Factors influencing job satisfaction and work motivation of the facuties at the universities and colleges in thai nguyen city

MOTIVATION OF THE FACULTIES AT THE UNIVERSITIESAND COLLEGES IN THAI NGUYEN CITY

A DISSERTATION PAPERPresented to

the Faculty of the Graduate Programof the College of Arts and SciencesCentral Philippine University, Philipppines

In Collaboration with

Thai Nguyen University, Vietnam

ByLE THU HA

APRIL, 2018

I certify that this is my own research The data stated in the thesis is true, all citationsare indicated origin The research results of the dissertation were published in the scientificjournal, not identical with any other works.

The author of the thesis

LE THU HA

LỜI CAM ĐOAN

Tôi cam kết rằng đây là nghiên cứu của riêng tôi Các dữ liệu được nêu trong luận ánlà trung thực, tất cả các trích dẫn được chỉ rõ nguồn gốc Các kết quả nghiên cứu của luận ánđã được công bố trên tạp chí khoa học, không trùng với bất kỳ công trình nào khác.

Tác giả của luận án

LÊ THU HÀ

To the chancellors of University of Economics and Business Administration for theirenthusiasm support and flexibility during the study program.

Furthermore, The researcher appreciate my parents, my beloved husband and friends,who have been continuously supported and encouraged me throughout doctoral learningjourney Without them, this dissertation would not have been completed successfully

LE THU HA

Tới các lãnh đạo của Trường Đại học Kinh tế và Quản trị Kinh doanh vì sự hỗ trợnhiệt tình và linh hoạt của họ trong chương trình học.

Cuối cùng, xin bày tỏ lòng biết ơn sâu sắc tới cha mẹ, người chồng và bạn bè yêu quýcủa tôi, những người đã liên tục hỗ trợ và khuyến khích tôi trong suốt quá trình học tiến sĩ.Không có họ, luận án này sẽ không được hoàn thành thành công.

LÊ THU HÀ

TABLE OF CONTENTS

ACKNOWLEDGEMENT .

iv LỜI CẢMƠN v TABLEOF CONTENTS vi LISTOF TABLES viii LISTOF FIGURES ix

LIST OF ABBREVIATIONS AND ACRONYMS x

ABSTRACT .ii

CHAPTER I INTRODUCTION 1

1.1 Background and Rationale of the Study

11.2 Objectives of the Study 3

1.3 Theoretical Framework 4

1.4 Conceptual Framework 10

1.5 The Operational Definition of Variables .

111.6 The Significance of the Study 15

1.7 Scope and Delimitations of the Study .

16CHAPTER II REVIEW OF RELATED LITERATURE AND STUDIES

172.1 Job Satisfaction 17

2.2 Work Motivation 18

2.3 Tools of work motivation and job satisfaction .

202.5 Summary of the Literature Review 29

CHAPTER III RESEARCH METHODOLOGY .

303.1 Research Design .

303.2 Location of the Study 31

3.4 Research Instrument .

333.5 Data Collection Procedure 44

3.6 Data Analysis 44

3.7 Ethical Consideration 45

CHAPTER IV DATA PRESENTATION, ANALYSIS AND INTERPRETATION 45

4.1 Respondents‟ Characteristics 464.2 Descriptive statistics analysis .50

4.3 Exploratory Factor Analysis EFA .56

4.5 Correlation Analysis .65

4.6 Multiple linear regression analysis 66

4.7 Difference of job satisfaction follow individual characteristics test 73

4.8 Difference of work motivation follow individual characteristics test 75

APPENDIX 1: Survey Questionnaire 88

APPENDIX 2: Frequency Table of the sample 92

APPENDIX 3: Descriptive Statistics of the sample 93

APPENDIX 4: Reliablibity Test of Scales 94

APPENDIX 5: Result of factor analysis with independent variables 98

APPENDIX 6: Difference of job satisfaction follow individual characteristics test 101

APPENDIX 7: Difference of work motivation follow individual characteristics test 108

LIST OF TABLES

Table 3.1 Study Sample Size 33

Table 3.2 The Likert scale 34

Table 3.3 List of variables and initial items in the survey instrument 35

Table 3.4 Value and significance level of the Cronbach's alpha coefficient 38

Table 3.5 Cronbach'alpha analysis results 38

Table 3.6 Results of reliability test of scales 42

Table 4.1 Descriptive statistics analysis of salary and benefit 50

Table 4.2 Descriptive statistics analysis of training and promotion 51

Table 4.3 Descriptive statistics analysis of the relationship with superiors 52

Table 4.4 Descriptive statistics analysis of the relationship with colleagues

52Table 4.5 Descriptive statistics analysis of the recognition 53

Table 4.6 Descriptive statistics analysis of the working conditions 54

Table 4.7 Descriptive statistics analysis of job satisfaction 54

Table 4.8 Descriptive statistics analysis of work motivation 55

Table 4.9 Result of the Factor Analysis of Independent Variables 57

Table 4.10 Names and abbreviations of variables after EFA 58

Table 4.11 EFA with scales of Salary and benefit 58

Table 4.12 EFA with scales of Training and promotion 59

Table 4.13 Factor Analysis of Relationship with superiors 60

Table 4.14 Factor Analysis of Relationship with colleagues 61

Table 4.15 Factor Analysis of Recognition 61

Table 4.16 Factor Analysis of Working conditions 62

Table 4.17 Factor Analysis of Job satisfaction 63

Table 4.18 Factor Analysis of Work motivation 64

Table 4.19 Correclation coeefficients 65

Table 4.20 Regression model of Job satisfaction variables 66

Table 4.21 Regression model of Work Motivation variables 69

Table 4.22 Regression model of Job satisfaction variable and Work Motivation variable 72

Table 4.23 Results of difference of job satisfaction by “Gender” test 74

Table 4.24 Result of the T test between “universities” and “colleges” 74

Table 4.25 Results of difference of work motivation by “Gender” test 75

Table 4.26 Result of the T test work motivation between “universities” and “colleges” 76

LIST OF FIGURES

Figure 1.1.Maslow's hierarchy of needs 6

Figure 1.2 Two Factor Theory – Herzberg 8

Figure 1.3 Basic expectancy model (Lunenburg F C., 2011) 9

Figure 1.4 Conceptual Framework 10

Figure 3.1 Research Process 30

Figure 3.2 Map of Thai Nguyen Province 31

Figure 4.1 Distribution of the Respondents by Gender 46

Figure 4.2 Distribution of faculties respondents by Age group 47

Figure 4.3 Distribution of faculties by Highest Academic Qualifications 48

Figure 4.4 Distribution of faculties by teaching experience 49

Figure 4.5 Distribution of faculties by Income (VND) 49

LIST OF ABBREVIATIONS AND ACRONYMS

ANOVA Analysis of Variance

EFA Exploratory Factor AnalysisKMO Kaiser – Meyer – OlkinSig Significance

SPSS Statistical Package for the Social SciencesTNU Thai Nguyen University

VIF Variance Inflation Factor

The research on the factors affecting the satisfaction and motivation of faculties atuniversities and colleges in Thai Nguyen City has been conducted to assess the current stateand determine the factors (salary and benefit, training and promotion, relationship withsuperior, relationship with colleagues, recognition and working conditions) that are associatedwith job satisfaction and work motivation among faculties.

The research was conducted with 324 respondents, randomly selected lecturersallocated proportionately to the eight universities and colleges in Thai Nguyen City All thedata collected were processed using SPSS 16 The survey data were tested to examine itsreliability by using the Cronbach‟s Alpha and Exploratory Factor Analysis (EFA) was used toreduce the instrument for regression model The initial six factors with 38 items were reducedinto six factors with 34 items after the EFA Analysis made use of descriptive statistics andMultiple Regression Analysis, T-test and Analysis of Variance (ANOVA) to test thehypotheses of the study.

Based on the results of the survey, the following are the major findings of the study: Most the majority of the respondents were females (69%), young and have years oldbelow 36 (68.3%), married (87,3%), academic level master, doctors and associate professors,professors (92.4%), work experience less than ten years (70.1%) and with a monthly incomebelow 7.5M VND (88.5%).

The research findings showed that five out of six variables in the model have apositive relationship with job satisfaction They are salary and benefit, relationship withsuperior, relationship with colleagues, recognition and working conditions In particular,“Working conditions” has the greatest impact.

The research findings showed that four out of six variables in the model have apositive relationship with work motivation.They are salary and benefit, relationship withsuperior, recognition and working conditions In particular, “Working conditions” has thegreatest impact.

The results of the study also showed that job satisfaction of the faculties waspositively influenced to their work motivation.

No significant differences in the job satisfaction and work motivation of respondentsaccording to their gender, age, marital status, income, work place.

Based on the research findings, the researcher proposed some recommendations toimprove job satisfaction and motivation of faculties working at universities and colleges inThai Nguyen City.

CHAPTER IINTRODUCTION1.1 Background and Rationale of the Study

Creating job satisfaction and work motivation has increasingly been of great interest.job satisfaction and work motivation have been considered as a main key to the success ofevery organisation in the market economy To use human resources appropriately andeffectively in one organisation as well as help employees maximise their own capabilities,employee‟s job satisfaction is one of the most important factors deciding the organisations‟success If employees are satisfied they will be motivated to work harder for the organization.Once having motivation to work, employees will work more actively and assure long-termworking for organisations As a results, it leads to better work performance and higherproductivity.

In “Vietnam‟s social- economic development strategy for a period of 2011 - 2020”, it

is oriented that "Developing and improving the quality of human resources, especially quality human resources is a strategic breakthrough" (Socialist Republic of Viet Nam

high-government portal, 2012) Hence, set in the education development strategy for 2011 - 2020period, overall objective is stated as follows:

"By 2020, Vietnam’s education system is innovated basically and comprehensivelytowards standardisation, modernisation, socialisation, democratisation and internationalintegration The quality of education and training is improved in a comprehensive manner,which focuses on: the education on ethics, lifestyle, capacities of creation, practice, foreignlanguages and information technology; meeting human resource needs, especially high-quality human resources for the process of industrialisation and modernisation of the countrytogether with building the knowledge economy; ensuring social equality in education andlong-term learning opportunities for every citizen, gradually forming a learning society."

(Socialist Republic of Viet Nam Government Porta, 2012)

Also, the education development strategy from 2011 to 2020 has suggested measuresto develop teachers and education managing administrators:

“carrying out policies with physical and mental priorities to motivate teachers andeducation administrators, establishing special policies to attract teachers, scientists,professionals having experiences and prestige domestically and overseas to participate in thedevelopment of education " (Socialist Republic of Viet Nam Government Porta, 2012).

Indicated from the strategy of education development, Vietnam has viewed thenational education development as a leading policy, in which there is a great contribution ofthe teacher and lecturer resources For each university, the high-quality resource of faculties isalso an important factor influencing the quality of education and training, helping each unitcreate competitive advantages to attract students, building up its own reputation and trustfrom students, families and the society.

Currently, Thai Nguyen Province has ten colleges and eight universities (Portal ofThai Nguyen province,VietNam, 2017) where is seen as a center of training, scientificresearch, technology transfer in the Northern Midland and Mountainous area of Vietnam Theuniversities and colleges have the mission of training high - quality human resources for theprocess of the society reconstruction and social- economic sustainable development forNorthern Midland and Mountainous region (TNU, 2016) Under this mission, Thai Nguyenhas built up human resource development strategies, particularly in teaching staff resource.The development strategy of teaching staffs has been identified as the core objective affectingthe quality of education and scientific research of the educational establishments.

However, as many other professions, the education and training quality provided byteaching staffs depends significantly on their job satisfaction and work motivation A study ofOfoegbu in Nigeria states that, motivation of teachers plays an important part in effectivenessclassroom and school improvement As such, (Ofoegbu, 2004) argued, teacher motivationenhances the effectiveness of classrooms and improvement of schools (Legal NormativeDocument, 2017)

Up to date, there is no published research studying this issue in the province of ThaiNguyen In the meantime, these perspectives listed above leads to the importance of studyingfactors which influence job satisfaction and work motivation of faculties working inuniversities and colleges in the Thai Nguyen Province Therefore, this kind of research is tomeet the requirement of high- quality human resources development strategy for everyuniversity following Vietnam‟s education and training development strategy for 2011- 2020period.

1.2 Objectives of the Study

Overall objective

The purpose of the study was to examined the factors that influence job satisfactionand work motivation among faculties working for universities and colleges in the area of ThaiNguyen city Based on the research findings, the researcher was proposed somerecommendations and policy implications to improve job satisfaction and motivation offaculties working for Thai Nguyen‟s universities and colleges These recommendations arehoped to contribute to the implementation of general strategic objectives of Vietnam in theprocess of the international integration.

* Hypothesis of the Study

Based on the inferential objectives 4 to 7 of the study, the following hypotheses weretested at 0.05 level of significance:

H1: There is no significant relationship between salary, benefit and job satisfaction.H2: There is no significant relationship between training, promoting and job

H7: There is no significant relationship between salary, benefit and work motivation.H8: There is no significant relationship between training, promoting and work motivation.

H9: There is no significant relationship between relationship with superiors and work motivation.

H10: There is no significant relationship between relationship with colleagues and work motivation.

H11: There is no significant relationship between recognition and work motivation.H12: There is no significant relationship between working conditions and work motivation.

H13: There is no significant relationship between job satisfaction and work motivationH14: There is no significant differences in the job satisfaction according to gender.H15: There is no significant differences in the job satisfaction according to work place(between the universities and the colleges).

H16: There is no significant differences in the work motivation according to genderH17: There is no significant differences in the work motivation according to work place (between the universities and the colleges).

1.3 Theoretical Framework

1.3.1 Maslow's Hierarchy of Needs theory

This is one of the most popular theories of work motivation According to Americanpsychologist named Abrаhаm Mаslow, human beings have different needs shaped a hierarchyascending from low to high When low-level needs are satisfied, a need with higher level willbecome a driving force Once a need is met, another one will appear As a result, humanbeings always have desires to be met, which encourage individuals to carry out certain jobstofulfill their needs With drawn from Maslow‟s study, when a group of needs are satisfied,these needs no longer motivate an individual‟s action anymore Suggested by this author,

there are five levels of needs divided into two groups, low level and high level These levelsare ordered following a hierarchy of needs displayed in a pyramid shape The lower ordergroup of needs consists of physiological, safety, love and belonging needs while the higherorder needs are esteem and self-actualisation These needs are explained in details asfollowed:

Physiological needs Physiological needs are at the lowest level of Maslow‟s hierarchy.

This is the basic requirements of foods, water, shelters, relaxation, transportation and so onfor human beings tosurvive physically When these requirements are not met, a body ofhuman is not able to function in a proper manner and will eventually fail Therefore,physiological needs are deemed to play the most significant role so they ought to be met first.Applied in the working environment, employees need to be paid salaries/ wages to meet theirphysical needs for their own lives and their families They also needs break time for a rest andhealth recover.

Safety needs This is a need when individuals want to be protected In other words,

individuals want to have safety for themselves In a working place, employees desire to workin a guaranteed working environment where safety and labour protection are put in placefrom uncertainties As such, they need to have job stability at work, not be fired due toirrelevant reasons It means, organizations should buy social insurance and other insurances ofhealth, unemployment and accident for their employees.

Social needs This kind of need is a reflection of human being‟s desire to be in a

relationship to express or accept interpersonal feelings and collaboration with other people Abasic nature of human being itself is to live in a community, hence, he/she is a part of acertain social group and has specific relationships To have a good relationship, every personneeds to understand each other and share information The fact of having lunches in commoneating cafeteria, exchanging cultures, playing games, studying together are opportunities forworkers to make acquainted with other colleagues for further open relationships, both in lifeand work conditions Based on these relationships, team work among groups is enhanced.Thus, every organization should encourage more activities to take place, clubs to beestablished outside working hours.

Esteem needs Every human has a desire to feel respect or appreciated by others It

means, they need to have s e lf -e st e e m a s well as self-respect Esteem reflects a human needsothers to accept and value himself/ herself basically At work, this kind of desire can be metby objectives symbolising for positions or success For example, being provided car for

transportation, given a specific parking area or working offices with large space, fully set-upfurniture, having exclusive secretary are a reflection of being valued and respected Besides,rewards given for employees marking their long term working periods, or prizes given forbest workers for having the highest productivities per month, or having creative innovation atwork are considered as organization recognitions for outstanding individual performance Itdisplays the company‟s valuation and appreciation of employee contribution during theirworking time.

Self-actualisation This is the highest level in Maslow‟s hierarchy of needs which

presents the realization of individual potential, self-fulfillment and a pursuit of personaldevelopment and experiences At this level, individuals have desires to take over challengingpositions which asks a person to be more creative to achieve new obstacles Once overcomingmore challenges, they can discover more their personal potential and become the most thatthey can be Therefore, every firm needs to create convenient working environments, improveautonomy in working places so that employees can foster their further creativity for moreachievements In fact, the lack of job satisfaction and challenges at work are the reasonsdriving talented employees to give up their positions.

Figure I.1.Maslow's hierarchy of needs

Maslow‟s study has received great support both from researchers and practitioners.Up to now, the validity of this theory is still high Nevertheless, argued by other studies,levels of hierarchical needs are different among individuals as well as perspectives Besides, higher level of needs are deemed more important than these of lower levelsbecause individuals strive to achieve status in their management career path There are alsodifferences in personal needs according to specific career stages, organizational size,geographic area of organizations and national culture.

In developing countries, employees or workers pay much more attention of level needs in their job selection In contrast, in developed countries where employees havehigh income, factors related to culture hold an significant role in how employees selectjobs In Japan as an example, safety and stability at workplace create more work motivation.Besides, in Finland, Norway and Sweden as such, love and belonging needs are of greatinterest.

lower-Maslow's theory fails to point out methods to understand human‟s needs because at aspecific point of time, individuals have different kinds of needs Moreover, the relationshipbetween job satisfaction and work performanceis not mentioned in Maslow‟s research.

Managerial implication of Maslows Theory is that a satisfied need may lose itsmotivational potential, therefore manager are advised to motivate employees by devisingprograms or practices aimed at satisfying emerging or unmet needs Managers are more likelyto fuel employee motivation by offering benefits and rewards that meet individual needs.

1.3.2 Herzberg’s motivation-hygiene theory

The two-factor theory (also known as Herzberg's motivation-hygiene theory and factor theory) It was developed by psychologist Frederick Herzberg, who theorized that jobsatisfaction and job dissatisfaction act independently of each other (Herzberg, Mausner, &Snyderman, 2011) Attitudes and their connection with industrial mental health are related toAbraham Maslow's theory of motivation His findings have had a considerable theoretical, aswell as a practical, influence on attitudes toward administration.

dual-According to Herzberg, individuals are not content with the satisfaction of lower-orderneeds at work; for example, those needs associated with minimum salary levels or safe andpleasant working conditions Rather, individuals look for the gratification of higher-levelpsychological needs having to do with achievement, recognition, responsibility, advancement,and the nature of the work itself This appears to parallel Maslow's theory of a need hierarchy.

This theory suggests that to improve job attitudes and productivity, administratorsmust recognize and attend to both sets of characteristics and not assume that an increase insatisfaction leads to decrease in dissatisfaction.

This research presents certain factors in the working place that leads to job satisfactionamong employees while there are a separate group of factors results in dissatisfaction Two-factor theory distinguishes between:

 Demotivate factor: include company policies and governance, supervision of superiors,

wages/ salaries, relationships with superiors and colleagues, working conditions,personal life, job placement and job security If these needs above are satisfied,employees do not have dissatisfaction at work.

 Motivator factor driving work motivation include: achievement, recognition from others, the nature of work, job responsibilities, job promotion and progress, and prospects ofthe development Employees feel satisfied with their jobs when their requirements ofthese needs are met Herzberg also argues that these factors will promote intrinsicmotivation among employees (Herzberg F , 2011)

Motivation Factors Employeesdissatisfied and

motivatedHygiene Factors Employees not

dissatisfied butunmotivatedEmployees

dissatisfied andunmotivated

Figure I.2 Two Factor Theory – Herzberg1.3.3 Expectancy theory

Expectancy theory is introduced and established by (Vroom, 1994), who was the firstto develop an expectancy theory with direct application to work settings, which was laterexpanded and refined by (Porter & Lawler, 2008) and others (Pinder, 2008).

Expectancy theory is based on four assumptions (Vroom, 1994) One assumption isthat people join organizations with expectations about their needs, motivations, and pastexperiences These influence how individuals react to the organization A second assumptionis that an individual‟s behavior is a result of conscious choice That is, people are free tochoose those behaviors suggested by their own expectancy calculations A third assumptionis that people want different things from the organization (e.g., good salary, job security,advancement, and challenge) A fourth assumption is that people will choose amongalternatives so as to optimize outcomes for them personally.

believes that (a) effort will lead to acceptable performance (expectancy), (b) performance willbe rewarded (instrumentality), and (c) the value of the rewards is highly positive (valence).(See Figure 1.3)

Expectancy Instrumentality

Effort Performance RewardsValence

Figure I.3 Basic expectancy model (Lunenburg F C., 2011)

Vroom‟s expectancy theory differs from the content theories of Maslow, Alderfer,Herzberg, and McClelland in that Vroom‟s expectancy theory does not provide specificsuggestions on what motivates organization members Instead, Vroom‟s theory provides aprocess of cognitive variables that reflects individual differences in work motivation In thismodel, employees do not act simply because of strong internal drives, unmet needs, or theapplication of rewards Instead, they are rational people whose beliefs, perceptions, andprobability estimates influence their behavior From a management standpoint, the expectancytheory has some important implications for motivating employees It identifies severalimportant things that can be done to motivate employees by altering the person‟s effort-to-performance expectancy, performance-to-reward expectancy, and reward valences(Lunenburg & Ornstein, 2011).

(Nevis, 1983) based on Maslow's Hierarchy of Needs theory points out the biggestdifference between the Chinese demand tower and Maslow's demand tower is in the rank of"Social needs" and the remove “Esteem needs" out of demand tower model Specifically,according to Nevis hierarchy from low to high in the Tower, the demand is as follows: Socialneeds - physiological needs - safety needs – self_actualisation needs.

Based on that, research by (Cianci & Gambrel, 2003) was done to answer the questionof whether maslow's theory can be applied well in different countries The results show that

there are contrasting characteristics of individualism in American culture with collectivism inChinese culture Accordingly, the research results of Cianci and Gambrel show that there is aneed to adjust Maslow's original model before applying in countries with collective culturessuch as China and other East Asian countries.

1.4 Conceptual Framework

Although there have been many studies showing factors affecting job satisfaction thathave been carried out in the world However, these factors have changed in each differentcountry, each economy, different societies and each region are different.

Therefore, by qualitative research methods based on prior studies, combining withlegal writings and the actual status of the universities and college at the Thai Nguyen city, theauthor adjusted and supplemented the instrument to get components affecting the jobsatisfaction.

In this study, the independent variables included the factors as salary and benefit,training and promotion, relationship with superior, relationship with colleagues, recognitionand working conditions The antecedent variables were the faculties's personal characteristicsand some other personal information Specifically, their age, gender, marital status, workpositions, work place, the years of experiences, academic level, monthly income wereincluded.

The author propose the conceptual framework of this research as follows:

Antecedent variable Independent variable Dependent variable

- Gender- Age- Year of experiences- Position

- Monthly salary- Work place

Salary and benefitTraining and promotionRelationship with superiorsRelationships with colleagues

Refer to gender of the respondents male and female (0 = male; 1 = female).

into four different age groups from 1 to 4

1 = under 25 years old2 = 26 to 35 years old3 = 36 to 45 years old4 = more than 45 years old

4 = University of Medicine and Pharmacy5 = Thai Nguyen College of Education6 = College of Economics and Technology7 = Thai Nguyen Medical College

8 = Thai Nguyen College of Economics and financial

The years of work

Dividing the length of work into four different year groups from 1 to 4:1 = under 5 years

2 = 6 years to 10 years3 = 11 years to 15 years4 = more than 16 years

Educational level

The highest level of education that respondent attained Dividing the market intodifferent Academic level groups from 1 to 4:

1 = Bachelor

1.5.2 Independent variablesSalary and benefit

- Salary is defined as a fixed regular payment employers pay employees on a monthlybasis at minimum.

- Benefit is defined as extra payment given for employees beside their salaries such asexpense, rewards based on employee performance, working extra hours,

Salary and benefit are measured by the perception of the respondents with thefollowing criteria:

1 My salary is suitable for my ability and contribution to the university/college2 My salary is equivalent to other colleagues‟ salary in the same field.

3 I get the bonus and the benefit which equivalent to my effective work.4 The benefit policy of my university/college is clear and exact.

5 The salary, bonus, benefit in the workplace are divided equally.

6 The salary and benefit at my workplace are considered according to work results.7 The supportive items are at reasonable levels.

Training and promotion

Training: The university allows employees to follow higher education or participate inthe professional classes and courses to improve employees‟ competencies and skills.

Promotion: the opportunity that the teacher/lecturer are offered for more important job placements or positions.

Training and development is measured by the perception of the respondents with thefollowing these criteria:

1 I have the qualifications and skills which are suitable for my job

and skills.

4 The training and promotion policy are fair for everyone.5 Qualified people are given opportunities to get promotion.

6 I get a chance to be promoted to the position which is suitable to my ability.

Relationship with superior

A superior is defined as a manager directly managing employees In the scope of this

study, the superior means a leader of the division, faculty or university/college.

Job satisfaction based on the relationship between superiors and employees includesan easy communication with superiors, the support when needed and the support fromsuperior (Wesley & Muthuswamy, 2005)

The relationship with superiors are measured by the perception of the respondentswith the following these criteria:

1 I do not get stuck in the exchange and communication with superiors.2 Superiors are always encouraged, supported me when necessary.

3 Superior me comments on the results of my work to better job performance.4 Employees are treated fairly, without discrimination.

5 Superiors are always recognized my contribution to the school.6 My superior is the qualified person.

7 Superior is friendly and sociable with people.8 I was deciding how to do the job and its duties.

Relationship with colleagues

A colleague is a person with whom one works In this study, a colleague is defined asa person working in the same university or college, frequently sharing and exchanging tasksand experience.

Employees need to get the support from colleagues when they need, feelcomfortableto work withother colleagues (Hill, 2008) Also, employees must find theircolleagues committed to work for achieving the best results (Bellingham, 2004) Finally,colleagues have to be reliable (Chami, Fullenkamp and Jahjah, 2003).

The relationship with colleagues is measured by the perception of the respondentswith the following these criteria:

1 My colleagues are helpful and often give me advice

4 My colleagues are reliable.

5 People in the university have good teamworking skills.

Recognition means the university appreciates correctly, objectively, relevantly (orrewards) achievements that lecturers gain in their job Recognition not only affects individualsbut also organisations According to (Adam, 2010), a benefit brought by recognition is toencourage employees to work more actively Meaning, staffs will be more excited to do theirjob when they know, they will be appreciated and rewarded suitably.

The measurement of recognition depends on these criteria:

1 My colleagues and I are recognized for the dedication and achievement in doing ourjobs.

2 My achievement and dedication are recognized by my boss.

3 The achievement recognization in the university is equal for every employee.

4 The performance evaluation and achievement recognization process for lecturers inmy university is clear and in accordance with the ethical standards.

5 The evaluation standards are clearly explained to us.

6 We receive spiritual encouragement when doing the job well.7 We receive monetary compensation when doing the job well.

Working conditions

Working condition is an environment where faculties teach and work, includingnecessary equipments required for each job, safety, comfort at work, such as working office,class room, projector, and necessary materials/equipment that support teaching activities.

The measurement of working conditionsis followed these criteria as follows:1 The current working hours in the university is suitable.

2 I am provided with sufficient teaching devices and equipment.3 The working place is safe and comfortable.

4 The working pressure I have is not too stressful.

5 My job is stable (I do not have to worry about losing job)

Job satisfaction

(Kotler, 2000) defined satisfaction as: “a person‟s feelings of pleasure ordisappointment resulting from comparing a product‟s perceived performance (or outcome) inrelation to his or her expectations”.

1 Generally, I satisfy with the salary and benefit at the university/college.

2 Generally, I satisfy with the training and promotion policy at the university/college.3 Generally, I satisfy with the relationship with supervisor at the university/college.4 Generally, I satisfy with the relationship with colleagues at the university/college.5 Generally, I satisfy with the regconition at the university/college.

6 Generally, I satisfy with the working conditions at the university/college.

Work motivation

Work motivation is the desire, willingness of workers to step up efforts towards agoal, certain results (Diem, 2014)

The measurement of work motivation followed these criteria as follows:

1 Generally, salary and benefit of the university/college motivates me to work better.2 Generally, training and promotion policy of the university/college motivates me to

5- point-Likert scale is used to measure the variables (salary and benefit, training andpromotion, relationship with superior, relationship with colleagues, recognition and workingconditions) which were testing on the degree of the respondents’ agreement with particularvariables of the study; according to 05 levels as: 1 Completely not satisfied; 2 Not satisfied;3 Neutral; 4 Satisfied and 5 Completely satisfied.

1.6 The Significance of the Study

The study shows an significantly important contribution to:

Ministry of Education: Findings from the study indicate the basic knowledge about the

factors affecting job satisfactions of faculties, which results in their work motivation Policymakers of Ministry of Education and Training can use these indicated factors to establishpolicies which improve level job satisfactions and encourage work motivation amongfaculties.

Lecturers: These findings are also important for lecturers In a sense, the study shows

them how their job satisfaction is influenced by different factors As understanding the effectof these factors on their motivation, faculties can manage to adjust the methods to improvetheir productivity at work.

Education administrators: The research is also of great importance to education

administrators in universities by highlighting specific indicators driving work motivation.Thanks to this information, education administrators can realize specific level of jobsatisfaction of faculties working in universities and colleges in Thai Nguyen City and maycarry out more effective management strategies to improve level of job satisfaction and thework motivation of faculties.

Researchers: These findings are documentation for the more in-depth study,

completed Doctor of Philosophy program This study suppose to help the researcher as amiddle manager to better behave with the colleagues, supervisor and subordinates.

1.7 Scope and Delimitations of the Study

 Place of study: this study was carried out in four universities and four colleges in ThaiNguyen City.

 Duration of study: timeline of study, primary data were collected through the surveyconducted from May 1, 2016 to June 6, 2016.

 Scope of content: Research on the factors affecting job satisfaction and motivation towork The influencing factors include: Salary and benefits, training and development,relationships with superiors, relationship with colleagues, recognition and workconditions.

 The study is limited to Thai Nguyen City This may affect the generalization of thefindings of the study to the whole country Other universities and colleges in northernVietnam may use the results of this study as a reference source.

CHAPTER II

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter presents the literature related to the subject of this study, which theresearcher gathered from various sources, mainly from books, journals and periodicals, andreliable formal websites It includes conceptual literature mainly principles, theories,concepts, information and research results, which are organized in various topics and beconsidered essential in the understanding of this study.

2.1 Job Satisfaction

The concept of job satisfaction has been developed in many ways by many differentresearchers and practitioners One of the most widely used definitions in organizationalresearch is that of (Locke, 1976), who defines job satisfaction as "a pleasurable or positiveemotional state resulting from the appraisal of one's job or job experiences".

According to (Spector, 1997) job satisfaction is simply how people like their job andits aspects.

(Kotler, 2000) defined satisfaction as: “a person‟s feelings of pleasure ordisappointment resulting from comparing a product perceived performance (or outcome) inrelation to his or her expectations”.

(Maclnnis & Hoyer, 2008) said that satisfaction can be associated with feelings ofacceptance, happiness, relief, excitement, and delight.

On the other hand, (Ellickson & Logsdon, 2001) define job satisfaction as the extent towhich employees display love toward their jobs Job satisfaction is a behavior which comesfrom on the positive or negative perception of employees toward their jobs or workingenvironments In other words, the more the working environment meet the needs, values andpersonalities of the employees, the higher the job satisfaction is.

The necessity of job satisfaction

The job satisfaction is related to the human spirit It has an effect on a number ofissues such as family life and leisure activities Personal problems, which cannot be resolvedor sensibly resolved, are caused by individuals who do not find satisfaction of their job.

Job satisfaction is the basis for determining the competitiveness of a company In thecurrent time, the development of the global knowledge economy, the knowledge decides thecompetitive advantage Those who own knowledge and are skilled with different specialitiesand work in many different locations are the core force to ensure and improve thecompetitiveness of the company They play an important role in making creative ideas during

their work, which contributes to the improvement of the product quality as well as theorganization‟s own identity.

Job satisfaction is the foundation for sustainable development planning - Humanresources play a vital role in the knowledge economy and talents are leaders of this importantresource Since capturing the knowledge, skills as well as the important relationships of thecompany, they have a decision on the strategic development of the business Additionally,they are the resources and basis for the leaders to make development plans.

Job satisfaction is of great importance to reducing the job avoidance and absence Thisis even more important in the current society in which people tend to spend much time onworking Job satisfaction which is essential to employees as well as businesses leads to theefficiency improvement of individuals in particular and businesses in general.

Job satisfaction, therefore, is important because the attitudes and beliefs affect thebehavior They can make a person work harder, or work less Job satisfaction also affectpeople they spend a good part of their day at work For this reason, if a person is not satisfiedwith his job, dissatisfaction in other areas of his lives will appear.

According (Kerber & Campbell, 1987), measuring job satisfaction may be helpful inidentifying the specific aspects of a job that requires improvement The results can also helporganizations to better overall job satisfaction, or in explaining organizational issues such ashigh turnover.

Work motivation is not inherent in human, it often changes Work motivation can be highor low in different periods of time Moreover, it may even never exist in employees Indifferent conditions and circumstances, work motivation will diversely promote Based on thischaracteristics, managers can intervene and influence employees so that they can promotetheir efforts to work.

Work motivation is voluntary Employees themselves have their attempt to work dependingon the time when they feel relaxed and interested The nature of human is the preference for

being proactive rather than passive Obviously, the proactivity should be controlled in theorganizations Managers need to know this characteristics well to promote the best workmotivation and have techniques to enhance the employees‟ proactivity.

Work motivation is the leading factor in gaining high efficiency in conditions thatother factors do not change Work motivation is an internal invisible strength that promoteemployees to work harder and more tirelessly However, it should be noted that motivation isa factor rather than the source of higher work efficiency which depends much on employees‟qualification and competence, facilities and machinery, etc.

The most important purpose of motivating is the rational use of labor resources andefficient exploitation of human resources in order to constantly improve the operationalefficiency of the organization Motivating employees to work is of large significance for theperformance of the organization.

There have been many studies indicating that if teachers have low motivation to work,stressfulness will be higher than in other professions.

According (Nyakundi, 2012), The study found that job satisfaction affects employeemotivation This was evidenced by the fact that leadership and promotional opportunityelsewhere influence job satisfaction to a large extent as indicated by 57% and 67%respectively On the effect of training on motivation, the study found that training affectsteacher motivation as indicated by 93% The study found that 71% of the respondentsstrongly agreed with the statement that training improves teachers„ confidence, thusimproving their performance in terms of curriculum delivery

According (Luddy, 2005), the lack of employees‟ motivation leads to low laborproductivity It also has a negative effect on health, physical appearance and spirit Employeeswith high work motivation will have more satisfaction, greater efficiency and less jobchanges.

Work motivation helps teachers to be satisfied and dedicated to the organizations Inaddition, it also helps organizations to save time and cost as the task of recruiting ormobilizing new staff to fill the vacant positions is a time-consuming and training-costingprocess At the same time, it takes a long time to perfect the necessary skills and relationshipsto meet job requirements (recruitment and training, etc.), reduce errors and create confidenceand morale within the organization Teachers will consider the organization the ideal place forthem to promote their capabilities Finally, this stability will help the organization operatemore efficiently, create employees‟ engagement to the organization.

In conclusion, motivating is the process in which personal motivation is created Therefore,motivating can be seen as the application of the appropriate policies, methods and

management tools on employees to create work motivation which helps them to be satisfiedwith their jobs and to have desire and effort to make contributions to the organization.

Benefits of work motivating

Work motivating attaches great importance to rational and efficient utilization ofhuman resources in the organization and helping employees maximize their capability.

- For employees

 Increase individual productivity: The motivated employees will focus their abilitiesand capacity on their job Their performances become more productive and theywill create more products in a certain period of time Thus, they will get pay andbonus raises deserving what they have done.

 Increase employees‟ engagement to their job and organization: When employeesare motivated, they will have enthusiasm, love and passion to work Theirengagement to the job and organization, therefore, will be formed.

 Stimulating employees‟ creativity: Employees‟ creativity is often promoted whenthey are relaxed and interested in their job.

 Perfect personalities: When employees have work motivation, they will workefficiently, feel satisfied with the results, and realize the benefits of their jobs.Consequently, they will form the eagerness to learn from others to be able tobetter their job This is called personal perfection.

 Form excellent and enthusiastic staff and attract more talents.

2.3 Tools of work motivation and job satisfaction2.3.1 Salary and benefit

To use salaries as a motivator effectively, personnel managers must consider fourmajor components of a salary structures These are the job rate, which relates to theimportance the organization attaches to each job; payment, which encourages workers orgroups by rewarding them according to their performance; personal or special allowances,associated with factors such as scarcity of particular skills or certain categories ofinformation professionals or librarians, or with long service; and fringe benefits such asholidays with pay, pensions, and so on It is also important to ensure that the prevailing

pay in other library or information establishments is taken into consideration indetermining the pay structure of their organization.

(Sinclair R.R., 2005) demonstrates the motivational power of money through theprocess of job choice He explains that money has the power to attract, retain, andmotivate individuals towards higher performance For instance, if a librarian orinformation professional has another job offer which has identical job characteristics withhis current job, but greater financial reward, that worker would in all probability bemotivated to accept the new job offer (Banjoko, 1996) states that many managers usemoney to reward or punish workers This is done through the process of rewardingemployees for higher productivity by instilling fear of loss of job (e.g., prematureretirement due to poor performance) The desire to be promoted and earn enhanced paymay also motivate employees.

The survey, titled The Jobs Central 2012 Work Happiness Survey, questioned3,194 employed citizens of the Klang Valley to rank factors of working life by perceivedimportance, and how satisfied they were with each of these factors in their current jobs.

According to the survey results, 26.5% of respondents ranked salary as the mostimportant determinant of satisfaction in their current workplace “This places salary as themost important factor of a job to urban Malaysian workers” in 2012, giving it a ranking of3.72 on a scale of one (most important) to 10 (least important) (Mahalingam, 2013).

2.3.2 Training and promotion

(Dibble, 1999) asserted that development is now considered as gaining newskills and taking advantage of many different methods of learning that benefitemployees and organization alike Employees benefit by experiencing greatersatisfaction about their ability to achieve results on the job and by takingresponsibility for their career; the organization benefits by having employees withmore skills who are more productive Employees say that the availability of skilldevelopment opportunities and career movement are key attractors to organizations.According to (Kreisman, 2002), if an organization does not recognize the individual„sneed and desire to grow, then development becomes a primary reason for resignation.

No matter how automated an organization or a library may be, high productivitydepends on the level of motivation and the effectiveness of the workforce Staff trainingis an indispensable strategy for motivating workers The library organization must havegood training programme This will give the librarian or information professional

opportunities for self-improvement and development to meet the challenges andrequirements of new equipment and new techniques of performing a task.

Training is crucial for organizational development and success It is fruitful toboth employers and employees of an organization An employee will become moreefficient and productive if he is trained well.

The benefits of training can be summed up as:

- Improves morale of employees: Training helps the employee to get job security and jobsatisfaction The more satisfied the employee is and the greater is his morale, the morehe will contribute to organizational success and the lesser will be employeeabsenteeism and turnover.

- Less supervision: A well trained employee will be well acquainted with the job and willneed less of supervision Thus, there will be less wastage of time and efforts.

- Fewer accidents: Errors are likely to occur if the employees lack knowledge and skillsrequired for doing a particular job The more trained an employee is, the less are thechances of committing accidents in job and the more proficient the employeebecomes.

- Chances of promotion: Employees acquire skills and efficiency during training Theybecome more eligible for promotion They become an asset for the organization.- Increased productivity: Training improves efficiency and productivity of employees.

Well trained employees show both quantity and quality performance There is lesswastage of time, money and resources if employees are properly trained

2.3.3 Relationship with superiors and colleagues

The superiors and facultyrelationshipis important to companyproductivity Arelationshipthatisbuilt on trust and understanding can make the faculty and manager moreefficient A poor relationship that lacks cohesiveness will dampen productivity and can lead tohigh rates of employee turnover.

Job satisfaction based on the relationship between superiors and employees includesaneasy communication with superiors, the support when needed and the support from superior(Wesley, Muthuswamy, & Darling, 2009).

Employees need to get the support from colleagues when they need, feelcomfortableto work withother colleagues (Hill & Jones, Essentials of Strategic Management,2011) Also, employees must find their colleagues committed to work for achieving the bestresults (Bellingham, 2004) Finally, colleagues have to be reliable (Chami & Fullenkamp,2002).

(Pattersonet.et.al, 2005) argues that the interaction between employees within abusiness is crucial for accomplishing the organizational goals Further he describes that thecommunication of information must be properly done in a timely manner so that theoperations of the business are running smoothly If there is a clash between co-workers then itis difficult to achieve the objectives of organization.

2.3.4 Recognition

Employee recognition is the timely, informal or formal acknowledgement of aperson‟s or team‟s behavior, effort or business result that supports the organization‟s goalsand values, and which has clearly been beyond normal expectations.

Appreciation is a fundamental human need Employees respond to appreciationexpressed through recognition of their good work because it confirms their work is valued.When employees and their work are valued, their satisfaction and productivity rises, and theyare motivated to maintain or improve their good work.

Praise and recognition are essential to an outstanding workplace People want to berespected and valued for their contribution Everyone feels the need to be recognized as anindividual or member of a group and to feel a sense of achievement for work well done oreven for a valiant effort Everyone wants a „pat on the back‟ to make them feel good.

Recognition means the university appreciates correctly, objectively, relevantly (orrewards) achievements that lecturers gain in their job Recognition not only affects individualsbut also organisations According to Adam (2010), a benefit brought by recognition is toencourage employees to work more actively Meaning, staffs will be more excited to do theirjob when they know, they will be appreciated and rewarded suitably.

Surveys conducted by Sirota Consulting have revealed that only 51% of workers weresatisfied with the recognition they received after a job well done.1 This figure is as conclusiveas you could get – it has been reached from interviewing 2.5 million employees in 237private, public and not-for-profit organizations in 89 countries around the world in the tenyears to 2003.

interference, gases, radiation, dust, smoke and other harmful factors; (2) subjective factorsthat include gender and age of the worker, fatigue, monotony, unfavorable posture duringwork, etc.; (3) factors related to the organization of production such as duration of the workshift, work schedule, working time, work pace, excessive strain etc.

The working environment consists of two broader dimensions such as work andcontext Work includes all the different characteristics of the job like the way job is carriedout and completed, involving the tasks like task activities training, control on one‟s own jobrelated activities, a sense of achievement from work, variety in tasks and the intrinsic valuefor a task Many research papers have focused on the intrinsic aspect of the job satisfaction.Results have shown that there is a positive link between work environment and intrinsicaspect of the job satisfaction Further, they described the second dimension of job satisfactionknown as context comprises of the physical working conditions and the social workingconditions (Gazioglu & Tanselb, 2006); (Skalli, Theodossiou, & Vasileiou, 2008).

(Spector P E., 1997) observed that most businesses ignore the working environmentwithin their organization resulting in an adverse effect on the performance of their employees.According to him, working environment consists of safety to employees, job security, goodrelations with co-workers, recognition for good performance, motivation for performing welland participation in the decision making process of the firm He further elaborated that onceemployees realize that the firm considers them important, they will have high level ofcommitment and a sense of ownership for their organization.

The study of (Raziqa & Maulabakhsh, 2015) show that working environment has apositive impact on the job satisfaction of employees Bad working conditions restrictemployees to portray their capabilities and attain full potential, so it is imperative that thebusinesses realize the importance of good working environment.

Different factors within the working environment such as wages, working hours,autonomy given to employees, organizational structure and communication betweenemployees & management may affect job satisfaction (Lane, Esser, Holte, & McCusker,2010).

2.4 Emprical related studies2.4.1 In foreign countries

There have been many studies on job satisfaction and work motivation, manyresearchers have applied the theories of work motivation such as Maslow's hierarchy of needs,Herzberg‟s motivation - hygiene and Vroom‟s expectancy, etc These theories are developedand tested in different research contexts A variety of studies indicate factors affecting the

motivation of teachers, namely job characteristics, salary, income, reward, recognition,development opportunities, relationships with colleagues, working environment, leadership,social position and the attitude of students, etc.

(Boeve, 2007) studied the job satisfaction of lecturers at faculty of physician assistanttraining at medical schools in the United States of America on the basis of (Herzberg,Mausner, & Snyderman, 1959) two-factor theory and The Job Descriptive Index (JDI),created by (Smith, Kendall, & Hulin, 1969) Accordingly, job satisfaction was divided intotwo groups: internal factors including the nature of job, opportunities for development andpromotion and external factors consisting of salary, superior support and relationships withcolleagues.

Correlation analysis results from five indexes in JDI on job satisfaction indicated thatthe nature of work, relationships with colleagues and promotion opportunities fordevelopment are strongly correlated with job satisfaction Other factors such as superiorsupport and salary are weakly correlated with job satisfaction of teachers Regression analysisalso showed that apart from four main factors including the nature of work, relationships withcolleagues, opportunities for development and superior support, the amount of time workingat the faculty also affect job satisfaction (the longer the teachers have been working, the moresatisfied they were) The amount of working time had an effect on job satisfaction in this casewas due to the particular nature of the work in the faculty Among factors investigated in thisstudy, the nature of the work was the most powerful factor influencing job satisfaction ingeneral In addition, Boeve also tested the correctness of Herzberg‟s theory and JDI.

In the field of education, (Karimi, 2008) also studied the job satisfaction of the 120 lecturersat Bu-Ali Sina University, Iran The study described the level of job satisfaction wasexplained based on (Herzberg, Mausner, & Snyderman, 1959)‟s two - factor theory consistingof intrinsic factors such as achievement, recognition, nature of work, promotion and extrinsicfactors including policies and management, supervision, salary, relationships and workingconditions Research results were that all the intrinsic and extrinsic factors either moderatelyor strongly influenced job satisfaction Additionally, the author also stated that thedemographic characteristics such as age, number of years of work and academic degree hadalmost no significant relation with job satisfaction.

Similarly, (Elizabeth, 2006) studied job satisfaction of teachers at Krishna primary andsecondary schools in Chapel Hill by using the questionnaire called TJSQ (Teacher JobSatisfaction Questionnaire) which is defined by Lester The survey had a fairly large samplesize of 620 teacher respondents The research approach was based on Herzberg‟ two – factor