EMPLOYEE’ JOB SATISFACTION IN VIETNAMESE ORGANIZATION

BỘ GIÁO DỤC VÀ ĐÀO TẠO NHA TRANG UNIVERSITY ECONOMIC OF FACULTY - - ESSAY: EMPLOYEE’ JOB SATISFACTION IN VIETNAMESE ORGANIZATION Teacher: Hà Việt Hùng Group 1 Lý Dương Hồng Phan Nhật Thy Nguyễn Thị Minh Trang Vũ Quang Vinh Vũ Ngọc Bách Class: 61QTKDCLC 11, tháng năm 2021 I Theoretical Basis Job Satisfaction - When people talk about employee attitudes, they usually mean job satisfaction, which describes a positive feeling about a job, resulting from an evaluation of its characteristics A person with a high level of job satisfaction holds positive feelings about his or her job, while a person with a low level holds negative feelings - A positive feeling about one’s job resulting from an evaluation of its characteristics Benefits From Employee Job Satisfaction Human resources are a decisive factor for the development of organizations (Wheeland, 2002) To create loyalty and commitment to the organization, it is necessary to create employee satisfaction with the work they are doing Job satisfaction and loyalty will help the organization reduce the costs of recruitment, training and motivate employees to work with high labor productivity Highly skilled and experienced employees often get the job done efficiently in less time than new and inexperienced employees The influence of the quality of work, the capacity of the staff has been recognized by quality researchers Research by Saari and Judge (2004) also shows that job satisfaction has an impact on employee's job performance In general, studies show that job satisfaction will lead to employee loyalty, fewer resignations or less strikes or increased union activity (Saari and Judge, 2004) Factors Affecting Employee Satisfaction 3.1 Nature of work According to Robbins et al (2003, p 77), the nature of the job is the degree of work that gives employees interesting tasks, opportunities to learn and develop themselves, opportunities for obligation and responsibility about work results Robbins (1993), employees who enjoy their work give them 37 opportunities to demonstrate competence and be mentally enjoyable (quoted in Luddy, 2005, p 45) Employees will work hard and better when they perform jobs that match their skills and knowledge; have the opportunity to grow in the work field; receive positive feedback; give great responsibilities; allow them to have autonomy and take on challenging tasks that will create excitement and improve performance Morrison (1993), the nature of the work creates a challenging experience that encourages the creativity and self-expression of employees One of the reasons for the job satisfaction of Macau civil servants is reduced by carrying K.Y.Mak and Jacky F.L Hong (2010) pointed out that due to the specifics of work in the public sector according to the existing process, there are few changes, not facing many new challenges Employees can describe the nature of their work as routine or change, employees can quit their jobs if they realize that Managers prevent losing their creativity, a challenging job that will satisfy employees 3.2 Training and promotion opportunities Promotion opportunity is a form of assessment to improve the effectiveness of employees in the working process The higher the job position is equivalent to the great job pressure and responsibility so the organization of selecting staff for these positions is always carefully considered and arranged Therefore, training is an important factor to help employees develop themselves; enhancing professional qualifications; making the most of their ability; practicing the skills necessary for career advancement opportunities Understanding the needs of staff training and development will help them feel they have to strive hard at work, try to get many achievements, want to take on important, challenging jobs to deserve the 38 organizational beliefs in using people When employees feel that promotion opportunities are high, they feel motivated to work hard to achieve their organizational goals of being appointed to a higher and higher position (Dessler, 2008) In contrast, employees who are dissatisfied with advancement opportunities within the organization often express a large intention to leave the organization (Shields & Ward, 2001) 3.3 Salaries and benefits Salary is a fixed amount of money paid to an employee, usually measured on a monthly or annual basis Benefits are the things that an employee gets from his or her work unit in addition to the salary he or she receives Benefits that employees are interested in include social insurance, health insurance, legal leave, sick leave, and private work when needed, retirement allowance, housing, travel, Bonus for performance, overtime pay In an organization, salary is a tool to maintain good employees, attract talented people, stimulate employees to work effectively and comply with regulations of laws such as minimum salary, overtime wages Today, many organizations are willing to pay higher salaries to have employees who meet the requirements of work experience, competencies and skills This makes employees with high-salary levels feel valued themselves, satisfied with their efforts and maintain high performance to bring efficiency to the organization Robbins (2003) emphasizes that compensation is fair and consistent with employee's expectations, is a determinant of job satisfaction Therefore, the organization's reward system is highly correlated with employee job satisfaction, Greenberg and Baron (1993) Unclear bonus system leads to inconsistencies and inequities in the work environment and is important for the organization so that employees are aware of these bonuses, which will eliminate misunderstanding among employers employers and employees According to Chung (1997), low salary will not create competition and lead to unhappiness and dissatisfaction Organizations should try as much as possible to make salaries competitive to encourage their employees to work hard and satisfy their job Uncompetitive salary abandon employees' motivations and lead to dissatisfaction and tend to leave their organizations and move to other organizations according to Banjoko (2006) (quoted in Adeniji, 2011) 3.4 Leadership According to McFarland and Morris (1984), leaders exercise unit or organization management to control the work of their unit (cited in Adeniji, 2011) According to Carrell, Elbert, and Hatfield (1998), satisfaction is increased when there is a good leader and the employee is aware of a great leader Lax supervision develops in a work environment when leadership is insensitive, incompetent, and indifferent, leading to employee dissatisfaction with the job Weak supervision includes unfair treatment and failure to address employee problems leading to job dissatisfaction (Chung, 1997), (quoted in Adeniji, 2011) A good leader is aware of the employee's need for responsibility, recognition and growth If employees lack the skills to the job correctly, they will feel frustrated and dissatisfied A leader with weak supervision skills, incompetent, selfish, and emotionless will create dissatisfaction in the organization A good supervisor provides information and advice to employees when needed and also emphasizes personal responsibility and accountability to create a comfortable work environment for completing 40 jobs According to Mc McFarland et al (1984), if the work environment where employees not receive leadership support or feel unfair treatment, they tend to distrust the leader and feel hopeless and lead to dissatisfaction at work Manager's professional competence, social communication, and openness are among the factors that maintain the outside, including fairness, a manager's willingness or unwillingness to so assign responsibilities or are willing to teach colleagues, provide feedback, and encourage staff (Castillo, 2004) 3.5 Colleagues Relationships with co-workers include the treatment of individuals to each other The relationship between employees and colleagues is one of the external factors There are many studies on the relationship of employees with colleagues and this is the factor affecting job satisfaction (quoted in Best Edith Elizabeth, 2006) Experimental results from a study conducted by Acuna, Gomez, and Juristo (2009) show that working in a team is closely related to the ability to learn new things as well as the factors that extend the job was found to be positively related to job satisfaction Having friendly and helpful colleagues also contributes to job satisfaction (Kreitner, Kinicki & Cole, 2003) Billingsley's research shows that co-workers' support and interaction affect employee's job satisfaction in cases of support or cooperation between colleagues for good work, higher satisfaction 3.6 Working Conditions Herzberg et al (1959) defined the external motivator of 41 working conditions as deadlines for job completion, available resources to complete the job as well as the working environment The working environment is always interested in employees because the working environment is related to personal convenience but at the same time, it is also a factor that helps them fulfill their tasks Workers not like dangerous, unfavorable and inconvenient working environments Temperature, light, noise and other environmental factors should be appropriate Furthermore, many workers prefer to work close to their home, modern working facilities and with suitable equipment Research in Cyprus (cited in Best Edith Elizabeth, 2006) has cited working conditions as a major cause of dissatisfaction with employees' jobs, Planandanond et al (2004) reported shows that based on working conditions, satisfaction can be predicted 3.7 Performance evaluation This is a very important job in the human resource management of agencies and enterprises Evaluate performance related to the organization's long-term success; measure the employee's performance of the job, evaluate the employee's contribution to the organization over a period Performance evaluation will be a control mechanism, provide feedback not only for each individual but also to evaluate the organization on the work in progress, help administrators know whether employees are going to the right target, according to the way and the desired standard or not Performance assessment plays an important role in ensuring the behavior that the employee performs on the job is consistent with the organization's strategy In addition, performance assessment also provides information for human resource planning such as training, compensation, commendation, staff transfer and organizational structure improvement II Situation: Study on satisfaction of officials and public officers Da Nang City department of industry and trade RESEARCH SUBJECTS - The employees surveyed in the study are civil servants and public employees in the positions of experts and departmental managers of the Danang Department of Industry and Trade and units under the Department - The object of the study is the level of job satisfaction of the company officials and employees of Da Nang Department of Industry and Trade and factors affecting job satisfaction of employees of Danang Department of Industry and Trade RESEARCH SCALE - Scale of content: Research on factors affecting job satisfaction and job satisfaction level of civil servants of Da Nang Department of Industry and Trade - Scale of space: The scope of space is limited at the Da Nang Department of Industry and Trade and the units under the Department - Scale of time: The study period was from December 31, 2014 to June 30, 2015 RESEARCH CONDITION In recent years, “brain drain” has become more common due to many reasons: - Because of low income, civil servants often many jobs to increase income - Young people who have a progressive spirit prefer to work in private enterprise - The working environment of civil servants lacks conditions to create motivation for development, financial compensation stills low → “ Research on factors affecting job satisfaction and job satisfaction level of civil servants of Da Nang Department of Industry and Trade” is necessity to make administrative reform effective and contribute to the development of Da Nang City FACTORS AFFECTING EMPLOYEE SATISFACTION - Nature of work - Training and promotion opportunities - Wages and benefits - Leadership - Colleagues - Working Conditions - Performance evaluation RESULTS - The criteria of the scale of the nature of the job, training, and promotion have a grade rating (normal rating) - Most of the criteria are wages with normal assessment, only first criteria – “Participating agencies fully pay insurance according to regulations”, with an agreed rating The Department of Industry and Trade, like other state agencies, benefits for employees such as social insurance and health care regimes that comply with state regulations - On the scale "Performance evaluation" with second criteria – “Fair evaluation among employees" with an average level of agreed rating The rest of the criteria are normal - The interviewed employees all have a high level of agreement with the criteria of the leadership scale such as “Employees receive a lot of support from their leaders”, “Leaders listen to the views and thoughts of employees are treated fairly, capable leaders, vision, and management ability” However, the employees not feel that “the leadership values talent and contribution”, the rating of this criterion is only average - The criteria on the “Colleagues” scale are also at the agreed level However, the criterion "Colleagues are willing to help and coordinate at work" has a normal rating - On the scale of working conditions, staffs agree with two criteria “Employee's workplace is very hygienic, clean” and “The employee's workplace atmosphere is very friendly” Besides, two criteria “Fully equipped with the necessary equipment” and “Employees not have to worry about losing their jobs” with a normal rating - On the satisfaction scale, although the staff asked, most of them answered that they were satisfied with the agency However, they not really like their current job and want to stick with the agency for a long time III SOLUTION The issue of training and promotion - The Department has to plan an annual training, the right to send a training plan right expertise, right people with the right job For the contingent of cadres and civil servants incumbent, depending on demand and planning staff - The Department can train, foster and train public service enforcement skills and ability to undertake the work of cadres and civil servants - The Department must pay more attention to the quality and effectiveness of the program your training Attention should be paid to the results of training and effective for mocking civil servants after completing the program by collecting staff's comments on the quality and applicability of the training program, from that adjust the content of the training if the program is organized by the Department and give opinions and consultations advises the Department of Home Affairs or the other agency in charge of the development of the chapters training program suitable to the needs of the civil servants of their Department -The Department focuses on civil servant’ promotion policy that planning and recommending management staff must be based on competencies, professional qualifications, fairness, and impartiality The Department must notify the entire civil servants of those who have competence and effort at work will be regularly involved in the capacity development training course to be considered in planning higher positions - The Department needs to perform well in the planning of cadres, focusing on training young and capable cadres and have incentive policies to exploit the potential of our employees Besides, the Department should continue to select and consider appointing planning staff to vacant positions in the entire Department of management or replacing ineffective positions The problem of the nature of the work - The Department should complete descriptions of job positions, clearly define tasks, internal content of each department, each specific employee to be specific, streamline workflow and serve as a basis for assessment work performance later - It is necessary to boldly swap job positions when detecting that an employee is not also suitable for the job position being done, if the employee requests it changing positions to suit individual leadership competencies should also be considered resolved to bring high working efficiency - The Department needs to regularly organize seminars to share experiences in the work of each department, communicating learning, making difficulties often encountered As such, employees in different departments have can clearly understand the nature and characteristics of the work in other departments and be aware of the relationship, the linkage between departments as well as understanding what they are doing the undertaking is of certain importance to the general operation of the entire Department The issue of performance evaluation - The Department needs to perform well internal audits for each department, Department, and individuals in the entire Department in a timely and complete Manner and regularly there are inspections unusual failure to notify civil servants before checking the time and effect The Department should also have a meeting to report on the results of the assessment regular work of civil servants every month to take corrective and timely measures time of handling sanctions, commendation - The Department should build reasonable, clear, and appropriate evaluation criteria Due to the different nature of the work, if the same frame is used achievement prices will be difficult to accurately score So, the Departments propose their own evaluation criteria mini and follow the framework standard evaluation so that leaders can properly evaluate the results of each individual in the ministry's different parts - The civil servants' working results should be recorded in a fair and accurate effort their power through the voting forms of civil servants by month, quarter, year The department should be taken rewarding regulations or being considered for salary, bonuses, or career advancement Leadership issues - Leaders need to note the advice of staff, issues, any reasonable output that can be used to comment with the superior leaders, consult of civil servants in solving problems that arise at work, sharing information in the expertise, obtained many good solutions from employees, helping employees see the relationship between the work they are doing and the results that the department is achieving - Leaders need to properly evaluate the capabilities of employees and facilitate their complete quests with great efficiency It is important to things, when properly evaluating public performance capacity employee work will increase work efficiency - The leader must create favorable conditions in the job employees find that the work they are doing is in accordance with their expertise, care skills, as well as being able to help them develop their career and productivity - Department leaders need to constantly improve their knowledge, management skills, and improve their own management capacity At the same time, it is necessary to have a vision in decision making and work settlement to lead the organization to further development Salaries and benefits -About bonus and welfare: + Monthly, when the Department exceeds the set plan, have initiatives to improve the association co-evaluation, recognition, and review of the annual work results of civil servants + The Department should give out the typical civil servants to vote for the lift salary ahead of time to motivate civil servants to work - The management of public finance: it is necessary to manage and calculate appropriately save more spending, take that source to increase income for officials and public function Therefore, the practice of thrift against waste in administrative agencies is also a solution to contribute to improving the labor activeness of cadres and civil servants SOURCES: http://thuvien.due.udn.vn:8080/dspace/bitstream/TVDHKT/29830/2/LUAN%20V AN.pdf Organizational-Behavior-15e-Stephen-p-Robbins-Timothy-a-Judge-pdfqwerty.pdf Họ tên Công việc giao Mức Đóng độ góp vào hồn tổng thành nhóm Vũ Ngọc Bách Thực trạng + giải pháp 60% 10% Vũ Quang Vinh Cơ sở lí thuyết 100% 20% Phan Nhật Thy Thực trạng + giải pháp + kiểm 100% 23,3% 100% 23,3% 100% 23,3% tra, bổ sung Lý Dương Hồng Cở sở lí thuyết + tổng hợp word + làm slide thuyết trình Nguyễn Thị Minh Trang Thực trạng + giải pháp + kiểm tra, bổ sung ... regularly involved in the capacity development training course to be considered in planning higher positions - The Department needs to perform well in the planning of cadres, focusing on training young... factors affecting job satisfaction of employees of Danang Department of Industry and Trade RESEARCH SCALE - Scale of content: Research on factors affecting job satisfaction and job satisfaction. .. supervision develops in a work environment when leadership is insensitive, incompetent, and indifferent, leading to employee dissatisfaction with the job Weak supervision includes unfair treatment