Career satisfaction of employees at toyota motor vietnam

MASTER OF BUSINESS ADMINISTRATION INTERNATIONAL PROGRAM  RESEARCH PROJECT (BMBR5103) CAREER SATISFACTION OF EMPLOYEES AT TOYOTA MOTOR VIETNAM STUDENT’S FULL NAME : TRAN PHONG AI TU STUDENT ID : CGS00019375 INTAKE : MARCH 2015 ADVISOR’S NAME & TITLE : NGUYEN THE KHAI (DBA) Ho Chi Minh City, July 2016 Advisor’s Assessment Advisor’s signature TABLE OF CONTENTS ACKNOWLEDGEMENTS ABSTRACT 1.1 About Toyota Motor Vietnam Co., Ltd (TMV) 1.1.1 Overview TMV 1.1.2 Top manager 1.1.3 Business fields 1.1.4 Products 1.1.5 History 1.1.6 Vision and Strategy 1.2 Problem statement 1.3 Research objective 1.4 Scope of research 1.5 Significance of research 1.6 Limitation of research CHAPTER 2: LITERATURE REVIEW 10 2.1 Definition of Constructs 10 2.1.1 Career satisfaction (CS) 10 2.1.2 Job Conigtions (JC) 11 2.1.3 Developmental Experiences (DE) 12 2.1.4 Career Commitment (CC) 13 2.1.5 Perceived person-organization fit (PP) 14 2.2 Argument for the relationship among the constructs 15 2.2.1 Maslow’s theory (1943) 15 2.2.2 Alderfer’s ERG theory (1969) 16 2.2.3 Previous research 18 2.3 Research Hypotheses and Research Model 22 CHAPTER 3: METHODS 24 3.1 Data collection 24 3.1.1 Design Template scale 24 3.1.2 Data collection progress 31 CHAPTER 4: ANALYSIS AND RESULTS 34 4.1 Cronbach’s Alpha 34 4.2 Statistics information 37 4.3 Hypotheses testing 39 CHAPTER 5: DISCUSSION 45 CONCLUSION 47 REFERENCES 48 APPENDIX 50 Appendix 1: Survey 50 Appendix 2: List of Figures and Tables 57 Appendix 3: Presentation 58 ACKNOWLEDGEMENTS Firstly, I would like to express my profound gratitude and deep regards to my advisor, Mr Khai Nguyen DBA for his persistent and tireless help in guiding, supporting, encouraging throughout the course of this thesis The blessing, help and guidance given by him time to time shall carry me a long way in the journey of life on which I am about to embark In addition, I would like to thank to all the professors in the MBA course With their knowledgeable and intelligent comments, the current dissertation is much better refreshed with a lot of new ideas and views I would like to offer thanks to Open University Malaysia and Hutech University for granting and supporting me with the resource for this study during the time I have studied at there I thank all classmates have helped me during doing research as well as during study time of MBA course I am obliged to board of managers and all staff members of Toyota Motor Vietnam Co., for the valuable information and helps to collect data for this thesis I am grateful for their cooperation during the period of my research Finally, I thank almighty, my parents, brother, sisters and friends for their constant encouragement without which this assignment would not be possible Page ABSTRACT This study researches about the impact of the factors on positive career satisfaction Those factors are job cornitions (JC), developmental experiences (DE), career commiment (CC), perceived person-organization fit (PP) We supposed that there are significant relationships between all the above factors and positive career satisfaction The results based on the data collected via questionnaires from employees of Toyota Motor Vietnam Co., Ltd (TMV) indicated that all above factors positively impacts positive career satisfaction The research show that the employees who perceived their job (JC), they can developmental experiences (DE) , the individuals commitment toward their occupations, profession and career and the perception of his or her with an organization more satisfaction with career success, an internally generated a defined career outcome than employees who cognitions their job ineffective The findings of this study have great significance in assessing the level of career success and employees towards their goals The result of this study will help leaders of TMV to improve allocation and management of human resources effectively and stability The satisfaction survey of staff also pointed out defect that TMV need amend and revised methods, as well as helping the managers make decisions related to the business Finally, the survey will also help you build sustainable connections with employees, retain the good employees, and attract talent Keywords: career satisfaction, job cornitions, developmental experiences, career commiment , perceived person-organization fit Page CHAPTER 1: INTRODUCTION 1.1 About Toyota Motor Vietnam Co., Ltd (TMV) 1.1.1 Overview TMV Toyota Motor Vietnam Co., Ltd (TMV) is an automobile Joint Ventures founded in Semtember, 1995 The total investment capital was 89.6 million USD based on the capital contributions from Toyota Motor Corporation (70%), Vietnam Engine and Agricultural Machinery Corporation - VEAM (20%) and KUO Singapore Pte.Ltd (10%) Being one of the first automobile Joint Ventures in Vietnam, TMV never stops making efforts to be "Moving Forward" together with Vietnam TMV has been incessantly providing high quality products and perfect customer services to bring the highest satisfaction to our customers as well as positively contributing to the development of the Vietnamese automobile industry Since establishment, TMV has incessantly developed not only in its sales but also in its production scale By now, TMV is holding the leading position in the Vietnamese automobile market with the capacity of more than 30,000 units/year (two working shifts a day) and the accumulated sales of TMV reaching more than 305,799 units All our products have a large market share in the market With 11 employees since the first days, the current number of employees of TMV has reached over 1,900 and more than 6,000 employees working in 41 Dealers/Dealer's Branches/TASS nationwide Besides the business, TMV always puts much effort into the contribution to the state budget by fulfilling the duty of a taxpayer, as well as contributing to the sustainable development of the community and society with various long term, practical and meaningful activities Page Throughout the history of establishment and development, with all our efforts from TMV’s employees, dealers and suppliers, TMV has made great achievements and continuously improved itself to fulfill the mission of our customers and contribute significantly to Vietnam automobile market and society With these achievements, TMV has been honored with the second lever Labor Medal by the Government and seems to be one of the most successful FDI companies in Vietnam 1.1.2 Top manager - President: Mr Yoshihisa Maruta - Vice President: Madame Đoàn Thị Yến 1.1.3 Business fields - Producing and assembling Toyota vehicles and Spare Parts - Providing the services of repairing maintaining for vehicles - Order and purchase from the Vietnamese supplier, including export processing enterprises, all kinds of automobile spare parts for processing, packaging and export - Importing Toyota’s vehicles - Imports of automobile spare parts and equipment, specialized machinery follow to Toyota’s standards - Consulting, training, support of internal implementation of business development, services and products maintenance to all Toyota’s affiliates, Dealers, Candidate Dealers and TASS 1.1.4 - Products Locally-produced Toyota models: CAMRY, COROLLA ALTIS, VIOS, INNOVA FORTUNER - Imported Toyota models: LAND CRUISER, HILUX, YARIS, LAND CRUISER PRADO, HIACE TOYOTA 86 - Imported Lexus models: LS 460L, GS 350, ES 350, LX 570, RX 350, GX 460 NX 200t 1.1.5 - History 1995: Receiving the investment license for establishment Page - - - 1997:  Opening of Training Center at Headquarter  Opening of Ho Chi Minh City Brand Office  Opening of Central Parts Depot (CPD) at Headquarter 1998:  Opening Hanoi Branch Office  Introducing the first generation CAMRY to meet customer demand 1999: Becoming the first automobile manufacturer to receive ISO 14001 Certificate - 2000: Expanding and upgrading the Training Center at Headquarter Officially distributing the Completely Built Up LAND CRUISER - 2003: Opening Stamping Shop, boosting TMV's localization rate considerably - 2004:  Toyota Auto Parts Export Center officially put into operation  Introducing the first ever Express Maintenance Service in Vietnam - 2008: Lining off the 100,000th vehicle - 2009: Opening Toyota South Center where transit and delivery of spare parts and Toyota cars to Southern region - 2011: Lining off the 200,000th vehicle - 2013: Reaching a sales record with 33,288 units and an export turnover record with 39.2 million US Dolar - 2014:  New record in service area with 590,000 units car put into the shop  Introduced many new high second generation vehicles and all models of TMV are in the TOP TEN BEST SELLER CAR IN 2014 - 2015: The 300,000th vehicle line-off Page 1.1.6 Vision and Strategy Toyota Vietnam will try all best to lead a good mobility and enrich lives for Vietnamese people Through the commitment to quality, safety enhancement, satisfaction to customers, contribution to Vietnam’s industry and respect for environment & community, TMV aim to exceed expectations, to be rewarded with a smile and to be the most beloved company in Vietnam TMV will meet our challenging goals by engaging the talents & passion of human resources for a better way With the aim of sustainable development and "most favorite auto brand" in Vietnam, TMV, always try our best to bring smile - the highest satisfaction - to customers and partners, as well as positive contribution to the economy and the society The strategy of TMV is increasing the customer satisfaction through diversification of products to provide more choices for customers, and also create the value for customer by adding more benefits and improvements into new upgraded models, such as Innova, Fortuner, Camry, Toyota 86, Hiace, Land Cruiser Prado, Yaris, Vios and Altis Especially, according to report of TMV about its business achievements in 2015, it owns five models ranked top in the list of 10 best-selling cars in Viet Nam in 2015 include: Fortuner, Innova, Vios, Corolla altis and Camry (Vietnam, T M.) 1.2 Problem statement The development of Vietnam's economy in recent years, the demand for manpower is increasing as well One of element competitions between firms is adopt policies to attract talent Therefore, companies have to focusing on issues rather than building human resources, especially the selection of right people for your company However, choosing the right people is not enough; they must also know how to keep the best employees and employees with experience, holding importance roles in the company Page REFERENCES William G Zikmund (2013) Business Research Methods 13th McGrawHill/Irwin Maslow A H (1943) Theory of Human Motivation Psychological Review, 370396 Kreitner R & Kinicki A (2007) Organizational Behavior 7th McGrawHill/Irwin Efere P (2005) Motivation and Job Satisfaction Trans-Atlantic College, London Gary Dessler (2013) Human Resource Management 13th McGraw-Hill/Irwin Dail L Fields (2002) Taking the measure of work: a guide to validated scales for organizational research and diagnosis Regent University: 29, 63, 87-88, 109, 227, Cianci R et al (2003) “Maslow's hierarchy of needs: Does it apply in a collectivist culture” Journal of Applied Management and Entrepreneurship (2): 143161 Angelo S DeNisi and Robert D Pritchard, 2006, “Management and Organization Review 2:2 253–277, 1740-8776 Ball, G A., Trevino, L K., & Sims Jr., H P (1994) Just and unjust punishment: Influences on subordinate performance and citizenship Academy of Management Journal, 37, 299-322 Brownell, P and Dunk A.S (1991) Task uncertainty and its interaction with budgetary participation and budget emphasis: Some methodological issues and empirical investigation", Accounting Organizations and Society, 16(8): 693-703 Clark, A.E and Oswald, A.J., ‘Satisfaction and comparison income’, Journal of Public Economics Vol.61, No.3, 1996, pp.359–81 Ellickson, M.C & Logsdon, K (2002), "Determinants of job satisfaction of municipal government employees", State and Government Review, Vol 33, No 3, pp.173-84 Greenhaus, J., & Beutell, N 1985 Sources of conflict between work and family roles Academy of Man- agement Review, 10: 76-88 Greenhaus, J H., Parasuraman, A., & Wormley, W M (1990) Effects of race on organizational experiences, job performance evaluations, and career outcomes Academy of Management Journal, 33 (1), 64-86 Page 48 Herzberg, F (2003 (reprint)) One More Time: How Do You Motivate Employees? Harvard Business Review , 87-96 C.A Arnolds and C Boshoff (2002) “Compensation, esteem valence and job performance: an empirical assessment of Alderfer's ERG theory” The International Journal of Human Resource Management Hoppock, R (1935) Job Satisfaction, Harper and Brothers, New York, p 47 Jabes, J a (1988) Motivation, rewards and satisfaction in the Canadian Public Administration , 204-225 Joy, V L., & Witt, L.A (1992) Delay of gratification as a moderator of the procedural justice – distributive justice relationship Group & Organization Management, 17 (3), 297-308 Kopelman, R E., Greenhaus, J H., & Connolly, T.F (1983) A model of work, family, and inter-role conflict: A construct validation study Organizational Behavior and Human Performance, 32, 198-215 Kossek, E., & Ozeki, C 1998 Work-family conflict, policies, and the joblife satisfaction relationship: A review and directions for organizational behaviorhuman resources research Journal of Applied Psychology, 83: 139-149 Kozlowski SWJ,Gully SM, BrownKG, Salas E, Smith EM,Nason ER 2001 Effects of training goals and goal orientation traits on multidimensional training outcomes and performance adaptability Organizational Behavior and Human Resource Decision Processes 85:1–31 Vietnam, T M (2016, May 15) Giới thiệu công ty Retrieved May 15, 2016, from T (2016, May 25) Giới thiệu công ty Retrieved May 25, 2016, from http://www.toyotavn.com.vn/vi/toyota-viet-nam/gioi-thieu-cong-ty Vietnam, T M (2016, May 15) Bảng giá Toyota Việt Nam Retrieved May 15, 2016, from http://www.toyota.com.vn/cong-cu-ho-tro/bang-gia#view_table Vietnam, T M (2016, May 15) Đại Lý Toyota Việt Nam Retrieved May 15, 2016, from http://www.toyota.com.vn/cong-cu-ho-tro/tim-dai-ly Vietnam, T M (2015, April 7) Toyota Việt Nam công bố thành tựu năm 2014 & kế hoạch hoạt động năm 2015 Retrieved May 20, 2016, from http://www.toyota.com.vn/tin-tuc/tin-tuc-chung/toyota-viet-nam-cong-bo-thanh-tuunam-2014-ke-hoach-hoat-dong-nam-2015#.V0gc50f09cw Page 49 APPENDIX Appendix 1: Survey INTRODUCTION Dear Mr / Ms, My name is Tran Phong Ai Tu I’m a student of MBA Collaboration Program at Open University Malaysia and Ho Chi Minh City University of Technology I am conducting the research for my thesis My research thesis is about: Career Satisfaction I would like to look for your help by answering the following questionnaire All of your information will be strictly confidentially kept and be solely used for the purpose of my studying Your value time and feedback are extremely useful and meaningful to my fulfillment of my graduation thesis Thank you very much for your very kindly response to this questionnaire It is highly appreciated If you need any information related to this questionnaire, would you please call me at my mobile number 0906.270.606 or contact with me through my email at tpatbk@gmail.com Thank you very much! Page 50 QUESTIONNAIRES A Job Cognitions Instruction: The full 20 items are listed below Items in the intrinsic subscale are labeled with (I), and those in the extrinsic subscale are labeled with (E) Responses to the items are obtained on a 5-point Likert-type scale where = never true and = always true Am able to keep busy (I) 1 2 3 4 5 Have the chance to work alone 1 2 3 4 5 Have the chance to different things (I) 1 2 3 4 5 Have a chance to be somebody (I) 1 2 3 4 5 My manager understands employees (E) 1 2 3 4 5 My manager makes competent decision (E) 1 2 3 4 5 Can things that not go against conscience 1 2 3 4 5 My job provides for steady employment 1 2 3 4 5 Have chance to things for other people (I) 1 2 3 4 5 10 Have chance to tell other people what to (I) 1 2 3 4 5 Page 51 B Development experiences Instruction: - Responses for items and are obtained on a 5-point Likert—type scale where = strongly disagree and = strongly agree - Responses for items and are obtained on a 5-point scale where = not at all and = a very large extent In the positions that I have held at [company 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 your managers made a substantial investment in 1 2 3 4 5 name], I have often been given additional challenging assignments In the positions that I have held at [company name], I have often been assigned projects that have enabled me to develop and strengthen new skills Besides formal training and development opportunities, to what extent have your managers helped to develop your skills by providing you with challenging job assignments? Regardless of [company’s name]’s policy on training and development, to what extent have you by providing formal training and development opportunities? Page 52 C Career Commitment Instruction: Response are obtained using a 5-point Likert-type scale where = strongly agree, = unsure, and = strongly disagree I like this career too well to give it up If I could go into a different profession which paid the same, I would not probably take it If I could it all over again, I would choose to work in this profession I definitely want a career for myself in this profession 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 If I had all the money I needed without working, I would probably still continue to work in this profession I am disappointed that I never entered this profession This is the ideal profession for a life’s work Page 53 D Perceived person-organization fit Instruction: - Responses are obtained on a 5-point Likert-type scale where = very poorfit and = very good fit - Employees are directed to “describe the fit between your values and the organization’s values.” Values 1 2 3 4 5 Ethics 1 2 3 4 5 Goals and objectives 1 2 3 4 5 Skills 1 2 3 4 5 Attitudes 1 2 3 4 5 Participation in extracurricular activities 1 2 3 4 5 Interactions with co-workers 1 2 3 4 5 Outside interests 1 2 3 4 5 Work-family balance 1 2 3 4 5 10 Politics 1 2 3 4 5 Page 54 E Career Satisfaction Instruction: Responses are obtained on a 5-point Likert-type scale where = strongly disagree, = disagree to some extent, = uncertain, = agree to some extent, and = strongly agree I am satisfied with the success I have achieved 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 in my career I am satisfied with the progress I have made toward meeting my overall career goals I am satisfied with the progress I have made toward meeting my goals for income I am satisfied with the progress I have made toward meeting my goals for advancement I am satisfied with the progress I have made toward meeting my goals for the development of new skills Personal Information (Optional) Name: Gender:  Male  Female Age  Under 24 years old  from 24 to 36 years old  From 36 to 45 years old  above 45 years old Academic degree  High school  Colleges Degree  Master Degree  Doctoral Degree Working seniority  Under year  from to years  From to years  above years Page 55  Bachelor Degree Working position  Direct employee  Office staff  Manager  Senior Manager  Supervisor/Leader You have successfully done the questionnaire Thank you very much! Page 56 Appendix 2: List of Figures and Tables Figures Figure 1: Maslow’s hierarchy of Need Pyramid Figure 2: Alderfer’s ERG theory Figure 3: McClelland’s theory Figure 4: Herzberg’s two-factor theory Tables Table : Time table for data collection progress Table 2: Cronbach’s Alpha - Internal Consistency Table 3: Cronbach’s Alpha of Career Satisfaction Table 4: Cronbach’s Alpha of Job Cognitions Table 5: Cronbach’s Alpha of Developmental experiences Table 6: Cronbach’s Alpha of Career Commitment Table 7: Cronbach’s Alpha of Perceived person-organization fit Table 8: Descriptive statistics Table 9: Correlation statistics Table 10: Model summary of H1 Table 11: Coefficients of H1 Table 12: Model summary of H2 Table 13: Coefficients of H2 Table 14: Model summary of H3 Table 15: Coefficients of H3 Table 16: Model summary of H4 Table 17: Coefficients of H4 Page 57 Appendix 3: Presentation Page 58 Page 59 Page 60 Page 61 Page 62 ... Moderators of the relationship between work-family Conflict and career satisfaction In this study, after empirically demonstrating that work-family conflict is negatively related to career satisfaction. .. invest into Vietnam In this situation, career satisfaction is idiosyncratic assessment of each individual in their career, and are viewed as a key indicator of the success of your career For this... influence career satisfaction of the employees In this study, the factors which are evaluated to affect the employees? ?? career satisfaction are job cornitions, developmental experiences, career commiment