Consequences of job satisfaction at pyramid consulting viet nam LTD

RESEARCH PROJECT (BMBR5103) CONSEQUENCES OF JOB SATISFACTION AT PYRAMID CONSULTING VIET NAM LTD STUDENT’S FULL NAME : TRUONG QUANG VINH STUDENT ID : CGS00018521 INTAKE : SEPTEMBER, 2014 ADVISOR’S NAME & TITLE : NGUYEN THE KHAI, DBA September 2015 Advisor’s Assessment - Advisor’s signature Page of 65 ACKNOWLEDGEMENTS This research is made possible through the help and support from everyone, including: teacher, family, friends and in essence, all sentient beings Especially, please allow me to dedicate my acknowledgment of gratitude toward the following significant advisors and contributors: First and foremost, I express deep and sincere gratitude to Dr Nguyen The Khai for his most support, guidance, encouragement, suggestion and very constructive criticism have contributed immensely to the evolution of my ideas on the research Second, I am very much thankful to Ms Do Thi Thanh Truc for her valuable guicance, keen interest and encouragement at various stages of my data analysis on SPSS software Finally, thanks to the board of managers and all employees of PYRAMID CONSULTING VIET NAM LTD., and all of my friends for their precious comments and helps to collect data for this thesis Page of 65 TABLE OF CONTENTS LIST OF FIGURES LIST OF TABLES ABSTRACT Chapter 1: INTRODUCTION 1.1 Motivation of the study 1.2 Significance of the study 1.3 Purpose of the study 10 1.4 Question of the study 10 1.5 Introduction of Pyramid 10 1.5.1 Company overview 10 The history of formation and development of the company 11 Vision 12 Mission 13 Core Value 13 Products/Services 13 Organization chart 15 1.5.2 Personnel structure 17 Chapter 2: LITERATURE REVIEW 18 2.1 Job satisfaction 18 2.2 Organizational commitment 20 2.3 Positive work behaviors 22 2.4 Voice behaviors 23 2.5 Helping behaviors 24 2.6 The relationship between job satisfaction and organizational commitment 26 2.7 The relationship between job satisfaction and positive work behaviors 26 2.8 The relationship between job satisfaction and voice behaviors 27 2.9 The relationship between job satisfaction and helping behaviors 27 Chapter 3: RESEARCH MODEL AND HYPOTHESES 29 3.1 Research model 29 3.1.1 Independent Variable 29 Page of 65 3.1.2 Dependent Variables 29 3.2 Research Hypotheses 30 3.3 Instruments 31 3.4 Research Participants 33 3.5 Procedure for Data Collection and Analyze 33 Chapter 4: RESULTS AND FINDINGS 35 4.1 Reliability statistic 35 4.2 Descriptive statistic 36 4.3 Correlation statistic 36 4.4 Hypothesis Testing Result 38 4.4.1 Hypothesis Testing Result 38 4.4.2 Hypothesis Testing Result 39 4.4.3 Hypothesis Testing Result 40 4.4.4 Hypothesis Testing Result 41 5.1 Summary and Discussion 43 5.2 Management Implications 44 5.3 Limitations and Further Research Recommendations 45 REFERENCES 47 APPENDIX A 54 APPENDIX B 60 Page of 65 LIST OF FIGURES Figure – Organization chart of Pyramid Consulting Vietnam Ltd 15 Figure – Organization chart of Pyramid Consulting Vietnam Ltd 16 Figure – Proposed Research Model of consequences of job satisfaction in Pyramid .29 Page of 65 LIST OF TABLES Table 1: Product/Services of Pyramid Company 14 Table 2: Employees by Age-range 17 Table 3: Employee by Gender 17 Table 4: Employees by Degree 17 Table 5: Reliability statistics 35 Table 6: Descriptive statistics 36 Table 7: Correlations 37 Table 8: Model Summary (H1) 38 Table 9: Coefficientsa (H1) .38 Table 10: Model Summary (H2) .39 Table 11: Coefficientsa (H2) .39 Table 12: Model Summary (H3) .40 Table 13: Coefficientsa (H3) .40 Table 14: Model Summary (H4) .41 Table 15: Coefficients a (H4) 41 Page of 65 ABSTRACT This study examined the impact of job satisfaction on organizational commitment, positive work behaviors, voice and helping behaviors in Pyramid Consulting Viet Nam ltd Data was collected through the use of standardized questionnaires Questionnaires were given personally to 295 employee of Pyramid Company; there were 309 questionnaires returning and completely responses were used for the statistical analysis The collected data were computed and analyzed through factor analysis, Cronbach’s Alpha, descriptive statistics, correlation, and multiple regression analysis Result: The results supported the hypothesis that job satisfaction has significant relationship with organizational commitment, positive work behaviors, voice and helping behaviors Conclusion: The results can provide the reference for Management Team about the relationship between Job Satisfaction (JS) with Organizational Commitment (OC), Positive Work Behaviors (PB), Voice Behaviors (VB), and Helping Behaviors (HB) in Pyramid Company This research would help Pyramid Company to reform human resource strategies that involved work factors such as positive work behaviors or voice and helping behaviors to improve the management of human resource development These strategies would help in influencing positive behaviors among employees, and hence achieve effectiveness and high productivity in the organization This result of study has valuable implications for the Human Resources Department of Pyramid Company to improve its policies in order to improve job satisfaction Keywords: Job satisfaction, organizational commitment, positive work behaviors, voice behaviors, helping behaviors Page of 65 Chapter 1: INTRODUCTION Pyramid Consulting Vietnam currently is one of the largest web development companies in Vietnam, and is the only company that provides marketing services and e-business With the level of service is designed to assist international customers, Pyramid offers consulting services that take advantage of the cost and benefits of external resources Pyramid has made accents and effort to build and create jobs for more fourteen thousand employees and workers One of the reasons for the success of Pyramid is the number of employees This study explored job satisfaction support on organizational commitment, positive work behaviors, voice and helping behaviors at Pyramid Company This chapter also presents the motivation of the study, significant of the study, purpose of the study, the questions of the study and the key words of study 1.1 Motivation of the study Organizational goal of high priority is attainment of a high level performance through productivity and efficiency In order to that highly satisfied work force is an absolutely necessity for achieving a high level of performance advancement of an organization Higher satisfaction of worker may lead to higher job performance, then the company could growth better Thus every organization tries to create a satisfied work force to operate the well-developing of the organization How does the organization create employee job satisfaction? This question is what heads of an organization are interested in Therefore, the relationship between employee job satisfaction and organization commitment are necessary and should be focused In fact, a lot of organization didn't satisfy the employee job satisfaction related promotion, salary so on Job satisfaction has been an important focal point for organizational and industrial psychology In defining job satisfaction the reference is often made to Locke’s Page of 65 (1976) description of job satisfaction as a “pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences” (Jex 2002 p.116) The appraisal involves various elements related to the job such as salary, working conditions, colleagues and boss, career prospects and, of course, the intrinsic aspects of the job itself (Arnold et al 1998 p 204) In recent years, human resource reports usually state that the number of employees who does not understand clearly the job in the group is increasing as well as the number of employees quit job gets increase That may lead the company to critical impact of leaking its skilled and well trained workforce Not only that, it will take huge invisible cost for the company if these well trained and qualified employees run out of the company and come to work for the competitors An employee's overall satisfaction with his job can impact to the factors such as organizational commitment, positive work behaviors, voice and helping behaviors Management's role in enhancing employees' job satisfaction is to make sure they have positive work behaviors, voice and helping behaviors to encourage the employee to accomplish the tasks they have been assigned In order to help the management team have an overview of the effect of job satisfaction on organizational commitment, positive work behaviors, voice behaviors, and helping behaviors in the organization, this study assess the validity of the relationship among them in Pyramid Company working environment 1.2 Significance of the study This research is conducted in order to have an understanding of the effect of job satisfaction on organizational commitment, positive work behaviors, voices behaviors and helping behaviors To let the management of the company to have a clearer view of problems that affected the increasing employee turnover in the company This research focus on the opinion of employees in Pyramid Company about the impact of job satisfaction on organizational commitment, positive work behaviors, voice behaviors, and helping behaviors Page of 65 control in organizations California Management Review, 31, 9-25 O’Reilly C., & Chatman, J (1986) Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior Journal of Applied Psychology 71, 492-499 Organ, D W (1988) Organizational citizenship behavior: The good soldier syndrome Lexington, MA: Lexington Books Podsakoff, P M., & MacKenzie, S B 1994 Organizational citizenship behaviors and sales unit effectiveness Journal of Marketing Research, 3(1): 351–363 Porter, L.W.; Steers, R.M.; Mowday, R.T.; & Boulian, P.V (1974) Organizational commitment, job satisfaction, and turnover among psychiatric technicians Journal of Applied Psychology, 1974, 59, 603-609 Premeaux, S.F and Bedeian, A.G (2003), Breaking the silence: the moderating effects of self-monitoring in predicting speaking up in the workplace, Journal of Management Studies, Vol 40, pp 1537-62 Schriesheim, C., & Tsui, A N.(1980) Development and Validation of a Short Satisfaction Instrument for Use in Survey Feedback Interventions Paper represented at the Western Academy of Management Meeting Schwartz, S H., & Tessler, R C (1972) A test of a model for reducing measured attitude-behavior discrepancies Journal of Personality and Social Page 51 of 65 Psychology, 24, 225–236 Smith, C A., Organ, D W., & Near, J P (1983) Organizational citizenship behavior: Its nature and antecedents Journal of Applied Psychology, 68: 655–663 Statt, D (2004) The Routledge Dictionary of Business Management, Third edition, Routledge Publishing,Detroit, p 78 Swailes, S (2002): Organizational Commitment: a critique of the Construct and Measures International Journal of Management Reviews, Vol.4, Issue 2, pp 155-178 Van Dyne, L., & LePine, J A (1998) Helping and voice extrarole behavior: Evidence of construct and predictive validity Academy of Management Journal, 41, 108-119 Van Dyne, L., Cummings, L L., & McLean Parks, J (1995) Extra-role behaviors: In pursuit of construct and definitional clarity (a bridge over muddied waters) In L L Cummings & B M Staw (Eds.), Research in organizational behavior (Vol 17, pp 215-285) Greenwich, CT: JAI Press Van Dyne, L., Graham, J W., & Dienesch, R M (1994) Organizational Citizenship Behavior: Construct redefinition, measurement, and validation Academy of Management Journal, 37: 765-802 Page 52 of 65 Van Scotter, J R., & Motowidlo, S J (1996) Interpersonal facilitation and job dedication as separate facets of contextual performance Journal of Applied Psychology, 81: 525–531 Vroom, V H (1964) Work and motivation San Francisco, CA: Jossey-Bass Weiner, Y and Verdi, Y (1980) Relationships between job, organization, and career commitments and work out comes- An integrative approach, Organizational Behavior and Human Performance, Vol 26, 81-96 Williams, L J., & Anderson, S E (1991) Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors Journal of Management, 17: 601–617 Page 53 of 65 APPENDIX A JOB SATISFACTION SURVEY Dear Sir or Madam My name is Truong Quang Vinh and I am a postgraduate student at OUMHUTECH University For my final project, I am examining a business research I am trying to gather information through a survey to help complete my research The survey shouldn't take very long less than 20 minutes of your time This survey to measure the job satisfaction by combining employee responses to single items that describe the degree of employee satisfaction with the work, co-workers, supervision, promotional opportunities, pay progress, and the organization to assess overall job satisfaction Your response will only be used for this survey purposes In case you have any questions regarding the survey, please call me at 0918366063 or via email vinh.truongquang1987@gmail.com Thank you very much for your time and consideration Directions: Please indicate your level of respond with each of these statements Place an "X" mark in the box of your answer No Question All in all, how satisfied are you with the persons Completely satisfied (1) Satisfied Neutral Unsatisfied (2) (3) (4) Completely unsatisfied (5)  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5) in your work group? All in all, how satisfied are you with your supervisor? All in all, how satisfied are you with your job? Page 54 of 65 All in all, how satisfied are you with this  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5) Never Someti mes (3) Almost often (4) Very often (1) Almost never (2)  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5) organization, compared to most? Considering your skills and the effort you put into your work, how satisfied are you with your pay? How satisfied you feel with the progress you have made in this organization up to now? How satisfied you feel with your chance for getting ahead in this organization in the future? In the past twelve months, how often have (5) you done more work than required? In the past twelve months, how often have you volunteered to work Page 55 of 65 overtime? 10 In the past twelve months, how often have  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5) Neutral Agree (3) (4) Strongly Agree (5) you made attempts to change work conditions? 11 In the past twelve months, how often have you negotiated with supervisors to improve job? 12 In the past twelve months, how often have you tried to think of ways to the job better? Strongly disagree (1) Disagre e (2) 13 I am willing to work harder than I have to in  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5) order to help this organization succeed 14 I feel very little loyalty to this organization (R) 15 I would take almost any job to keep working for Page 56 of 65 this organization 16 I find that my values and the organizations are  (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) very similar 17 I am proud to be working for this organization 18 I would turn down another job for more pay in order to stay with this organization 19 This particular coworker develops and make recommendations concerning issues that affect this work group 20 This particular coworker speaks up and encourages others in this group to get involved in issues that affect this group 21 This particular coworker communicates his/her opinions about work issues to theirs in this group even if his/her opinion is different and others in this group Page 57 of 65 disagree with him/her 22 This particular coworker keeps well  (1)  (2)  (3)  (4)  (5) Strongly disagree (1) Disagre e Neutral Agree (3) (4) Strongly Agree (5) informed about issues where his/her opinion might be useful to this work group (2) 23 This particular coworker gets involved  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5)  (1)  (2)  (3)  (4)  (5) with issues that affect the quality of life here in this group 24 This particular coworker speaks up in this group with ideas for new projects or changes in procedures 25 This particular coworker volunteers to things for this work group 26 This particular coworker helps orient new employees in this group Page 58 of 65 27 This particular coworker attends functions  (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) that help the work group 28 This particular coworker assists others in this group with their work for the benefit of the work group 29 This particular coworker gets involved to benefit this work group 30 This particular coworker helps others in this group learn about the work 31 This particular coworker helps others in this group with their work responsibilities - Thank you for your time! - Page 59 of 65 APPENDIX B PRESENTATION SLIDES Page 60 of 65 Page 61 of 65 Page 62 of 65 Page 63 of 65 Page 64 of 65 Page 65 of 65 ... Organization chart of Pyramid Consulting Vietnam Ltd 15 Figure – Organization chart of Pyramid Consulting Vietnam Ltd 16 Figure – Proposed Research Model of consequences of job satisfaction. .. favorable attitudes towards the job indicate job satisfaction Negative and unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006) Job satisfaction is the collection of. .. dislike their job That's why job satisfaction and job dissatisfaction can appear in any given work situation Job satisfaction represents a combination of positive or negative feelings that workers