ĐÁNH GIÁ sự hài LÒNG với CÔNG VIỆC và CAM kết với tổ CHỨC của các GIẢNG VIÊN đại học và CAO ĐẲNG KHU vực MIỀN bắc e

Luận văn thạc sĩ ĐÁNH GIÁ SỰ HÀI LÒNG VỚI CÔNG VIỆC VÀ CAM KẾT VỚI TỔ CHỨC CỦA CÁC GIẢNG VIÊN ĐẠI HỌC VÀ CAO ĐẲNG KHU VỰC MIỀN BẮC ASSESSMENT OF THE JOB SATISFACTION AND COMMITMENT TO ORGANIZATIONS OF LECTURERS FROM THE NORTHERN UNIVERSITIES AND COLLEGES Page i TABLE OF CONTENTS Page Acknowledgements i Table of Contents ii Abstract v Chapter I: Introduction 1.1 The necessity of the thesis 1.2 Research purposes .1 1.3 Scope of Research .2 1.4 Significance of Research 1.5 The organizational structure of Research Chapter II: Review of Literature 2.1 Job satisfaction 2.1.1 Definition 2.1.2 Theories of Job satisfaction .5 2.1.3 Impacts of environmental factors on Job satisfaction .6 2.1.4 Demographic factors affecting job satisfaction 2.1.5 Research on job satisfaction 10 2.2 Commitment to organization 12 2.2.1 Definition of Organizational commitment - Allen and Meyer’s model of organizational commitment 13 2.2.2 Factors affecting organizational commitment 18 2.3 Relationship between job satisfaction and organizational commitment 22 2.4 Summary Chapter II 25 Chapter III: Real situation of the system of universities and colleges in Vietnam and Research Methodology 27 3.1 Real situation of the system of universities and colleges in northern Vietnam .27 3.2 Research Methodology 33 3.2.1 Sampling 33 3.2.2 Data Collection .33 3.2.3 Tools (Questionaire Design) 34 Page ii * Demographic 34 * Servey on satisfaction of lecturers .34 * Servey of commitment to organization 36 3.2.4 Data analysis 39 3.3 Research questions 40 Chapter IV: Analysis of Study 41 4.1 Sort out data 41 4.2 Study results for Questionnaire 41 4.3 Summary 47 Chapter V: Conclusion and Practical solutions 49 5.1 Conclusion .50 5.2 Practical solutions 58 5.3 Suggestions for further researches 60 REFERENCES 62 Page iii Appendics Appendix Survey: Demography .64 Appendix Survey on the job satisfaction of the lecturers 65 Appendix Table for evaluation of commitment to an organization 67 Appendix Demographic characteristics of lecturers in the survey 69 Appendix Order of sources creating job satisfaction 70 Appendix Levels of commitment to the organization .72 Appendix Relations between job satisfaction and gender 75 Appendix Relations between job satisfaction and marital status .76 Appendix Relations between job satisfaction and title .77 Appendix 10 Relations between job satisfaction and administrative work 78 Appendix 11 Relation between continuous commitment with .79 organization and marital status Appendix 12:Relation between continuous commitment to the .80 organization and title Appendix 13:Relation between staying commitment to the organization .81 and administrative duty Appendix 14: Connection between job satisfaction and high commitment 82 to the organization Page iv Abstract As mentioned in many previous researches, employees’ behavior and attitudes toward their organization have many considerable impacts on their performance and the organization’s results The author carried out the research on the purpose of understanding more about lecturers’ satisfaction with their job and their commitment to the Northern universities and colleges in Vietnam Today, there are some continuous changes in style of management of the universities and colleges in Vietnam, especially in the Northern area, as well as in their staffs’ life As a result, leaders of the schools should understand staffs in terms of their job satisfaction and commitment to the organization The findings of the research were found through surveying two types of factors in terms of internal and external ones, three kinds of commitment including continuous, emotional and normative ones Moreover, the findings show the relationship among these above factors and demographic variables such as age, gender, marital status, working time, position, administrative task holding Based on these results, the study suggests some solutions for the universities and colleges to enhance lecturers’ job satisfaction and commitment, improve the quality of taught contents The research wills help organizations know how to improve employees’ commitment and their own performance The thesis also suggests some recommendations for further researches Page v CHAPTER I: INTRODUCTION 1.1 The necessity of the thesis Attitudes related to work and organizational behaviors have considerable impact on many stages of organizations Satisfaction of employees and commitment to organization are really influences on work attitudes of employees In today’s world, changes become a lifestyle of organizations and members of organizations In the recent training reform and restructuring process, the concerns have focused on the development of ways to improve commitment of lecturers and staff to universities Organizations should understand the levels of job satisfaction, commitment to organization, especially when changes need releasing Each lecturer is an important part of university They often interact with more students than any other staff in the university Lecturers’ job has differences based on helping, encouraging and teaching students A good university depends not only on good equipment, good governance or size of the dormitory but also on reliable relationships and stability of labor force In a strongly competitive environment in the field of training of Vietnam, universities need to improve efficiency in the organization affairs through increasing the level of job satisfaction of lecturers and their commitment to organization 1.2 Research purposes This research assesses the level of job satisfaction of lectures and their commitment to organization At the same time, the research will determine the extent of differences in evaluation of lectures’ satisfaction and commitment to organization when distinguishing under the criteria such as age, gender, marriage status, working time, degrees, and participation in management activities or non-participation in Page management activities Moreover, this research also identifies the relationship between job satisfaction and commitment to organization Research questions This research will answer the following questions: The levels of job satisfaction of lecturers in Vietnamese universities and colleges? The levels of lecturers’ commitment to their working environment? Is there any relationship between job satisfaction of lecturers in colleges and universities and the demographic variables: (a) age; (b) gender; (c) marriage status; (d) working time; (e) academic level ranking; (f) administrative management work? Is there any relationship between the level of commitment to work and the demographic variables: (a) age; (b) gender; (c) marriage status; (d) working time; (e) academic level ranking; (f) administrative management work? Is the job satisfaction of lecturers conditional enough to predict the long-term commitment to work in the organization? 1.3 Scope of Research Some complicated variables of the research include prerequisite factors, relationship, and chain of results of commitment to organization This research only focuses on studying job satisfaction as a mainly prerequisite factor for commitment to organization With the analysis samples and previous researches, this research will concentrate on evaluating lecturers of universities and colleges in the Northern region in terms of job satisfaction Page 1.4 Significance of Research The research findings provide information about job satisfaction of lecturers as well as their commitment to organization for leaders of universities and colleges The factors creating job satisfaction and explaining the rate of job changes or other organizational behaviors will contribute to ideas of leaders in redesigning and reorganizing the workplace Finally, the research findings can help universities and colleges to make administrative decisions, for example, which lecturers continue to participate in doctoral programs, what personnel policies are 1.5 The organizational structure of Research: This thesis is divided into chapters: Chapter 1: Introduction Chapter 2: Review of Literature Chapter 3: Real situation of the system of universities and colleges in Vietnam and Research Methodology Chapter 4: Analysis of Study Chapter 5: Conclussion and Practical solutions Page CHAPTER II: REVIEW OF LITERATURE 2.1 Job satisfaction 2.1.1 Definition Job satisfaction mentions positive or negative attitudes towards current job (Robbins, 2000) Job satisfaction is also defined as the level at which rewards are received due to meeting requirements (Poster, 1961) According to another simple definition, job satisfaction is the level at which a person love his job very much (Spector, 1997) There are two schools mentioning concepts and definitions of the level of job satisfaction The first trend is to consider job satisfaction at the macro or global level, in which a survey is designed to evaluate the overall feelings of work Although job satisfaction is considered as a general phenomenon, the problem which should be emphasized here is evaluation of job satisfaction (Jayanratne, 1993) The simple survey question is “In general, you feel satisfied with your job?” The second trend emphasizes on a lot of aspects of job satisfaction in which the survey instrument will measure the different aspects of each job It is obvious that job satisfaction is the level at which an individual is satisfied with all the aspects of their job (Jayaratne, 1993) The whole job satisfaction is the combination of many aspects which are assessed on job In general, those assessed aspects include satisfaction with payment, supervision in work, work safety, work overload and working conditions Job satisfaction becomes important because of three reasons: First, according to the viewpoint of humanity, employees should be treated with fairness and respect Job satisfaction reflects good treatment Page Second, according to the practical viewpoint, job satisfaction of employees will create positive behaviors for operations of organization, etc… Finally, job satisfaction can be shown in the process of implementing enterprises’ functions 2.1.2 Theories of Job satisfaction The theories of needs and encouragement: Needs of human help to orient encouragement All incentives arise when needs of human have not been met yet The theory of needs of Maslow (1943) created the basis for experimental researches on behaviors and attitudes of human The lowest level in Maslow’s Hierarchy of Needs is material needs, the next levels is safety needs, emotional exchange needs, respected and loved needs and self-expression needs In general, the needs at the low level should be met before the needs at the higher level arise However, the researchers have not found much support in Maslow’s theory for the research Employees still like the pattern of “bread and butter” as a safe pattern and are made higher payment with the immaterial things such as the variety of work The expectancy theory: In 1964, the expectancy theory of Vroom suggested that job satisfaction of an individual originates from the difference between what employees expect and what they obtain The obtained things can include material or immaterial rewards There are three variables in the difference of Vroom’s theory: attractiveness of potential output, belief in efforts to lead to good performance, and expectations of good performance to lead to output achievements (Robbins, 2000) When mentioning the evaluation method of job satisfaction, it is necessary to recognize what people want, what people think they should obtain and what they expect to obtain Therefore, job satisfaction of human is determined through the general difference between “what an individual gets and his desires, what the obtained value is and needs, what the obtained value is and expectations” (Jayaratne, 1993) Page there is few other career opportunities 16 One of the reasons why I keep on working at school is 5 5 If I receive an offer from another organization, I not 5 5 that leaving job requires me to sacrifice something 17 I think that, nowadays, job changing from an organization to another one is very normal 18 I not think that, nowadays, everybody is very loyal to their organization 19 I think that job changing from an organization to another one is not good 20 One of the reasons why I continue to stay at school because it is important for me to be loyal to my organization 21 think that it is a factor for me to change my job 22 I am educated to believe in the values of the loyalty to an organization 23 Everything will turn out better if everyone spends their all life on working for an organization 24 I not think that becoming a member of an organization is totally significant Page 68 APPENDIX DEMOGRAPHIC CHARACTERISTICS OF LECTURERS IN THE SURVEY Age < 30 22 6.2% 31 – 40 179 50.6% 41 – 50 131 37.0% 51 – 60 18 5.1% Gender > 60 Male 207 1.1% 58.5% Marital status Female Single 147 65 41.5% 18.4% 289 81.6% Working experience (years) Married < 10 11 – 20 208 58.8% 21 – 30 122 34.5% 31 - 40 19 5.4% Professor 1.4% 1.1% Associate Professor 51 14.4% Assistant Professor 45 12.7% Lecturer 251 70.9% Teaching Assistant 0.8% Senior manager 24 6.8 Junior manager 24 6.8 Assistant 72 20.3 Non-administrative staff 234 66.1 Academic title and degree Administrative duty Page 69 APPENDIX ORDER OF SOURCES CREATING JOB SATISFACTION Factors No Content of factors Intrinsic 20 I feel that the teaching occupation 4.2994 is very M meaningful ( SD 0.7681 Job’s meaning) Extrinsic I really like my colleagues Intrinsic 19 I think that my students’ academic 4.1045 0.9448 Intrinsic 21 results are good (achievement) I feel proud doing my job 3.9718 0.8444 Extrinsic (achievement) My salary is pretty appropriate 3.9181 0.9136 13 with my performance (salary) Being a lecturer gives me time 3.8249 0.9082 Intrinsic and Intrinsic 15 opportunity for 4.1638 0.269 further development My ability and skill are well 3.8220 0.9061 exploited through my job Extrinsic Intrinsic My fair 3.7542 09663 (supervision) I am autonomous when it comes 3.7034 1.0180 to supervisor academic is quite content (self- 10 determination) I feel nervous because I need 16 (3.6893*) My ability and skill are used in 3.6864 0.8585 Extrinsic 12 research (ability optimization) Being a lecturer is noble and 3.5226 0.8943 Extrinsic socially respected The university gives good salary 3.4633 0.9551 offer (salary) The environment and facilities 3.4463 0.9272 Extrinsic Intrinsic Extrinsic Page 70 2.3107 1.0722 make it easier for teaching and Intrinsic 11 studying (Working condition) The organization acknowledges 3.4266 my Extrinsic Extrinsic Extrinsic Extrinsic 0.8884 achievement (acknowledgement) My job is secure (security) The manager makes 3.2373 good 3.1667 1.0322 0.9419 decisions (management) The managers carry out decisions 3.1441 0.9895 17 effectively (management) I experienced work-family 3.9294 1.0172 conflict because I was required to (3.0706)* spend a lot of time on completing Extrinsic 18 tasks (role conflict) In general, I not like the 3.8107 current Intrinsic 14 working 0.9790 conditions (2.1893)* (working conditions) I often get bored with my work 4.0932 (challenge) (1.9068)* Page 71 0.9607 APPENDIX LEVELS OF COMMITMENT TO THE ORGANIZATION Factors Emotional No Content of factors M I am very happy to spend the 3.9435 SD 0.9232 rest of my career at this organization I am interested in discussing 3.7740 0.9031 Emotional school with foreigners I really feel that the school’s 3.7006 0.8974 Emotional problems seem to be mine I think that it is easy for me to 2.5254 0.9405 Emotional work in other places (R) (3.4746)* I not feel like being a part of 3.8701 0.9698 Emotional the organization I not feel (2.1299)* “emotional 3.8559 1.0205 relation” with my organization (2.1441)* The school brings me a 2.2627 1.1121 relatively individual meaning I not feel strong enough to 2.0678 0.8654 belong to my school (3.9322)* I am afraid that something will 3.9802 1.0630 Emotional Emotional Emotional Continuous happen if I stop working while Continuous 10 no one replaces me It is difficult for me to stop 3.6271 1.0495 working right now although I Continuous Continuous Continuous 11 really want Too many things affect my life 3.4407 1.0688 12 if I quit my job now It is not much expensive for job 2.1836 0.9112 13 leaving right now (3.8164)* Currently, continuing with the 3.9153 0.9302 school is a necessary factor as I wanted Page 72 Continuous Continuous 14 I feel that I have very few 3.5593 1.0255 15 choices to consider job leaving One of job leaving 3.6780 1.0089 consequences is few other job Continuous 16 opportunities One of the main reasons why I 3.5085 0.9964 continue working for the school is Normative 17 that I must sacrifice something if I stop working I think that people switch 3.2260 commitment working from this organization Normative to another very often I not believe that ones are 2.6723 18 commitment always Normative organizations Changing 19 faithful to from this 3.9678 organization to another is not (2.9322)* Normative related to moral problems One of the reasons why I 3.4859 commitment continue working in 1.0293 their (3.3277)* commitment 20 1.0126 1.0729 1.0409 the organization is that I believe faithfulness is important So I Normative 21 feel it is my duty to stay with it If I was introduced a new job 3.0424 1.0938 commitment somewhere, I not feel I need Normative change my job I believe in faith value to an 3.1130 1.0875 commitment Normative 23 organization Everything becomes 1.1289 commitment when people stay long with an Normative organization I not think that it is sensitive 3.8277 22 24 Page 73 better 3.1695 0.9226 commitment to become the company’s (2.1723)* member Page 74 APPENDIX RELATIONS BETWEEN JOB SATISFACTION AND GENDER General satisfaction Gender Male M 3.5441 SD 4816 n 207 Female 3.4910 t 1.050 4508 df 352 147 p 295 M 3.6694 SD 5217 n 207 Satisfaction 3.5949 t with 1.325 5203 df 352 147 p 186 internal factors Satisfaction with M 3.4110 SD 4887 n 207 3.3776 t with 664 4361 df 352 147 p 507 General satisfaction Satisfaction with internal factors Gender Male Female external factors Gender Male Female Satisfaction internal factors Page 75 APPENDIX RELATIONS BETWEEN JOB SATISFACTION AND MARITAL STATUS General satisfaction Marital status Single M 3.4329 SD 5156 n 65 3.5422 t Common satisfaction -1.702 Satisfaction with internal factors Marital status M Single 3.5675 4566 df 352 289 p 090 SD 6184 n 65 Married 3.6544 t -1.213 4972 df 352 289 p 226 internal factors Satisfaction with external factors Marital status M Single 3.3064 SD 4857 n 65 4614 df 352 289 p 083 Married Satisfaction with Married Satisfaction with 3.4175 T -1.737 external factors Page 76 APPENDIX RELATIONS BETWEEN JOB SATISFACTION AND TITLE Title Degrees of general satisfaction M SD N Professor 3.8523 0.2660 Associate professor 3.7023 0.5309 51 Doctor 3.4768 0.4457 45 Lecturer 3.4902 0.4546 251 Teaching assistant Degrees of satisfaction with internal factors 3.3636 0.4746 Professor 3.7500 0.2625 Associate professor 3.8344 0.5579 51 Doctor 3.6025 0.5230 45 Lecturer 3.6038 0.5123 251 Teaching assistant Degrees of satisfaction with external factors 3.5926 0.3572 Professor 3.8750 0.2764 Associate professor 3.5686 0.5371 51 Doctor 3.3463 0.3973 45 Lecturer 3.3672 0.4553 251 Teaching assistant 3.1111 0.5672 Page 77 APPENDIX 10 RELATIONS BETWEEN JOB SATISFACTION & ADMINISTRATIVE WORK Administrative duty Level of general satisfaction M SD N Senior manager 38125 04379 24 Junior manager 35417 05668 24 Assistant 35284 04716 72 Non-administrative staff 34883 Level of general satisfaction with internal 04529 234 factors 38796 04859 24 Senior manager 35972 06918 24 Junior manager 36451 05240 72 Assistant 36159 05014 234 factors 37187 04381 24 Senior manager 34757 05157 24 Junior manager 34074 04583 72 Assistant 33529 04564 234 Non-administrative staff Level of general satisfaction with external Non-administrative staff Page 78 APPENDIX 11 RELATION BETWEEN CONTINUOUS COMMITMENT WITH ORGANIZATION AND MARITAL STATUS Emotional commitment Marital status Single M 3.1808 SD 3815 N 65 Married 3.1678 T 0.241 3936 Df 352 289 P 810 M 3.5000 SD 7005 N 65 3.7336 T -2.372 7209 df 352 289 P 018 M 3.0019 SD 3621 N 65 3.0714 t -1.228 4222 df 352 289 P 220 Emotional commitment Continuous commitment Marital status Single Married Continuous commitment Normative commitment Marital status Single Married Normative commitment Page 79 APPENDIX 12 RELATION BETWEEN CONTINUOUS COMMITMENT TO THE ORGANIZATION AND TITLE Title Emotional commitment M SD N Professor 3.5000 0.5103 Associate professor 3.2525 0.3917 51 Doctor 3.1833 0.3552 45 Lecturer 3.1474 0.3933 251 Teaching assistant Continuous Commitment 3.0417 0.3819 Professor 3.5625 0.9270 Associate professor 3.3995 0.7973 51 Doctor 3.5472 0.6920 45 Lecturer 3.7744 0.6941 251 Teaching assistant Normative commitment 3.9583 0.6415 Professor 3.3750 0.7071 Associate professor 3.0858 0.5077 51 Doctor 3.0167 0.2927 45 Lecturer 3.0583 0.4042 251 Teaching assistant 2.8333 0.3819 Page 80 APPENDIX 13 RELATION BETWEEN STAYING COMMITMENT TO THE ORGANIZATION AND ADMINISTRATIVE DUTY Administrative duty M SD n Senior manager 3.1823 0.3901 24 Junior manager 3.0938 0.3089 24 Assistant 3.1979 0.3638 72 Non-administrative staff 3.1683 0.4072 234 Senior manager 3.5208 0.7378 24 Junior manager 3.5833 0.8595 24 Assistant 3.6910 0.6537 72 Non-administrative staff 3.7190 0.7265 234 Senior manager 3.0052 0.3639 24 Junior manager 2.9688 0.5544 24 Assistant 3.0417 0.3536 72 Non-administrative staff 3.0785 0.4175 234 Emotional commitment Continuous commitment Normative commitment Page 81 APPENDIX 14 CONNECTION BETWEEN JOB SATISFACTION AND HIGH COMMITMENT TO THE ORGANIZATION Satisfaction extrinsic Intrinsic emotional continuous Normative Satisfactio n Person R Sig.(2tailed) n 1.000 354 943**