is very important to me TRAN ANH VU – MBAOUM0915-K19C Page 51 of 61 I am confident about my ability to 5 5 5 my job I have mastered the skills necessary 10 for my job I can decide on my own how to go 11 about doing my work I have considerable opportunity for 12 independence and freedom in how my job I have a great deal of control over 13 what happens in my department I have significant influence what 14 happens in my department TRAN ANH VU – MBAOUM0915-K19C Page 52 of 61 A3 Procedural Justice in Performance Appraisal Procedural Justice in Performance Appraisal assesses the fairness of the procedures and process used for performance evaluation The measure focuses on the extent to which employees believe their supervisor used important and accurate information Agree Strongly agree Performance Appraisal Unsure No Disagree A3 Procedural Justice in Strongly disagree in appraising employee performance 5 5 The supervisor considered the 15 important aspects of your work when rating you The supervisor rated you on how 16 well you did your job, not on his/ her personal opinion of you The supervisor treated you with 17 consideration when giving you your performance appraisal results The supervisor that evaluated you 18 showed concern for your rights as an employee TRAN ANH VU – MBAOUM0915-K19C Page 53 of 61 Overall, how hard did the 19 supervisor who rated your 5 performance try to be fair to you? Overall, how fairly were you 20 treated by the supervisor who rated your performance? A4 Role conflict and ambiguity A lack of necessary information regarding role expectation for a given organizational position has been defined as role ambiguity Role conflict was defined as a condition of when employees have incompatible roles defined by Unsure Agree Strongly agree No ambiguity Disagree A4 Role conflict and Strongly disagree supervisors or other members of an organization 5 I have to things that should be 21 done differently I receive incompatible requests 22 from two or more people TRAN ANH VU – MBAOUM0915-K19C Page 54 of 61 23 I work on unnecessary things 5 5 5 I work with two or more groups 24 who operate quite differently I receive assignments without the 25 manpower to complete them I receive assignments without 26 adequate resources and material to execute them I know that have divided my time 27 properly (R) Explanation is clear of what has to 28 be done (R) I know what my responsibilities are 29 (R) TRAN ANH VU – MBAOUM0915-K19C Page 55 of 61 B1 Satisfaction With My Supervisor Satisfaction With My Supervisor describes an employee’s satisfaction with his or her 5 5 Very satisfied Satisfied Supervisor Unsure No Dissatisfied B1 Satisfaction With My Very dissatisfied immediate supervisor The way my supervisor sets clear 30 work goals My supervisor’s fairness in 31 appraising my job performance The way my supervisor helps me to 32 get the job done The way my supervisor gives me 33 credit for my ideas The way my supervisor follows 34 through to get problem solved TRAN ANH VU – MBAOUM0915-K19C Page 56 of 61 The way my supervisor shows 35 concern for my career progress General information about yourself Gender Male Female Age 24 – 29 30 – 35 41 – 46 47 – 60 36 – 40 Education High school College Bachelor Master Other…… Ph.D Your position Manager (has subordinates) Staff (no subordinate) How long have you been working for DAFC ? ……year(s)……month(s) MANY THANKS FOR YOUR SUPPORT AND CO-OPERATION! TRAN ANH VU – MBAOUM0915-K19C Page 57 of 61 Appendix 2: Presentation TRAN ANH VU – MBAOUM0915-K19C Page 58 of 61 TRAN ANH VU – MBAOUM0915-K19C Page 59 of 61 TRAN ANH VU – MBAOUM0915-K19C Page 60 of 61 THANK YOU FOR YOUR TIME AND ATTENTION! TRAN ANH VU – MBAOUM0915-K19C Page 61 of 61 ... can use to lead and direct their employees TRAN ANH VU – MBAOUM0915-K19C Page of 61 including autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, transactional, and. .. Burberry, Bvlgari, Bally, Chanel, Cartier, Versace, Salvatore Ferragamo, Rolex, Tumi… Open nearly 100 retail stores that exclusive distribute internationally mid-tier fashion brands: Gap, Banana... distributor and retailer of the famous luxury fashion & cosmetics brands in Vietnam such as Bally, Salvatore Ferragamo, Bulgari, Burberry, Cartier, Rolex, Versace, Versace Home, Versace Jeans, Ermenegildo