4öi33%⁄ OPEN UNIVERSITY MALAYSIA RESEARCH PROJECT (BMBR5103) FACTORS IMPACT ON
EMPLOYEE CAREER SATISFACTION
AT INTERNATIONAL EDUCATION INSTITIUTE, VIETNAM NATIONAL UNIVERSITY, HO CHI MINH CITY
Trang 2ADVISOR’S ASSESSMENT
Trang 3DECLARATION
I declare that the research: Factors Impact On Employee Career Satisfaction At
International Education Institute, Vietnam National University, Ho Chi Minh City, is
submitted solely for degree of Master of Science in Business Administration at OUM and has not been previously submitted for degree purpose to any other educational institute
Trang 4TABLE OF CONTENT ABSTRACT CHAPTER 1: INTRODUCTION 1 2 4 3 CHAPTER 2: LITERATURE REVIEW 1 2 3, 4 5
CHAPTER 3: HYPOTHESIS DEVELOPMENT cccsscsssssccsssssssessesassessesnesssssecternesses 16
CHAPTER 4; RESEARCH METHODOLOGY 18
1 SAMPLE ANDDATACOLLECTION se 18
2 QUESTIONNAIRE AND MEASUREMENT
Trang 5ABSTRACT
The study entiled “Factors impact on the employee career satisfaction at International Education Institute, Vietnam National University, Ho Chi Minh City” aims to identify the relationship between career satisfaction and the components that have an effect on the career satisfaction among staffs who are working at International Education Institute, Vietnam National University, Ho Chi Minh City (IEI-VNUHCM) In addition, this study also examines employees’ views on the different factors contributing to their satisfaction toward their current organization Those factors include (1) empowerment at work; (2) developmental experiences; (3) work-related expectancies; and (4) satisfaction with supervisor
In order to verify the effect mentioned in this research, these factors are measured by 48 observed variables Quantitative approach is the major method used to collect the primary data through structured questionnaires of 260 current staffs at IEI-VNUHCM
The findings of the study indicate that (1) empowerment at work; (2) developmental experiences; (3) work-related expectancies; and (4) satisfaction with supervisor were positively associated with career satisfaction The factor of work-related expectancies plays a crucial role and significantly affects employee’s career satisfaction at IEI The study recommends that IEI should pay attention to the HR policies for staffs in which a fit between the good reward and the well performance are created in order to ensure their motivations and satisfactions with their jobs Furthermore, the factor analysis for impacts on career satisfaction aims at contributing to the human resource planning at the research site and creating further satisfaction at work for the staffs at International Education Institute
Trang 6CHAPTERI: INTRODUCTION
1 Background of the study
Human Resource Management is getting more important to all managers in today's business for several reasons First, having a command of this knowledge will help the managers avoid the sorts of personnel mistakes they don’t want to make during managing process For example, no managers wants to hire the unsuitable person for the job; to experience high
turnover; to have the staffs not doing their best; to waste time with useless interviews; to
allow a lack of training to undermine department's effectiveness and to commit any unfair labor practices Second, effective human resource management can help ensure that the managers get results, through people Many managers, presidents, generals, governors and even supervisors have been successful even with inadequate plans, organizations, or controls because they had the knack of hiring the right people for the right jobs and motivating, appraising, and developing them Totally, people and their knowledge are the most important aspects affecting the productivity of the company In other words, the development of human resources is the most important issue in the development strategy in all organizations, especially in the current harsh competitiveness It is said that one of the key aspects of human resource management is to measure career satisfaction Companies must ensure that employers highly meet employees’ satisfaction, which is a prerequisite to increase productivity, responsiveness, quality and customer service
International Education Institute, Vietnam National University, Ho Chi Minh City was
Trang 7Improvement of Vietnamese education In recent years, [ElI has made great advances and achieved the success in operation Also, IEI provided quality human resources for the society in order to contribute in promoting the economic development and ensuring political
stability
However, IEI is facing the challenge of high employee turnover which may be harmful to its effective performance That was known as the unsolvable problem that made IEI face a difficult situation in order to remain its daily operation and cost management since it has to recruit new staffs many times Most of the IEI staffs are young labors with the educational background from university degree at least Additionally, the staffs with high educational level have more and more choices for their career path And the situation now is by far different from that of many years ago when the international integration is high and quick Therefore, it is easily considered that they are the most likely group of having intention to change job Most of them are willing to quit their current job if they don’t satisfy with their organization or if they have a better job’s offer from other organizations Thus, their decision of long-term commitment with IEI-VNUHCM would depend on the Human resource policy and Human resource practices at this organization
2 Problem Statement
Based on the above discussion, the study aims to identify the impact of empowerment at work, developmental experiences, work-related expectancies and satisfaction with supervisor on career satisfaction of employees at International Education Institute, Vietnam National University, Ho Chi Minh City
3 Objective of the study
Trang 8identify which are important factors that have effect significantly on employee career satisfaction Based on the empirical findings, the improvement suggestions will be provided as practical guidelines to enhance employees’ career satisfaction
4 Limitation of the study
Because of the time limitation, the scope of the research solely targets on the staffs of IEI with the limited sample-size About more than 250 staffs working for IEI will be taken for making survey and delivering questionnaires This means that the result of this study might not be applicable to the career satisfaction of other organization
5 Structure of the study
Trang 9CHAPTER2: LITERATURE REVIEW
1 Career satisfaction:
In business, employee career satisfaction or employee job satisfaction is not a new concept The concept was first mentioned and developed by Landsberger (1958) with the Hawthorne
effect Although he did not mention about job satisfaction in his studies, it is still be
considered the basic for the development of the job satisfaction concept Hawthorne effect had pointed out that employee works for purposes other than payment Since that time, several researches and studies had examined this concept
Job satisfaction is generally defined as an employee’s affective reactions to a job based on comparing actual outcomes with desired outcomes (Crenny, Smith, & Stone, 1992) It is generally recognized as a multifaceted construct that includes employee feelings about a variety of both intrinsic and extrinsic job elements (Howard &Frink, 1996) Porter and Steers (1973) argued that the extent of employee job satisfaction reflected the cumulative level of met worker expectations That is, employees expect their job to provide a mix of features (e.g., pay, promotion, autonomy) for which the employee has certain preferential values The range and importance of these preferences vary across individuals, but when the accumulation of unmet expectation becomes sufficiently large there is less job satisfaction and greater probability of withdrawal behavior (Pearson, 1991)
Career satisfaction is an important topic in career research because subjective feelings of success are related to many facets of work behavior and well-being (e.g., Abele &Spurk, 2009, Ng Eby, Sorensen, & Feldman, 2005) Career satisfaction as individuals’ idiosyncratic evaluations of their own careers is often seen as one central indicator of subjective career success (Abele, Spurk, &Volmer, 2011; Boudreau, Boswell, & Judge,
Trang 10individual's progress towards meeting difẨferent career-related goals (¢.g., income, achievement, development) and career-related successes
According to Greenhaus, Parasuraman, and Wormley (1990), career satisfaction measure the satisfaction with career success, an internally generated and defined career outcome Besides general satisfaction with career progress, the measure assesses the extent to which an employee has made satisfactory progress toward goals for income level, advancement, and
development of skill The Career Satisfaction Scale (CSS; Greenhaus, Parasuraman,
&Wormley, 1990; Hofmans et al., 2008) is a widely accepted measure of career satisfaction Career satisfaction correlated positively with having a job in general management, salary level, number of promotions received, perceptions of upward mobility, sponsorship within an organization, acceptance, job discretion, supervisory support, career strategies, perceived personal-organization value congruence, presence of an internal labor market, and job performance
The earliest and well-known study about factors that affect job satisfaction was the studies of Herzberg (1968) In his study Herzberg found out two important factors that affect job satisfaction: motivation and hygiene factors Motivation-hygiene theory factors pointed out that factors creating of job satisfaction were separate and distinct from factors that led to job
dissatisfaction Factors that led to job satisfaction are call motivators, include of
Trang 11of the concept of TQM practices, the set of factors expand rapidly More factors are examined and proven to have critical effect on employee job satisfaction Arsi et al (2012) use the elements of TQM practice to investigate their effects on employee job satisfaction and loyalty They suggested that top management commitment, employee empowerment, teamwork, job evaluation, employee compensation are critical factors of TQM practice that would positively impact employee job satisfaction Jun et al (2006) also investigated effects of TQM practice on employee job satisfaction They found that employee empowerment, teamwork, and employee compensation have a significant and positive influence on employee job satisfaction, also the improved employee job satisfaction leads to a higher level of employee’s organizational loyalty Another study that also used the concept of TQM practice is the study of Chang et al (2010), according to the study, employee job satisfaction can be improved through the inclusion of TQM practices associated with human resources These practices are employee empowerment, employee compensation, team-work and management leadership
2 Empowerment at work:
Trang 12employee self-efficacy “through the identification of conditions that foster powerlessness and through their removal by both formal organizational practices and informal techniques of providing efficacy information” Thomas and Velthouse (1990) extended this approach by specifying a more complete set of task assessments (meaningfulness, competence, choice, and impact) that determine intrinsic task motivation in workers and the individual’s orientation to his or her work role Meaning involves a fit between the requirement of a work role and a person’s beliefs values and behaviors (Brief & Nord, 1990; Hackman & Oldham, 1980) Competence refers to self-efficacy specific to work — a belief in one’s capability to perform work activities with skill (Gist, 1987) — and is analogous to agency beliefs, personal mastery, or effort-performance expectancy (Bandura, 1989) Self-determination is a sense of choice in initiating and regulating actions (Deci, Connell, & Ryan, 1989) Self-determination reflects autonomy over the initiation and continuation of work behavior and processes; making decisions about work methods, pace and effort are examples (Bell &Staw, 1989) Finally, impact is the degree to which a person can influence strategic, administrative, or operating outcomes at work (Ashforth, 1989) Together, these four cognitions reflect an active, rather than a passive, orientation to work role Thomas and Velthouse (1990) argued that the four dimensions combine additively
Trang 13and continuation of work processes and making decisions about work methods, pace and effort Impact is the degree to which a person can influence strategic, administrative, or operating outcomes at work A factor analysis showed that the 12 items all loaded on four factors corresponding to the dimensions of meaning, competence, self-determination, and impact (Gagne et al., 1997) In Kraimer, Seibert, and Liden (1999), confirmatory factor analysis in two samples collected at different points in time showed that the four empowerment dimensions were distinct from one another The meaning, competence, self- determination, and impact dimensions all correlated positively with job satisfaction (Spreitzer et al., 1997) Additional analysis in Spreitzer (1995) showed that self-esteem and information about an organization’s mission were both antecedents of empowerment In addition, both perceived managerial effectiveness and innovative behaviors were consequences of empowerment
3 Developmental Experiences:
Employee training provides opportunities to employees widen their experiences and ability to express higher performance at an organization When workers receive self development training, the level of their job satisfaction is higher than those without such training (Chang et al., 2010) Also, Herzberg (1968) found that employee job satisfaction is influenced when they have an opportunity for advancement of individual competencies through various training programs When employees attended to training programs, they gain self-confidence of making their jobs, they perceive career development opportunities and they think that
their companies make investment in them (Jun et al., 2006) As result of this positive
situations, employee job satisfaction increases
Trang 14role in staff development Work experiences contribute to development and career advancement involving supervisors, mentors and peers acting together, and they usually occur spontaneously and informally on the job (McCall et al., 1988) Developmental experience should be regarded as an institutionalized investment in employees
According Wayne, Shore, and Liden (1997), Developmental experiences was described the formal and informal developmental experiences a job affords employees The measure focuses on the extent to which an organization makes discretionary investments in formal and informal training and development of an employee In a factor analysis of the items used to measure developmental experiences, perceived organizational support, leader-member exchange, affective commitment, intentions to quit and employee favor-doing, the four items measuring development experiences loaded on a single factor by themselves Development experiences were correlated positively with the number of promotions an employee has received, perceived organizational support, affective commitment to the organization, and organizational citizenship behavior (Wayne, Shore, & Liden, 1997)
4 Work-related Expectancies
Trang 15efficacy, and are gained by fulfilling higher level personal needs, such as self - esteem and personal growth, and the individual can exercise a degree of personal control over these Expectancies related to work is defined as the extent to which employees believe that higher levels of job performance will be rewarded (Eisenberger, Fasolo, and Davis-LaMastro, 1990) The measure assesses employee expectancies about the relationship of better performance with increased pay, promotions, and job security It also assesses employee expectancies that better performance will lead to increased influence, supervisory approval, and recognition Factor analysis of the nine items found two factors for work-related expectancies One dimension captures expectancies about pay and promotion rewards The other dimension describes expectancies about approval and recognition The two factors were consistent across samples of hourly workers and managers (Eisenberger et al., 1990) Expectancies for pay, promotion rewards and approval, recognition, influence both correlated positively with perceived organizational support, job satisfaction, participation in decisions and job involvement
5 Satisfaction with supervisor
Trang 16has been found to be related to employee job satisfaction
Currently, available job satisfaction questionnaires are also inadequate for measuring the satisfaction with the supervisor construct For one, they are intended to assess satisfaction with multiple job facets, only one of which is supervision Locke’s (1976) Value-Percept Theory of Job Satisfaction, for example, holds that job satisfaction is influenced by events (ie., pay, benefits, working condition, promotion and recognition) and agents (i.e., coworkers, immediate supervisors, and the management structure as a whole)
Trang 17CHAPTER3: HYPOTHESIS DEVELOPMENT
Upon the literature review, there is not enough theoretical background that can cover all factors affecting the employees’ satisfaction on their career And, although different research brings out different sets, there are still some main elements considered to be crucial factors that appeared on most of the researches Based on the previous researches about career satisfaction or job satisfaction and the current situation at IEI, the model will be featured in order to obtain the objective and further analyses by the variables such as empowerment at work, developmental experiences, work-related expectancies and satisfaction with supervisor which are believed to have impact on the career satisfaction of staffs working at International Education Institute, Vietnam National University, Hochiminh City
This study hypothesizes that:
- H1: Empowerment at work positively affects employee career satisfaction - H2: Developmental Experiences positively affects employee career satisfaction - H3: Work-related expectancies positively affects employee career satisfaction - H4: Satisfaction with supervisor positively affects employee career satisfaction
Trang 19CHAPTER 4; RESEARCH METHODOLOGY
1 Sample and data collection
The hypothesized framework of this study was tested by collecting data from the employees who are working at IEI-VNUHCM The structured questionnaires were directly and conveniently delivered to 260 full time employees under the assistance of the Board of director and the administration department
Quantitative method aims to provide reliable and hard statistics It “uses closed-ended questions, enabling the researcher to determine the exact percentage of people who answered yes or no to a question or who selected answer a, b, c, or d on a questionnaire One of the most common quantitative research techniques is the survey in which researchers sample the opinions of a large group of people” (Advertising & Marketing Tips, 2008) While the research is on employees” satisfaction on the career, this method proves to be absolutely suitable The most important point here is how to have a sample which can represent a particular group and how to design a reasonable questionnaire As long as these two mentioned things are satisfied, the research will produce the precise results as expected 2 Questionnaire and measurement
Trang 20Career satisfaction was measured with 5 items adapted from Greenhaus, Parasuraman, and
Wormley (1990), which assessed the degree to which the individual has progressed toward income, advancement, and skill development goals as well as general satisfaction with career progress Reported coefficient alpha values range from 83 to 89 (Aryee, Chay, & Tan,
1994; Greenhaus et al., 1990; Seibert, Crant, &Kraimer, 1990) No Items(rated from 1=strongly disagree to 5=strongly agree) 13 | Iam satisfied with the success I have achieved in my career I am satisfied with the progress I have made toward meeting my overall career 14 goals 15 | Lam satisfied with the progress I have made toward meeting my goals for income I am satisfied with the progress [ have made toward meeting my goals for 16 advancement
I am satisfied with the progress I have made toward meeting my goals for the
"7 development of new skills
Trang 21
No Items(rated from | = strongly disagree to 5 = strongly agree) 7 | [have significant autonomy in determining how I do my job 8 | Ican decide on my own how to go about doing my work 9 | Ihave considerable opportunity for independence and freedom in how I do my job 10 | My impact on what happens in my department is large 11 | Ihave a great deal of control over what happens in my department 12 | [have significant influence over what happens in my department
Developmental experiences was measured with 4 items adapted from Wayne, Shore, and Liden (1977), which assesses the extent to which organizations invest in formal and informal training and development for employees Reported coefficient alpha was 87 (Wayne, Shore, and Liden, 1977) No Items(rated from 1 = strongly disagree to 5 = strongly agree) In the positions that I have held at IEI, I have often been given additional 18 challenging assignments
In the positions that I have held at IEI, I have often been assigned projects that 19 have enabled me to develop and strengthen new skills
No Items(rated from 1= a very small extend to 5 = a very large extent)
Besides formal training and development opportunities, to what extent have your 20 | managers helped to develop your skills by providing you with challenging job
assignments?
Regardless of your company’s policy on training and development, to what extent 21 | have your managers made a substantial investment in you by providing formal
training and development opportunities?
Trang 22
expectancies and approval/recognition expectancies Reported coefficient alpha values ranged between 77 and 89 (Eisenberger et al., 1990; Smith & Brannick, 1990)
No | Items(rated from I = definitely not part of my job to 5 = extremely true of my job)
It is more likely that I will be given a pay raise or promotion at my company if I 40 finish a large amount of work It is more likely that I will be given a pay raise or promotion at my company if I do 41 high-quality work 42 Getting work done quickly at my company increases my chances for a pay raise or promotion 43 | Getting work done on time is rewarded with high pay at my company Completing my work on time gets me approval from my immediate supervisor at 44 my company
45 My immediate supervisor at my company gives me more recognition when I get a lot of work done
46 If I get my job done on time, I have more influence with my immediate supervisor at my company
47 My immediate supervisor at my company pays added attention to the opinions of the best workers
48 | When I finish my job on time, my job is more secure at my company
Trang 23
No Items(rated from 1 = strongly disagree to 5 = strongly agree) 25 | My supervisor’s fairness in appraising my job performance
26 | The way my supervisor is consistent in his/her behavior toward subordinates 27 | The way my supervisor helps me to get the job done
28 | The way my supervisor gives me credit for my ideas 29 | The way my supervisor gives me clear instruction
30 | The way my supervisor informs me about work changes ahead of time 31 | The way my supervisor follows through to get problems solved
32 | The way my supervisor understands the problems I might run into doing the job 33 | The way my supervisor shows concern for my career progress
34 | My supervisor’s backing me up with other management
35 | The frequency with which I get a pat on the back for doing a good job 36 | The technical competence of my supervisor
37 | The amount of time I get to learn a task before I’m moved to another task
38 | The time I have to do the job right
39 | The way my job responsibilities are clearly defined
Trang 24CHAPTER5: RESULTS
1 Reliability analysis through Cronbach’s coefficient alpha
Reliability analysis was used in this chapter and there were 260 respondents involved in the measurement scale Table 1 shows the result of reliability analysis of four independents variables and a dependent variable The range of reliability was from 0.849 to 0.906 among the factors The highest reliability result was empowerment at work (0.906) followed by work-related expectancies which was 0.878, developmental experiences (0.876) and the lowest was promotion criteria (0.850) Therefore, the result was acceptable, indicating good subscale reliability which was valid to measure the opinions of employee
Table 1: Testing reliability with Cronbach’s coefficient alpha Variables Cronback’s Alpha |_ N of items Empowerment at work 906 12 Developmental experiences 876 4 Work-related expectancies 878 9 Satisfaction with supervisor 849 18 Career satisfaction(dependent) 862 5 2 Descriptive statistics:
Trang 25Table 2: Result of Descriptive analysis Variables N | Minimum | Maximum | Mean ¬—— Empowerment at work 260 1.25 5.00| 3.7067 -65855 Developmental experiences 260 1.29 5.00) 3.5511 59133 Work-related expectancies 260 | 1.33 5.00 | 3.6731 57769 Satisfaction with supervisor 260 1.25 5.00] 3.8750 63804 Career satisfaction 260 1.25 5.00, 3.7558 68136 Valid N (listwise) 260
3 Correlations between variables
The results of correlation coefficients as showed in Table 4 below indicate that there were significant relationships between the dependent variable, CSN (career satisfaction), and the independent variables: EAW (empowerment at work), DES (developmental experiences),
WRE (Work-related expectancies) and SWS (Satisfaction with supervisor) In these
Trang 26higher level in employee motivation in order to contribute to the efficient performance of the research site Table 3: Variables’ Correlations
EAW DES WRE SWS CSN
EAW Pearson Correlation 1| 679(#*) | 616(**) | 597*) | 684(*) ke +x ee +e Sig (2-tailed) 000 000 000 000 N 260 260 260 260 260 DES Pearson Correlation .679(**) x# 1} 608(**) | 544(**) | 674(**) *# +k +e Sig (2-tailed) 000 000 000 000 N 260 260 260 260 260 WRE Pearson Correlation .616(**) | 608(**) + *# 1| 579¢**) | 704¢**) +e + Sig (2-tailed) 000 000 000 000 N 260 260 260 260 260 SWS Correlation Pearson 597(**) S44(**) | 5 79(**) ee | ee xe 1| 701(**) x* Sig (2-tailed) 000 000 000 000 N 260 260 260 260 260 CSN Pearson Correlation 684(**) | 674(**) | 704(**) | 701(**) Ke ee *# x# 1 Sig (2-tailed) 000 000 000 000 N 260 260 260 260 260 ** Correlation is significant at the 0.01 level (2-tailed) Note:
EAW: Empowerment at work; DES: Developmental experiences; WRE: Work-related expectancies; SWS: Satisfaction with supervisor; and CSN: Career satisfaction
4 Regression:
According to the result of coefficient between each independent variable and employee
Trang 27hypothesis are supported because these variables satisfy the condition that R squares are more than 0, Betas have positive relationship with hypothesized model and Significances are less than 0.05 This means that the hypothesis is supported and four independent variables indicated positive effects on employee career satisfaction
Firstly, the result of coefficient between empowerment at work and employee career satisfaction shown in table 5 indicated that the variable of empowerment at work has a significant positive relationship with (B=0.684) and (p < 0.000) It means that empowerment at work contributes more than 68% to the employee career satisfaction
Secondly, the result of coefficient between developmental experiences and employee career satisfaction shown in table 6 indicated that the variable of developmental experiences has a significant positive relationship with (8=0.674) and (p < 0.000) That means developmental experiences contribute more than 67% to the employee career satisfaction
Thirdly, the result of coefficient between work-related expectancies and employee career satisfaction shown in table 7 indicated that the variable of work-related expectancies has a significant positive relationship with (B=0.704) and (p < 0.000) That means work-related expectancies contribute more than 70% to employee career satisfaction
Trang 28Table 4: Summary of Coefficients between independent variables and Career satisfaction Variables R Square Beta Sig EAW 468 684 000 DES 454 674 000 WRE 495 704 000 SWS 491 701 000 Note:
- Predictors: EAW (Empowerment at work); DES (Developmental experiences); WRE (Work-related expectancies); SWS (Satisfaction with supervisor)
- Dependent variable: CSN (Career satisfaction)
The following tables showed the detail result of coefficient between each independent variable and employee career satisfaction:
Table 5: Coefficients between EAW and CSN Unstandardized Standardized Model Coefficients Coefficients t Sig B Std Error Beta 1 (Constant) 1.131 177 6.398 000 EAW 708 047 684 15.076 000 Note:
- Dependent Variable: CSN (Career satisfaction) - Predictor: EAW (Empowerment at work)
- Model summary: R? = 0.468
Trang 29Table 6: Coefficients between DES and CSN Unstandardized Standardized Model Cocfficients Coefficients t Sig B Std Error Beta 1 (Constant) 999 191 5.234 000 DES 776 053 6074 14.648 000 Note:
- Dependent Variable: CSN (Career satisfaction) - Predictor: DES (Developmental experiences) - Model summary: R? = 0.454 - ANOVA: F = 214.560, Sig = 000, p < 0.001 Table 7: Coefficients between WRE and CSN Unstandardized Standardized Model Coefficients Coefficients t Sig B Std Error Beta 1 (Constant) 707 194 3.645 000 WRE 830 052 704 15.909 000 Note:
- Dependent Variable: CSN (Career satisfaction) - Predictor: WRE (Work-related expectancies) - Model summary: R? = 0.495
- ANOVA: F = 253.105, Sig = 000, p < 0.001
Trang 30Table 8: Coefficients between SWS and CSN Unstandardized Standardized Model Coefficients Coefficients t Sig B Std Error Beta 1 (Constant) 857 186 4.600 000 SWS 748 047 701 15.767 000 Note:
- Dependent Variable: CSN (Career satisfaction) - Predictor: WRE (Work-related expectancies) - Model summary: R?=0.491
Trang 31CHAPTER6: DISCUSSION AND RECOMENDATION
This study presented empirical evidence regarding the factors affecting employee career satisfaction as well as provided reliable scales to measure theoretical dimensions such as empowerment at work, developmental experiences, work-related expectancies, satisfaction with supervisor and career satisfaction The findings of this study are not new in term of factors affecting employee career satisfaction
The analysis proved that the most important factor impacting on career satisfaction for employees working at International Education Institute, Vietnam National University, Ho Chi Minh City, was the employees expectancies related to work such as pay, promotion and job secure This means that the employees will have the motivation for better performance and will satisfy with their career when they are rewarded with their performance Besides, the employees’ satisfaction with their supervisor also impacts strongly on their career satisfaction The concern of the supervisor shown at their positive feedback, their guidance to improve the work efficiency or their recognition, can help the employees feel that their performance are approved and respected by the manager, leading to the increase of employees’ intrinsic motivation This concern also increases the employees’ beliefs in the management and organization In addition, the empowerment at work and the opportunities of being developed the working skills make the employees at IEI- VNUHCM satisfy in order to perform work well through their creative ideas
Trang 33CHAPTER7: CONCLUSION
All the objectives of this study have been successfully obtained: examining the influence of
the factors (including empowerment at work, developmental experience, work-related
Trang 34REFERENCES
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Trang 37APPENDIX 1: STRUCTURED QUESTIONAIRE
QUESTIONAIRE
A STUDY ON EMPLOYEE CAREER SATISFACTION Dear Colleagues,
The questionnaire ts aimed to obtain information concerning the factors which impact on employee career satisfaction at International Education Institute VNU-HCM Your answer will be helpful in supporting me to fulfill my study as the requirement for MBA Degree at Open University Malaysia (OUM) All of your answers will be confidential and will only be used for the study’s purpose In case you have any questions regarding the survey, please call Nhu Nguyen at 0918 665 445
Thank you very much for your time and suggestions
Direction: Please read each item carefully and circle one of the scales mentioned at each
part to indicate your reaction Strongly Strongly No Items disagree Disagree | Neutral | Agree agree
1 | The work I do is very important to me 1 2 3 4 5 2 My job activities are personally meaningful 1 2 3 4 5
to me
3 | The work I do is meaningful to me 1 3 5 4 | lam confident about my ability to do my job 1 3 5
I am self-assured about my capabilities to
5 perform my work activities 1 2 3 4 5
6 I have mastered the skills necessary for my t 2 3 4 5 job 7 I have significant autonomy in determining I 2 3 4 5 how I do my job 8 1 can decide on my own how to go about I 2 3 4 5 , doing my work
I have considerable opportunity for
Trang 38Strongly + Strongly No Items disagree Disagree | Neutral | Agree agree
B I am satisfied with the success I have 1 2 3 4 5
achieved in my career
I am satisfied with the progress I have made
14 : 1 2 3 4 5
toward meeting my overall career goals I am satisfied with the progress I have made
15 toward meeting my goals for income - 1 2 3 4 5 I am satisfied with the progress I have made
16 toward meeting my goals for advancement - 1 2 3 4 $ I am satisfied with the progress I have made
17 | toward meeting my goals for the development 1 2 3 4 5 of new skills
Strongly Strongly No Items disagree Disagree | Neutral | Agree agree
In the positions that I have held at IEI, I have
18 | often been given additional challenging 1 2 3 4 5
assignments
In the positions that I have held at IEI, I have
19 often been assigned projects that have 1 2 3 4 5
enabled me to develop and strengthen new skills
A very A very No Items small A small Somewhat A large large
extent extent Besides formal training and development
opportunities, to what extent have your
20 | managers helped to develop your skills by 1 2 3 4 5 providing you with challenging job
assignments?
Regardless of your company’s policy on traming and development, to what extent
21 | have your managers made a_ substantial 1 2 3 4 5 mvestment in you by providing formal
training and development opportunities?
Neither
Very Somewhat l Somewhat | Very No Ttems dissatisfied | dissatisfied ơ- ôeast satisfied or dissatisfied satisfied | satisfied ' $
The way my supervisor listens
22 | when I have something important 1 2 3 4 5 to say
2 The way my supervisor sets clear 1 2 3 4 5 work goals
The way my supervisor treats me
24 when I make a mistake ! 2 3 4 5
25 My supervisor’s fairness ín 1 2 3 4 5 appraising my job performance
The way my = supervisor 1S
26 | consistent in his/her behavior 1 2 3 4 5 toward subordinates
Trang 39
No Items dissatisfied Very Somewhat dissatisfied Neither satisfied or dissatisfied satisfied Somewhat | Very satisfied 27 The way my supervisor helps me to get the job done 3 28 The way my supervisor gives me credit for my ideas 29 The way my supervisor gives me clear instruction 30 The way my supervisor informs me about work changes ahead of time 31 through to get problems solved The way my supervisor follows
32 The understands the problems I might way my _— supervisor run into doing the job 33 The way my supervisor shows concern for my career progress 34 My supervisor’s backing me up with other management 35 The frequency with which I get a pat on the back for doing a good job 36 The technical competence of my supervisor
37 The amount of time I get to learn a task before I’m moved to another task 38 The time I have to do the job right 39 The way my job responsibilities are clearly defined No Items Definitely not part of my job Somewhat not part of my job Uncertain Somewhat true of my job Extremely true of my job 40
It is more likely that I will be
given a pay raise or promotion at
my company if I finish a large amount of work
41
It is more likely that 1 will be
given a pay raise or promotion at my company if I do high-quality
work
42 Getting work done quickly at my company increases my chances for a pay raise or promotion
43 Gettmg work done on time is
rewarded with high pay at my
company
44 Completing my work on time gets me approval from my
immediate supervisor at my
Trang 40
Definitely | Somewhat Somewhat | Extremely No Items not part of | not partof | Uncertain | true ofmy | true of my
my job my job job job company
My immediate supervisor at my company gives me more
45 recognition when I get a lot of ! ? 3 4 :
work done
If I get my job done on time, I
46 have more influence with my 1 2 3 4 5
immediate supervisor at my company
My immediate supervisor at my
47 company pays added attention to 1 2 3 4 5 the opinions of the best workers
When I finish my job on time,
48 | my job 1s more secure at my 1 2 3 4 5
company
OTHER COMMENTS
Finally, please tell us a little about yourself What is your gender?
1 Male O Female
How old are you?
What 1s the highest level of education you have completed?
HH College (2 Bachelor 4 Master ‘3 Doctorate
How long have you work at IEI?
1 Less than l year
1 1-3 years 1 3-5 years
ñ_ More than 5 years