Shu - Te University Graduate School of Business and Administration
Master
“Employee Job Satisfaction Survey at Trung Hai
Hai Duong Cement Joint Stock Company, Vietnam”
Student: Nguyen Trong Dieu
Advisor: 1. Dr. Shu-Cheng Lee Advisor: 2. Dr. Nguyen Ngoc Dien
September, 2012
Shu-Te University
Graduate School O
f Business
Am
inistration
Thesis
Employee Job Satisfaction Survey at Trung H
ai H
ai Duong C
ement Joint Stock C
ompany , V
ietnam
Nguyen Trong D
ieu
September , 2012
Employee Job Satisfaction Survey at Trung Hai Hai Duong Cement Joint Stock Company, Vietnam
Student: Nguyen Trong Dieu
Advisor: 1. Dr. Shu-Cheng Lee
Advisor: 2. Dr. Nguyen Ngoc Dien
A Thesis
Submitted to the Graduate School of Business Administration
College of Management Shu-Te University
In Partial Fulfillment of the Requirements For the Degree of
Master of Business Administration
September, 2012
Graduate Student of Shu-Te University
Recommendation Letter from Thesis Adviser
This Student, Nguyen Trong Dieu, whose thesis entitled
“Employee Job Satisfaction Survey at Trung Hai Hai Duong
Cement Joint Stock Company, Vietnam”, is under my advisory
and agree to submit for examination.
Adviser : Co-Adviser :
Date : ...... / ..... / ......
i
Shu-Te University
Graduate School of Business Administration
“Employee Job Satisfaction Survey at Trung Hai Hai Duong Cement Joint Stock Company , Vietnam”
Student: Nguyen Trong Dieu
Advisor: Dr. Shu-Cheng Lee Co-Advisor: Dr. Nguyen Ngoc Dien
ABSTRACT The main purpose of this study is to detect the factors affecting employee
satisfaction with job and measure their impact intensity on the satisfaction level. The
research model used in this thesis is JDI model adding the factor “working conditions”.
The research results showed that there were two factors influencing employee
satisfaction with job including (1) “working conditions and advancement opportunities”,
(2) “supervisor and equal salary distribution”. The results also proved that these two
factors had positive impact between two independent variables and the dependent
variable. For categorical variables, only the variable “gender” had no differences
between groups of different gender. Other categorical variables including income, age,
education level and work position had differences on satisfaction level between
different groups of employees.
Finally, the study also pointed out the contributions and importance of the
research, the limitations and directions for further researches.
Keywords: Employee satisfaction, JDI, Cement, Vietnam
ii
ACKNOWLEDGMENTS During the time of conducting this thesis, I have received many helps from may
people. Without these helps, I have probably not finished my dissertation, so I would
like to express my thanks to all of you.
Firstly, I sincerely acknowledge the teachers at Shu Te University and Education
University, Vietnam National University who guided and helped me in the process of
understanding the knowledge to finish the course and then make this thesis. Special
thanks also go out to Dr. Shu Cheng Lee and Dr. Nguyen Ngoc Dien who have
enthusiastically guided and given me the very useful advices and comments to complete
this thesis.
Next, I also would like to express my thanks to my colleagues working at Trung
Hai Cement company for especially helping me in the process of surveying and
collecting data. Without your helps, I would not be able to complete the thesis on time.
Finally, I really acknowledge all beloved members in my family and my friends
for sharing and encouraging me during the course and the time when I make this thesis.
Special thanks for your help.
iii
TABLE OF CONTENTS
ABSTRACT ................................................................................................................. i ACKNOWLEDGMENTS........................................................................................... ii LIST OF TABLE ........................................................................................................ v CHAPTER 1 INTRODUCTION ................................................................................... 1
1.1 Research Background .......................................................................................... 1 1.2 Research motivation ............................................................................................ 2 1.3 Research purposes ............................................................................................... 2 1.4 Research Procedure ............................................................................................. 3
CHAPTER 2 LITERATURE REVIEW ........................................................................ 6 2.1 The concepts of “job satisfaction” ....................................................................... 6 2.2 Theories of Job Satisfaction ................................................................................. 7
2.2.1 McClelland’s Theory of Needs ...................................................................... 7 2.2.2 Vroom’s Valence x Expectancy theory .......................................................... 8 2.2.3 The Porter and Lawler Model ....................................................................... 8
2.2.4 Job Descriptive Index model (JDI) ................................................................... 9 2.3 Researches related to job satisfaction ................................................................. 10
CHAPTER 3 RESEARCH MOTHODOLOGY........................................................... 12 3.1 Background of the company .............................................................................. 12 3.2 Research model ................................................................................................. 13 3.3 The relationship between concepts and research hypotheses .................................. 14 3.4 Measurement of variables .................................................................................. 16 3.5 Research design ................................................................................................. 17
3.5.1 Qualitative research design ........................................................................ 17 3.5.2 Scale design ................................................................................................ 18 3.5.3 Sampling .................................................................................................... 19
3.6 Data analysis ..................................................................................................... 20 3.6.1 Descriptive Statistics .................................................................................. 20 3.6.2 Scale verification ........................................................................................ 20 3.6.3 The explore factor analysis (EFA) .............................................................. 21 3.6.4 Naming and adjusting research model ........................................................ 21 3.6.5 Building the regression function ................................................................. 21 3.6.6 Testing the suitability of the regression model ............................................ 22 3.6.7 Testing the research hypotheses .................................................................. 22
CHAPTER 4 DATA ANALYSIS ............................................................................... 24 4.1 Sample description ............................................................................................ 24
4.1.2 Sample structure by age .............................................................................. 24 4.1.3 Sample structure by education level ............................................................ 25 4.1.4 Sample structure by work position .............................................................. 25 4.1.5 Sample structure by income ........................................................................ 26
4.2 The results from questionnaires ......................................................................... 27 4.3 Scale verification ............................................................................................... 28
4.3.1 Testing the reliability of the scales for factor “work” ................................. 28
iv
4.3.2 Testing the reliability of the scales for factor “training and advancement opportunities” ..................................................................................................... 29 4.3.3 Testing the reliability of the scales for factor “salary” ............................... 29 4.3.4 Testing the scales for factor “supervisor support” ...................................... 30 4.3.5 Testing the scales for factor “co-worker relations” .................................... 30 4.3.6 Testing the scales for factor “work conditions” .......................................... 31 4.3.7 Testing the scales for the dependent variable “general satisfaction” .......... 32 4.3.8 Result summary of scale verification ........................................................... 32
4.4 Factor analysis................................................................................................... 33 4.4.1 Factor analysis with the independent variables ........................................... 33 4.4.2 Factor analysis with the factor “general satisfaction” ................................ 35
4.5 Naming and adjusting the research model .......................................................... 36 4.5.1 Naming the first factor ................................................................................ 36 4.5.2 Naming the second factor ........................................................................... 37 4.5.3 Naming the third factor............................................................................... 37 4.5.4 Adjusting the research model ...................................................................... 38
4.6 The correlation between variables ..................................................................... 38 4.7 Building the regression function ........................................................................ 40
4.7.1 Building the regression function by Enter ................................................... 40 4.7.2 Testing the suitability of the research model ............................................... 41 4.7.3 Testing the research hypotheses .................................................................. 44 4.7.4 Retesting the research model by Stepwise ................................................... 45 4.7.5 The importance of independent variables .................................................... 46
4.8 The differences between subtotals ........................................................................ 47 4.8.1 Testing the average of the subtotal .............................................................. 47 4.8.2 Testing the differences between groups of male and female employees ........ 48 4.8.3 Testing the differences between groups of different age............................... 50 4.8.4 Testing the differences between groups of different education level ............. 52 4.8.5 Testing the differences between groups of different work position ............... 54 4.8.6 Testing the differences between groups of different income ......................... 56
4.9 Detections of the research .................................................................................... 58 CHAPTER 5 CONCLUSIONS AND SUGGESTIONS .............................................. 60
5.1 Conclusions ........................................................................................................ 60 5.2 Recommendations ............................................................................................. 61 5.3 Contributions and the importance of the research............................................... 62
5.3.1 Contributions .............................................................................................. 62 5.3.2 The importance of the research ................................................................... 62
5.4 Limitations ........................................................................................................ 63 5.5 Directions for further researches ........................................................................ 63
REFERENCES ........................................................................................................... 64 APPENDIX ............................................................................................................... 68 QUESTIONNAIRE ................................................................................................... 68
v
LIST OF TABLE
Table 1: Research Process ............................................................................................. 3 Table 2: The observed variables .................................................................................. 16 Table 3: The scales used in survey questionnaire ......................................................... 18 Table 4: Result summary from Descriptive Statistics................................................... 27 Table 5: Item (CV)-Total Statistics ............................................................................. 28 Table 6: Item (DT) -Total Statistics ............................................................................. 29 Table 7: Item (TN) -Total Statistics ............................................................................. 30 Table 8: Item (LD) -Total Statistics ............................................................................. 30 Table 9: Item (DN)-Total Statistics ............................................................................. 31 Table 10: Item-Total Statistics .................................................................................... 31 Table 11: Item (TM) -Total Statistics .......................................................................... 32 Table 12: The result summary of scale verification in the model ................................. 32 Table 13: The first Rotated Component Matrixa) ......................................................... 34 Table 14: The third Rotated Component Matrixa) ........................................................ 35 Table 15: Rotated Component Matrixa) of the factor “general satisfaction” ................. 36 Table 16: Pearson correlation coefficient between variables ........................................ 39 Table 17: Summary of regression results by Enter ....................................................... 40 Table 18: Variance analysis of estimates (ANOVA) by Enter...................................... 40 Table19: Estimated Beta coefficient of the model by Enter ......................................... 40 Table 20: Spearman’s rank correlation ........................................................................ 42 Table 21: Summary of information of the model by Stepwise ..................................... 45 Table 22: Variance analysis by Stepwise ..................................................................... 45 Table 23: Beta coefficient of variables by Stepwise ..................................................... 46 Table 24: One-Sample Test with the variable F1 ......................................................... 47 Table 25 One-Sample Test with the variable F2 .......................................................... 47 Table 26: One-Sample Test with the variable TM ....................................................... 48 Table 28: Variance analysis (ANOVA) by age ............................................................ 50 Table 29: Variance analysis (ANOVA) by education level .......................................... 52 Table 30: Variance analysis by work position ............................................................. 54 Table 31: Variance analysis with the variable “income” .............................................. 56 Table 32: Summary of research hypotheses testing results........................................... 59
vi
LIST OF FIGURES Figure 1: Porter and Lawler’s model of Motivation ....................................................... 9 Figure 2: Smith et al. (1969), Tran Kim Dung (2005) .................................................. 13 Figure 3: Sample structure by gender .......................................................................... 24 Figure 4: Sample structure by age ............................................................................... 25 Figure 5: Sample structure by education level ............................................................. 25 Figure 6: Sample structure by work position ............................................................... 26 Figure 7: Sample structure by income ......................................................................... 26 Figure 8: The adjusted research model ........................................................................ 38 Figure 9: Scatterplot .................................................................................................... 41 Figure 10: Histogram of standardized residual............................................................. 43 Figure 11: Normal P-P lot of standardized residual ..................................................... 43 Figure 12: Dynamics of average response F1 by age ................................................... 51 Figure 13: Dynamics of average response F2 with age ................................................ 51 Figure 14: Graphs the average response dependent variable TM with age ................... 52 Figure 15: The answer the F1 variable according to the average level of education ..... 53 Figure 16: The answer the F2 variable according to the average level of education ..... 53 Figure 17: The average response dependent variable TM in education ........................ 54 Figure 18: The average response variables F1 work placement .................................... 55 Figure 19: The average response variable F2 work placement ..................................... 55 Figure 20: The average response variables F1 work placement .................................... 56 Figure 21: The average response variables F1 income level......................................... 57 Figure 22: The average response variable F2 income level .......................................... 57 Figure 23: The average response dependent variable TM income ................................ 58 Figure 24: The relationship between factors ................................................................ 59
1
CHAPTER 1 INTRODUCTION This chapter will introduce the research thesis in general including: research
background, research motivation, research purposes, and research procedures.
1.1 Research Background
Man is a social entity that is dominated by many different activities. In today's
modern society, pressures from work and life affect more and more strongly to people.
Therefore, the research aims to find solutions for increasing job satisfaction is needed.
The research on behavior and satisfaction of human needs had been done long
time ago with the famous study of Maslow on the scale of needs and was widely applied
in many fields.
Manufacturing sector of construction materials in Vietnam is being expanded
because the demand of investment and construction is now larger and larger. The
cement manufacturing industry is not an exception. Along with the development of
manufacturing building materials, the building market becomes more fiercely
competitive. This requires companies to improve their competitiveness ability. One way
to do that is to increase worker’s productivity in order to lower production cost. The
fact that labor productivity depends on the level of employee satisfaction or
dissatisfaction on job (Luddy, 2005).
Trung Hai Haiduong Cement J.S.C is a cement company with small scale
production. Its competitiveness of brand and market prestige is not as fierce as some
other big manufacturing enterprises, such as Hoang Thach, Bim Son, Ha Tien.
Therefore one of the advantages that can generate is to increase its labor productivity
and to reduce prices of products in order to create competitive advantages. And it
should especially concentrate on ”the northern economic triangle” including Hanoi, Hai
Phong and Quang Ninh because this triangle is really a dynamic economy region in
Vietnam.
Creating a stable quality workforce will help the company save costs (recruitment
costs, costs of training new employees), reduce the errors in work (for new employees),
create trust and solidarity between members of the company. Those things are really
2
necessary to make the business activities of the company more effective, and customers
will feel more and more reliable with the company’s goods and services, so the
company can improve their competitiveness ability in the market. To approach it,
satisfying employees is needed and oblige for each business, especially when the
businesses currently have so many policies to attract more employees.
1.2 Research motivation
Why researching on "employee job satisfaction"? Labor productivity is always a
concern of any companies. The labor productivity of workers is the main factor
affecting the competitive advantages of a company. Labor productivity depends on the
employee satisfaction. If employees feel satisfied with their job, the labor productivity
of them actually will increase. Labor efficiency and labor productivity at the company
are currently not high, and the employee’s income is also low (3mil./month). So it is
difficult to retain good employees and attract talented persons to the company. There
has been a situation that many employees resigned from their jobs. One of the main
reasons is that employees were not satisfied with their assigned works. Thus, the
research on employee job satisfaction is essential because it helps companies find
solutions to keep their employees and to increase labor productivity for the workers.
Why choosing Trung Hai Cement J.S.C? As a graduate student as well as with
family as a shareholder of the company, the author realizes that to make employees feel
satisfied with their jobs is a real requirement that requires researches to find solutions in
order to improve job satisfaction and increase employees’ productivity. Another issue is
that the research carried out at Trung Hai Haiduong Cement J.S.C will be more
advantageous for information collection and investigation.
In addition, up to now, there have not any investigations or researches on the
"employee job satisfaction" at Trung Hai Haiduong Cement J.S.C, but only a few
studies that are concentrated on the satisfaction level of customers for some services of
service providers. So, this study is the initial research to accurately evaluate how
employees feel about their works, and what factors influence their job satisfaction.
1.3 Research purposes
This study has two main following purposes:
3
(i) To investigate employee satisfaction with their assigned jobs, and to correctly
evaluate current state of the company based on each factor affecting it, using Job
Descriptive Index (JDI).
(ii) To assess the impact intensity of these factors that influence employee
satisfaction on job, then, to give solutions to improve employee satisfaction with jobs,
increase labor productivity, and adjust the personnel policies of the company to suit the
actual situation.
1.4 Research Procedure
The procedure of this research consists of the research steps as illustrated below
Table 1: Research Process
Step Activity 1 Define thesis title, and research issue with advisor and co-advisor
2 Confirm the approval from supervision
3 Determine research purpose, motivation and procedure 4 Literature review (read related papers)
5 Define factors affecting the “satisfaction” of employees with job Design the research by questionnaire, do the investigation to collect data and analysis
6 Request the research contents and structure (outlines of 3 first chapters) Apply the thesis proposal
7 Chapter 1: Introduction: Describes the background and motivation of the study to find research purposes
8 Chapter 2: Literature review: Introduce Maslow's hierarchy need theory, the application of model in evaluation of main factors affecting " employee job satisfaction", etc.
9 Chapter 3: Research methodology: Explain the research object's choice, research framework and research assumptions
10 Chapter 4: Data analysis and research results: Using SPSS statistical software to do statistical analysis and research hypothesis testing
11 Chapter 5 Conclusions and suggestions: According to the research result with chapter 4, summed up the important conclusions, and to make managerial implications and suggestions
4
The detail contents of each step are as follows:
Step 1: Confirmed thesis title according to the advices of advisor and co-advisor:
At this step, the author made to work with advisor and co-advisor, proposed the title and
issue for the thesis.
Step 2: Confirmed of advisor on the agreement of research on the proposed thesis
title. At this step, the author defined the research issue and the approval from supervision.
This was the basis for the author to perform the next task in the researching project for the
thesis.
Step 3: Determined research purpose and motivation and procedures. At this step,
the author defined the purpose of this study. Is the study an exploring research or an
affirmative research? And what motives to do this research in the research project of the
author?
Step 4: Read related papers. After determining the research motivation and
research purposes, the author reviewed all the documents related to research topic of
other authors on the same field.
Step 5: Determined the factors affecting the satisfaction of employees with job.
After that, the author designed research framework by questionnaire, did the
investigation to collect and analyze data, defined all factors influencing employees
satisfaction. Then, the author started selecting theoretical research model to build the
main research model for this study. At this step, the author made a qualitative study with
ten employees working at the company, divided them into two groups in order to
discuss about the factors affecting their satisfaction with current jobs. The results of this
qualitative research would help the author determine the factors that influence the
"satisfaction" of the company’s employees on jobs and working environment.
Step 6: Applied the thesis proposal (outlines of 3 first chapters). To ensure the
progress of research implementation and the completion of research purposes, the
author outlined three first chapters to discuss with the advisor to make uniform the
contents of each part. The three first chapters of the study were the basic theoretical
framework to do the data analysis and propose solutions according to the research
purposes in the chapter 4 and chapter 5.
5
Step 7: Wrote chapter 1: Introduction. After making uniform the contents of the
study with the advisor, simultaneously carried out the data collection and completed the
overview of the thesis title made in chapter 1 according to the standard format of the
university.
Step 8: Wrote chapter 2: Literature review. The author completed the contents in
the approved proposal from the advisor. In this chapter, the author would introduce the
research models applied in the field of information technology and the models carried
out by other authors in the other fields. This chapter was the basic to build theoretical
framework for the research model in chapter 3.
Step 9: Wrote chapter 3: Research methodology. Based on the related theories in
chapter 2 and the quantitative research to detect and test the factors through the
discussion in group of customers. The author proposed a theoretical research model for
the study, confirmed the application of the research methods and models that were used
in this thesis: sampling method, the number of samples, criteria for assessing the scales,
to ensure the reliability of the study.
Step 10: Wrote chapter 4: Empirical studies. After doing the investigation to
collect data, the author analyzed the research results to complete the study. At this step,
the main results from data analysis would be presented in the order; the author
conducted the research hypotheses and retested the theoretical model.
Step 11: Write chapter 5: Conclusions and suggestions. According to the research
results in chapter 4, the author summed up the important conclusions, and also made
managerial implications and suggestions as well as proposed solutions for increasing the
satisfaction of employees with job. In addition, the author also gave directions for
further researches.
6
CHAPTER 2 LITERATURE REVIEW This chapter will review the literature of job satisfaction, the JDI-Job Descriptive
Index model, company image and organizational culture, as well as some researches
related on employee satisfaction with work. The contents are as follows:
2.1 The concepts of “job satisfaction”
There are many different viewpoints on job satisfaction in each research, however
in this study, the author will introduce some popular points of view.
Hoppock (1935) defined job satisfaction as any combination of psychological,
physiological, and environmental circumstances that cause a person truthfully to say, 'I
am satisfied with my job’.
Smith (1983) suggested that job satisfaction simply is the feelings that employees
feel about their jobs.
Weiss (1967) defined that job satisfaction is an attitude about work, which is
expressed by feelings, beliefs and behaviors of employees.
So, we can see that “job satisfaction” can be defined in many different ways. But
in the scope of this study, the concept of “job satisfaction” is understood as perceived
feelings, comfortability, beliefs, of employees with their works.
Satisfaction with job derives from organizational psychology and motivated
theory. According to Green (2000), classic theories of job satisfaction were divided into
three main groups: content theorists, process theorists and circumstance theorists.
Firstly, content theorists (such as Herzberg’s theory (1966) and Maslow’s theory
(1954)) have provided theories to help explain that meeting full demands would bestow
upon job satisfaction.
Secondly, process theorists (such as Vroom’s theory (1964) and Adams’s theory)
explained that job satisfaction is interaction of three factors: expectancies, values and
needs.
Finally, circumtance theorists showed that job satisfaction is interaction of three
variables: individual, work and organization.
7
2.2 Theories of Job Satisfaction
2.2.1 McClelland’s Theory of Needs
David Mc. Clelland (according to Robbins, 2002) supposed that human motivation
is dominated by three needs, including: the need for achievement, the need for power,
and the need for affiliation. In which:
The need for achievement
A person with high needs for achievement will set goals that are challenging but
realistic. They want to overcome the difficulties and obstacles. They want to feel that
the success or failure of them as a result of their actions. The goals have to be
challenging so that the person can feel a sense of achievement. This type of person
prefers to work alone or with other high achievers. They do not need praise or
recognition, achievement of the task is their reward. Common characteristics of people
with high achievement needs are as follows:
● willingness to implement personal responsibility
● tendancy to set high target for themselves
● high demands of immediate and specific feedback
● master jobs quickly
The need for affiliation
Similar with social needs in A. Maslow’s theory, the need for affiliation is the
need for friendly relationships and human interaction. Person with a high need for
affiliation is likely to be a team player and thrive in a customer services environment.
They will perform best in a co-operative environment.
The need for power
This is the need to lead others and make an impact. Researchers showed that this
need can exhibit itself in two ways.
The first which is the need for personal power may be viewed as undesirable as
the person simply needs to feel that they have “power over others”. They don’t have to
be effective or further the objectives of their employer.
The second type of “need for power” is the need for institutional power. People
with the need for institutional power; want to direct the efforts of their team, to further
8
the objectives of their organisation.
2.2.2 Vroom’s Valence x Expectancy theory
Victor H. Vroom (1964) argued that the strength of a tendency to act in a specific
way depends on the strength of an expectation that the act will be followed by a given
outcome and on the attractiveness of that outcome to the individual to make this simple.
Expectancy theory says that an employee can be motivated to perform better when there
is a belief that the better performance will lead to good performance appraisal and that
this shall result into realization of personal goal in form of some reward. In other words,
Vroom supposes that, motivation is the result from the people’s expectancy and their
valence. Therefore an employee is:
Motivation = Valence x Expectancy.
When a person is indifferent to achieve the goals, the level of expectancy equals
to zero, and it will be negative when he rejects to achieve that goal. The result of these
two cases is that there is no motivation. Similarly, a person may not
be motivated to achieve goals if the expectancy is zero or negative.
2.2.3 The Porter and Lawler Model
Lyman W. Porter and Edward E. Lawler developed a more complete version of
motivation depending upon expectancy theory (Figure 1).
The figure shows that, actual performance in a job is primarily determined by the
effort spent. But it is also affected by the person’s ability to do the job (knowledge and
skills) and also by individual’s perception of what the required task is. So performance
is the responsible factor that leads to intrinsic (money, rewards in kind) as well as
extrinsic rewards (working conditions, status). These rewards along with the equity of
individual (means that each individual is aware of the reasonableness and
fairness of the reward) lead to the satisfaction. Hence, satisfaction of the individual
depends upon the fairness of the reward.
9
Figure 1: Porter and Lawler’s model of Motivation
This model is more appropriate to describe the motivation system. The model also
shows that motivation is simply not a matter of cause and effect.
2.2.4 Job Descriptive Index model (JDI)
The Job Descriptive Index (JDI) has been recognized as the most-respected
measure of employee job satisfaction in the world. It was first introduced by Smith et al.
in 1969. The application of JDI in measuring satisfaction of employees with their jobs is
very wide with 12.000 researches on JDI (Worrel, 2004). Basically, the JDI model of
Smith et al. on employee satisfaction with job is based on five following factors:
Work: is understood as a job which brings satisfaction to employees and creats
better performance of job itself if it satisfies these following characteristics: Use
the different skills; employees understand the work process; and work plays a certain
important role for production and business activities of the company. In addition, work
must suit the ability and capacity of employees.
Training and advancement opportunities: Training is a process of learning
necessary skills for a certain job. Advancement is a job movement to the higher position
in the working system of employees. In this thesis, training and advancement are
Perceived Effort Reward Probability
Perceived equitable
Role perception
Abilities & Traits
Value of Reward
Extrinsic Rewards
Intrinsic Rewards
Performance
Satisfaction
Effort
10
grouped together into only one factor because of their cause-effect relationship. The aim
of training employees is not only to increase their skills but also to promote in working
system. They have an intimate relationship with each other.
Salary: Salary is the revenues that employees get from their job at the company.
In this study, salary is understood as salary that employee get from their current job at
the company, excluding other revenues from outside. The factor “salary” is an important
factor that affects the satisfaction of employees with job. Employees have comparision
between their salary and the salary of employees at other companies to know whether
salary is paid fairly among employees in the company or not.
Supervisors: Leaders are understood as the direct superiors of the staffs. Leaders
bring satisfaction to their employees through the communication with each other, the
caring, the interest, or protect employees when needed, show their leadership
capacity and expertise for subordinates. Moreover, satisfaction of employees with
supervisors is also determined by being fairly treated, as well as being expected about
their capacity and contributions.
Co-workers: Co-workers are understood as colleagues who work together at the
same location, with similar work contents or on a chain of professional works related to
each other in an organization. In this study, colleagues are considered as people who
work together in same department of a company and have close relationship as well as
frequent connection in work. Because employees work and contact to each other very
frequently, so the relations between co-workers also have impact on general satisfaction
with job. The main factors of job satisfaction are the trust, conscientiousness,
friendliness and willingness to help each other in work.
2.3 Researches related to job satisfaction
The researches on employee satisfaction with job have been done quite early,
(starting with the research by Hoppock, 1935) and by many researchers in various
fields. In this study, the author will introduce some popular researches in the world and
also in Vietnam in a same field.
Firstly with the research by Smith, Kendall and Hulin (1969) on job satisfaction
description index at Cornell University. There are 5 main factors to evaluate the level of
11
job satisfaction, including: The nature of work, advancement opportunities, supervisor
support, co-workers, and salary.
The research by Spector (1985) in the field of services shows that, there are nine
factors affecting the employee satisfaction with job. They are: (1) salary, (2)
advancement opportunities, (3) working conditions, (4) supervision, (5) co-workers, (6)
job desire, (7) information communication, (8) surprise awards, (9) welfare.
The research by Luddy (2005) in the field of health services in South Africa shows
that, employee satisfaction with job is affected by all five factors in the JDI model. In
which, three factors “co-workers”, “supervisors”, and “ work” are positively assessed.
The two factors left “training and advancement opportunities” and “salary” are
negatively assessed (dissatisfaction).
In Vietnam, the research by Tran Kim Dung (2005) done in Ho Chi Minh city
shows that, there are seven factors influencing on employee satisfaction with job,
including: (1) work itself, (2) training and advancement opportunities, (3) salary, (4)
supervisor, (5) co-workers, (6) the company’s welfare, and (7) working conditions.
The research by Nguyen Lien Son (2008) in Long An province shows six factors
affecting employee satisfaction with job. They are: (1) work itself, (2) salary, (3) co-
workers, (4) supervisor, (5) training and advancement opportunities, and (6) working
conditions.
The research by Nguyen Thi Thu Thuy (2011) on the satisfaction of lecturer in.
Ho Chi Minh city shows that, there are four factors that influence the satisfaction,
including: (1) colleagues, (2) salary, (3) job characteristics, and (4) supervisor.
The research by Pham Van Manh (2012) in the field of telecommunications also
shows four factors that affect employee satisfaction, including: (1) co-workers and
welfare, (2) training and advancement, (3) proactivity, and (4) working environment. In
which, the factor “working environment” is negatively assessed.
12
CHAPTER 3 RESEARCH MOTHODOLOGY This chapter will provide the research methods including proposed research
framework, research hypotheses, the method of building scale, as well as data
investigation and processing. The contents are as follows:
3.1 Background of the company
Before 2005, Trung Hai Haiduong Cement Joint Stock Company was a state-
owned enterprise that specialized in manufacturing and trading cement for inside and
outside the province. Up to now, the company has been 32 years old and its forerunner
is Hai Duong cement manufactory which was established in Hai Duong in 1978. In
1994-1996, to meet the needs the domestic construction industry and to develop the
cement manufacturing industry, the manufactory was invested by the Provincial
People's Committee to build the second production line with a design capacity of 8.8
thousand tons / year according to blast furnace technology of China. In 1997, by
decision No. 73/QD-UBND of merger of Duyen Linh Cement Company and Hai Duong
Cement Company, Hai Duong cement company was established. In 2000, to implement
the policy of innovation rearrangement of State enterprises in Hai Duong Province, Hai
Duong Cement company was split lines to conduct equitization. By the decision No.
5664/QĐ- UBND on 01/12/2005 of Hai Duong People’s Committee, Trung Hai
Haiduong cement J.S.C was established.
● Trading name: Trung Hai Haiduong Joint Stock Company
● Headquarters: Duy Tan commune - Kinh Mon district - Hai Duong province.
● Tel: (0320)3824708 Fax: (0320)3824753
Currently, the company has 546 officers and workers, in which the number of
employees at university-level makes up 15%, the number of employees at intermediate-
level makes up 20%, the rest are unskilled workers who can meet the requirements of
the company.
Through over 32 years of production, the company has increasingly developed and
met the demands of the construction industry as well as the needs of cement
manufacturing industry not only in Hai Duong province but also other provinces.
13
3.2 Research model
Research model is built based on the Job Descriptive Index model, which was
developed by Smith et al. (1969), and conferences from some previous researches in
Vietnam. In this study, with features of the cement manufacturing industry, a heavy and
toxic work environment, the factor “work conditions” is considered as an important factor
affecting employee satisfaction with job, so it will be added into the research model.
Hence, the research model of the study will include six following factors (Figure 2):
(1) Work
(2) Advancement opportunities
(3) Salary
(4) Supervisor support
(5) Co-worker relations
(6) Work conditions
Figure 2: Smith et al. (1969), Tran Kim Dung (2005)
Work
Advancement opportunities
Salary
Supervisor support
Co-worker relations
Job satisfaction
H1
H2
H3
H4
H5
H6
Work conditions
14
3.3 The relationship between concepts and research hypotheses
Work: includes all contents of work, it suits employee’s capacity and creates
inspirations for them to develop their abilities in work. Arranging job in an appropriate way
will exploit the potentials of employees, increase productivity and make them feel pleased
in their jobs. In other words, the employees will feel satisfied with assigned works if they
suit their capacities. This is proven by the research of John. D Pettit et al. (1997), research
of T. Ramayah et al. (2001) in Malaysia, research of Kinicki et al. (2002), research of
Luddy (2005), researches of Tran Kim Dung (2005), Nguyen Lien Son (2008), Nguyen Thi
Thu Thuy (2011). These researches all show that employee satisfaction with the nature of
work will influence their satisfaction on job. Therefore, this study gives out following
hypothesis:
H1: The factor “work” positively affects general satisfaction of employees with
job.
Training and advancement opportunities: mean that, employees can get
chances of training to improve their skills in work, as well as chances of advancement to
reach the higher position in their career ladder. Employees will feel satisfied with works
which they suppose will have many training and advancement opportunities. So, the
training and advancement opportunities of the company have impact on employee
satisfaction with job. This is proven by the researches of Spector (1985), J.H Ironson et
al. (1989), Jonh. D Pettit et al. (1997) , T. Ramayah et al. (2001), Stanton et al. (2001),
Kinicki et al. (2002), Luddy (2005), Tran Kim Dung (2005), Nguyen Lien Son (2008),
Pham Van Manh (2012). Therefore, this study proposes hypotheses as follows:
H2: The factor “training and advancement opportunities” positively affects
general satisfaction of employees with job.
Salary is the revenues that employees get from their jobs at the company.
According to Maslow's Hierarchy of Needs Theory, the needs for salary here can be
understood as basic needs (physiological needs). In general, with the same level
of work, the employees will feel more satisfied when their salary is higher, besides, the
fairness in salary is also appreciated (comparison salary). This is proven by the
researches of Arthur G. Bedeian et al. (1992), Jonh.D Pettit et al. (1997), T. Ramayah et
15
al. (2001), Stanton et al. (2001), Kinicki et al. (2002), Tran Kim Dung (2005), Nguyen Lien
Son (2008), Nguyen Thi Thu Thuy (2011), Pham Van Manh (2012). Thus, this study
hypothesizes that:
H3: The factor “salary” positively affects general satisfaction of employees with
job.
Supervisor support: Supervisors are leaders, the direct managers of the staffs.
Supervisors bring their employees satisfaction through the communication with each
other, the caring, the interest, their leadership capacity and expertise for subordinates. In
other words, the factor “supervisor support” has positive impact on general satisfaction of
employees with job. This is proven by the researches of Spector (1985), Jonh.D Pettit et al.
(1997), Lilia M Cortina and Vicki J. Magley (2011), T. Ramayah et al. (2001), Luddy
(2005), Tran Kim Dung (2005), Nguyen Lien Son (2008), Nguyen Thi Thu Thuy (2011).
For this reason, it is necessary for the study to launch the hypothesis as follows:
H4: The factor “supervisor support” positively affects general satisfaction of
employees with job.
Co-worker relations: They are people who work together at the same
position, with similar work contents or on a chain of professional works related to each
other in an organization. The relations between co-workers are competitive and support
relations. Employees will feel satisfied with their jobs if they have supports from their co-
workers, the colleagues are friendly and help each other in work, as well as if they have fair
competitiveness of awards and promotion opportunities in the company. The main elements
of satisfaction with co-worker relations are the trust, dedication in work and friendliness. In
other words, employees will feel more satisfied with their jobs if they have good
relationship with their co-workers. This is proven by the researches of T. Ramayah et al.
(2001), Luddy (2005), Tran Kim Dung (2005), Nguyen Lien Son (2008), Nguyen Thi Thu
Thuy (2011), Pham Van Manh (2012). Thus, this study hypothesizes that:
H5: The factor “co-worker relations” positively affects general satisfaction of
employees with job.
Work conditions: is the workplace status of workers, including: safety in work,
the company’s facilities. A workplace with good facilities will make employees feel
16
satisfied with their job. In contrast, employees will feel dissatisfied with job if the
facilities of the company are bad or lacked. This is proven by the researches of Spector
(1985), Tran Kim Dung (2005), Nguyen Lien Son (2008), Pham Van Manh (2012). So,
the study launches this following hypothesis:
H6: The factor “work conditions” positively affects general satisfaction of
employees with job.
3.4 Measurement of variables
The observed variables are inherited from the previous studies and is adjusted to
suit the specific conditions studied through a group discussion with the employees in the
company to keep, add or remove away some of the observed variables does not make
sense. Content as follows:
Table 2: The observed variables
No. Code Contents References
I Work 1 CV1 The work suits your capacity and professional skills.
Tran Kim Dung (2005), Nguyen Lien Son (2008)
2 CV2 Employees understand clearly about job. 3
CV3 Work allows employees to have opportunities for using their individual abilities.
4 CV4 Motivating creativity at work. 5 CV5 Job has much fun and challenges. 6 CV6 Work quantity is reasonable. 7 CV7 Working time is appropriate. II Training and advancement opportunities 8 DT1 Fully trained professional skills.
Tran Kim Dung (2005), Nguyen Lien Son (2008)
9 DT2 Opportunities to improve professional skills. 10 DT3 Promotion opportunities for capable people. 11 DT4 Opportunities for personal growth. 12 DT5 Fair training and promotion policies. III Salary 13 TN1 Salary is proportional to the abilities and contributions.
Tran Kim Dung (2005), Nguyen Lien Son (2008)
14 TN2 Equally rewarded for work efficiency. 15 TN3 Reasonable subsidization 16 TN4 Equitable distribution of salary, bonuses and pension. 17 TN5 Employees can live on their income. 18 TN6 Salary is on par with other companies.
17
IV Supervisor support 19 LD1 The supervisors care about their subordinates.
Tran Kim Dung (2005), Nguyen Lien Son (2008)
20 LD2 Employees receive much supports from their supervisors. 21 LD3 Supervisors treat everyone equally. 22
LD4 Supervisors have capacity, vision and good leadership skills.
V Co-worker relations 23 DN1 Co-workers are often willing to help each other.
Tran Kim Dung (2005), Nguyen Lien Son (2008)
24 DN2 Co-workers work together well. 25 DN3 Co-workers are friendly. 26 DN4 Co-workers are trustworthy in work. VI Work conditions 27 MT1 The working environment is clean and hygiene.
Tran Kim Dung (2005), Nguyen Lien Son (2008)
28 MT2 You do not worry about losing job. 29 MT3 You work under safe conditions. 30 MT4 You are sufficiently provided work equipments. 31 MT5 Work pressures are not too high.
3.5 Research design
3.5.1 Qualitative research design
The method of qualitative research is used in the period of explore research:
research secondary references and discuss with some employees about employee
satisfaction with job to detect, adjust, add variables, and build preliminary scale for the
study. This method is done through the step of interview and direct discussion with
some employees at processing factories, as well as some supervisors of labor
management department.
There are many different opinions after this step of qualitative research, but most
opinions show that, all factors in JDI model have impact on employee satisfaction with
job. In addition, many employees here also agree that, the current work condition of the
company is one of issues that make them feel satisfied or dissatisfied. They suppose
that, the factor “work conditions” is also an important factor to evaluate employee
satisfaction on job, especially in the cement manufacturing industry.
Many opinions showed that appropriate assessment of supervisors with the well-
done works of employees also plays an important role as a support, and then creates
employees trust, beliefs, and motivation to complete assigned works.
Many respondents showed opinions about their current work, especially
18
those with high-minded striving for work. They want to get the clear responsibility in
the position they are taking over, and expect to contribute their voices in the
decision making of supervisors.
Through the step of qualitative research, the author added the factor “work
conditions” into the research model. At the same time, the author also adjusted survey
questions for each factor in the JDI, which is referenced from previous researches to suit
in semantics.
3.5.2 Scale design
Designing scales is needed for every research. An appropriate scale selection will
help the author find it easy to analyze and detect research issues. In this study, the
author uses the five point Likert scale. In principle, the more detail the scale is, the more
accurate it is, however, the five point Likert scale is appropriate with this study, because
its accurateness is similar to the seven point Likert, or in other words, the semantic
distinguishing features of the “agreement” level in Vietnamese are not too different
between the five point and seven point scale. The classification variables are built by
identification scales and hierarchical scales. In detail as follows (Table 3):
Table 3: The scales used in survey questionnaire
Factor Variables Scale Information about employee satisfaction with each factor
Detail evaluation of employee satisfaction
with each factor
Evaluation criteria of work
Five point Likert
Evaluation criteria of training and advancement opportunities Evaluation criteria of salary Evaluation criteria of supervisor support Evaluation criteria of co-worker relations Evaluation criteria of work conditions
Information about general job satisfaction General assessment of job satisfaction level
Feel satisfied when working at company
Five point Likert
19
Feel pleased when choosing a company to work Consider company as the “second house”
Personal Information
Employee classification information
Sex Identification Age Ratio Average income Ratio Area of expertise Identification Education level Level Working time Ratio
3.5.3 Sampling
1. Sampling method
Due to the cost limitation in implementing the research, this study used random
sampling method instead of whole survey. The questionnaires woukd be randomly
handed to employees who are working at the company. It would be done till the
research got the valid samples as expected.
2. Sample size
To ensure the reliability of the research, the selection of an appropriate sample
size is needed. In principle, the more number of samples are, the more accurate research
results are, however, a too big sample size will affect the cost and time to conduct the
research.
Due to the cost and time limitation, the sample size would be determined on the
principle of minimum necessary to ensure the reliability of the study. The expected
number of samples were 200 samples, so to ensure this sample size, 250 samples were
sent to respondents.
The determination of how appropriate the sample size is still has many
controversies. Maccallum et al. (1999) sumed up opinions of previous researchers about
the principle of minimum sample size with Factor Analysis. According to Kline (1979),
the minimum number of samples is 100, but according to Guiford (1954), the number of
20
samples is 200 and Comrey & Lee (1992) gave the sample size for the respective views
is that: 100 = bad, 200 = pretty, 300 = good, 500 = very good, 1000 or more = excellent.
Some researchers did not give specific numbers but the relationship between the
number of observed variables with the sample size. According to Trong and Ngoc
(Vietnam, 2008) using the 5 - Power Rule, i.e. the number of samples x 5 = the
minimum sample size of the study to ensure reliability.
In this study, sampling according to the rules of Comrey and Lee (1992), and
reference from rules of Ngoc & Trong with 31 observed variables. The minimum
sample size is 31 x 5 = 155. Thus, according to Comrey and Lee (1992), the sample size
with 200 samples is a good sample size, at the same time, it also satisfies the 5 – power
rule of Ngoc and Trong of minimum sample size.
3. Research objectives (overall):
The research objectives include employees working at the factories at Trung Hai
Haiduong Cement J.S.C.
3.6 Data analysis
The obtained data were cleaned and analysized by using SPSS 18.0 through
statistical steps including following steps:
3.6.1 Descriptive Statistics
The obtained valid survey questionnaire would be classified according to the
following criteria: gender, age, education level, income, etc. At the same time, the
author also calculated the average point, maximum value, and standard deviation of
the answers in collected questionnaire.
3.6.2 Scale verification
The observed variables were verified by using the Cronbach`s Alpha and the
method of Item-total correlation. The observed variables which did not ensure about the
reliability would be removed from the scale and did not appear in the explore factor
analysis.
In this study, Cronbach `s Alpha coefficient must be at least 0.6 (Hair et al., 1998).
If the correlation coefficient of the total variable is less than 0.3, it is considered as a
“spam variable” and naturally eliminated from the scale (Nunally and Burstein, 1994).
21
3.6.3 The explore factor analysis (EFA)
After being tested by Cronbach`s Alpha and the examination of Item-total
correlation, the observed variables would be analyzed by EFA method. Some standards
applied in analyzing the EFA in the study were as follows:
● testing the appropriateness of factor analysis to sample data through the
statistical value of Kaiser-Meyer-Olkin (KMO). Accordingly, if the KMO value is
greater than 0.5, (Garson, 2002), otherwise, if the KMO value is less than 0.5, the factor
analysis will be not appropriate to obtained data.
● the number of factors: The number of factors is determined based on the
eigenvalue index which represents the variation explained by each factor. According to
Kaiser’s standards, the factors with an eigenvalue index less than 1 will be removed
from the research model (Garson, 2002).
● variance explained criteria: The total variance explained criteria must be greater
than 50% (Hair et al., 1998).
● the convergence value: To meet the convergence value of the scale, the single
correlation coefficient between variables and the factor loading must be greater than or
equal to 0.5 within a factor (Garbing and Anderson, 1988).
● the distinct value: To meet the distinct value, the value of distinction between
the factor loadings must be greater than or equal to 0.3 (Jabnoun, 2003).
● principal components method with Varimax rotation to ensure the number of
factors is smallest (Ngoc and Trong, 2008).
3.6.4 Naming and adjusting research model
After doing the explore factor analysis, the author renamed the factors and
adjusted the model as well as original research hypotheses to fit the actual data.
3.6.5 Building the regression function
After the scales of the examined factors were tested, they would be processed by
running linear regression by method of ordinary least squares (OLS) with both Enter
method and Stepwise method.
22
3.6.6 Testing the suitability of the regression model
After building the regression function by method of ordinary least squares, to
ensure the reliability of model, the author made finding the satisfaction with the
hypotheses of the OLS model. Include:
● Linear dependence between independent variables: Using the Scatter plot graph
to test the linear dependence hypothesis contact between independent variables in the
model.
● The changes in the residual variance: The author uses Spearman’s rank
correlation to test the changes in the residual variance.
● Testing the residual normal distribution: Using the P-Plot and Histogram
graphs to test the residual normal distribution hypothesis.
● Testing the multicollinearity: Multicollinearity is a statistical phenomenon in
which variables have close correlation relationship with each other. The main effects of
this phenomenon are that an independent variable can bring information of other
independent variables, and it makes the regression function can not exactly predict. For
this phenomenon, the tolerance or VIF (variance inflation factor) will be used to test.
According to Hoang Trong & Mong Ngoc (2008), if VIF is less than or equal to 10, the
independent variables do not correlate linearly with each other.
● Testing the heteroskedasticity: In statistics, a collection of random variables is
heteroscedastic if there are sub-populations that have different variability than others.
When the variance of the errors changes, the estimates of the regression coefficients are
not effective, and the T test and F test are no longer reliable.
After checking, if the research results do not violate, we can conclude that,
estimates of regression coefficients are unbiased, consistent and effective, and the
conclusions obtained from regression analysis are reliable.
3.6.7 Testing the research hypotheses
The research hypotheses would be tested through the research data from
regression function. The testing standards used the t statistics and the p-value (sig.).
With the reliability coefficient = 95%, we compared the p-value with 0.05 to conclude
the posed research hypotheses. For testing the difference between subtotals, the study
23
used t-test and ANOVA to test each hypothesis, and the testing standards based on the
value of the corresponding p-value for each specific testing step. To test the suitability
of data and model, the author used F statistics, t statistics, and R-square. In addition, to
assess the importance of factors, the author considered the Beta coefficient in the
regression function.
24
CHAPTER 4 DATA ANALYSIS This chapter will present data analysis results from obtained actual data including
the results of descriptive statistics, scale verification, explore factor analysis, model and
research hypotheses test. The contents in detail are as follows:
4.1 Sample description
In 250 questionnaires, which were distributed for three factories, the author
collected 243 questionnaires, in which there were 237 valid ones, 6 other questionnaires
were not fully filled and removed from the actual data before analyzing data. The
sample size of 237 valid questionnaires satisfies the rule of minimum sample size.
Sample classification structure based on following criteria:
4.1.1 Sample structure by gender
In 237 valid questionnaires, we got 147 from male employees (equivalent to 62%),
90 from female employees (equivalent to 38%) (figure 3). This exactly reflected the
labor structure of the company as well as the features of cement manufacturing industry
with actual labor rate between men and women is 60:40
147
90
0
20
40
60
80
100
120
140
160
Male Female
Series1
Figure 3: Sample structure by gender
4.1.2 Sample structure by age
In 237 valid questionnaires, if classifying by age, the group at the age from 26 to
35 had the biggest percentage of 51.1% (121 persons), the group at the age from 36 to
25
45 made up 44.3% (105 persons) and the last was the group at the age from 18 to 25 that
made up 4.6% (11 persons) (figure 4).
11
121
105
0
20
40
60
80
100
120
140
18 - 25 26 - 35 36 - 45
Series1
Figure 4: Sample structure by age
4.1.3 Sample structure by education level
The research results from 237 valid questionnaires showed that there were 78 persons at
university-level (equivalent to 32.9%), 96 persons at college and intermediate-level (equivalent
to 40.5%), and 63 persons at high school-level (equivalent to 26.6%) (figure 5).
78
96
63
0
20
40
60
80
100
120
Universiry Colleges High School
Series1
Figure 5: Sample structure by education level
4.1.4 Sample structure by work position
In 237 valid questionnaires, there were 68 employees working at the rock
quarrying factory (equivalent to 29.2%), 116 employees working at the cement
26
manufactoring factory (equivalent to 48.9%), and 52 persons working at the market
exploiting department (equivalent to 21.9%) (figure 6).
69
116
52
0
20
40
60
80
100
120
140
Rock quarryingfactory
Cementmanufactoring
factory
Marketexploiting
department
Series1
Figure 6: Sample structure by work position
4.1.5 Sample structure by income
In 237 obtained valid questionnaires, there were 107 employees who had income
from 3 mil. to 5 mil./ month (make up 45.1%), 122 employees had income from 5 mil.
to 10 mil./month (equivalent to 51.5%), 6 employees had income less than 3 mil./month
(equivalent to 2.5%) and two persons had income more than 10 mil./month (0.2%)
(figure 7).
6
107
122
20
20
40
60
80
100
120
140
< 3 mil 3 -5 mil 5 -10 mil >10 mil
Series1
Figure 7: Sample structure by income
27
4.2 The results from questionnaires Table 4: Result summary from Descriptive Statistics
Code N Minimum Maximum Mean Std. Deviation CV1 237 3.00 5.00 4.0211 .73903 CV2 237 2.00 5.00 4.0633 .65758 CV3 237 2.00 5.00 3.6287 .54975 CV4 237 2.00 5.00 3.5949 .63484 CV5 237 2.00 5.00 3.2785 .60932 CV6 237 2.00 5.00 4.0127 .69795 CV7 237 3.00 5.00 4.2574 .75717 DT1 237 2.00 5.00 3.6878 .53240 DT2 237 2.00 5.00 3.5570 .59118 DT3 237 3.00 5.00 3.9705 .83563 DT4 237 2.00 5.00 3.5274 .58611 DT5 237 2.00 5.00 3.5190 .66754 TN1 237 2.00 5.00 3.9367 .54482 TN2 237 2.00 5.00 3.5359 .63428 TN3 237 2.00 5.00 3.5823 .60941 TN4 237 2.00 5.00 3.7764 .55673 TN5 237 2.00 5.00 3.9620 .81993 TN6 237 2.00 5.00 3.7004 .59564 LD1 237 3.00 5.00 4.0380 .69702 LD2 237 2.00 5.00 3.5485 .53159 LD3 237 3.00 5.00 3.6920 .56191 LD4 237 3.00 5.00 4.0380 .64656 DN1 237 2.00 5.00 3.9156 .51384 DN2 237 2.00 5.00 3.4810 .63501 DN3 237 2.00 5.00 3.7553 .61687 DN4 237 2.00 5.00 3.4895 .58666 MT1 237 2.00 5.00 3.3586 .56940 MT2 237 2.00 5.00 3.6371 .57781 MT3 236 3.00 5.00 3.8008 .79263 MT4 237 2.00 5.00 3.3207 .51102 MT5 237 2.00 5.00 3.9662 .70630 TM1 237 2.00 5.00 4.0506 .76853 TM2 237 2.00 5.00 3.3882 .57596 TM3 237 2.00 4.00 3.0717 .37834 Valid N (listwise)
236
28
The obtained results showed that the answers were mostly at level 2 and level 3 in
the five point Likert scale, the highest level was at 5 (excluding the question number
TM3), the average value was greater than 3, some questions were at level 5, and the
standard deviation was quite small (less than 1). So we may initially conclude that the
satisfaction level of employees with job is quite good.
4.3 Scale verification
The implicit variables (factors) in the theoretical model before explore factor
analysis were tested their reliability. As mentioned in chapter 3, to test the reliability of
the scales, the author used Cronbach`s Alpha coefficient. The test standards are that
Cronbach`s Alpha coefficient must be at least 0.6 (Hair et al., 1998), and the total
correlation coefficient of variables also must be at least 0.3 (Nunally and Burstein,
1994). The results from scale verification for each factor are as follows:
4.3.1 Testing the reliability of the scales for factor “work”
The factor “work” in the research model is measured by seven observed variables
from CV1 to CV2. The results from testing the scales by SPSS 18.0 show that
Cronbach`s Alpha coefficient is 0.837 > 0.6, the total correlation coefficients of
observed variables are greater than 0.3 (table 5). If deleting variables from the scale,
Cronbach`s Alpha coefficient is still not higher, so we can conclude that the scales for
the factor “work” are reliable when being measured with seven observed variables from
CV1 to CV7.
Table 5: Item (CV)-Total Statistics
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Corrected Item-Total Correlation
Cronbach's Alpha if Item Deleted
CV1 22.8354 8.316 .507 .829
CV2 22.7932 8.504 .544 .821
CV3 23.2278 8.397 .729 .798
CV4 23.2616 8.169 .675 .802
CV5 23.5781 9.245 .379 .844
CV6 22.8439 7.946 .658 .803
CV7 22.5992 7.648 .669 .801
29
4.3.2 Testing the reliability of the scales for factor “training and advancement
opportunities”
The factor “training and advancement opportunities” is measured by five observed
variables from DT1 to DT5. The results from testing scale by SPSS 18.0 show that
Cronbach`s Alpha coefficient is 0.760 >0.6, and the total correlation coefficients of
observed variables is 0.231<0.3. So to increase the reliability of the scales, we will
remove the item DT5 from the scales for the factor “training and advancement
opportunities”, then Cronbach`s Alpha will increase to 0.816>0.760 (table 6). So, to
ensure the reliability of the scales, this factor will be measured by four observed
variables from DT1 to DT4.
Table 6: Item (DT) -Total Statistics
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if Item
Deleted
DT1 14.5738 3.635 .732 .660
DT2 14.7046 3.828 .531 .716
DT3 14.2911 2.885 .642 .676
DT4 14.7342 3.671 .620 .688
DT5 14.7426 4.319 .231 .816
4.3.3 Testing the reliability of the scales for factor “salary”
The factor “salary” is measured by six observed variables from TN1 to TN6. The
results from testing the reliability of the scales for this factor by SPSS 18.0 show that
Cronbach`s Alpha coefficient is 0.769> 0.6, and the total correlation coefficient of the
variable TN2 is 0.293 <0.3. To increase the reliability of the scale, we will removed the
item TN2 from the scales for factor “salary”, at once, the Cronbach`s Alpha increases to
0.798 >0.769 (table 7). Therefore, to ensure the reliability of the scales, the factor
“salary” will be measured by five observed variables including TN1, TN3, TN4, TN5
and TN6.
30
Table 7: Item (TN) -Total Statistics
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Corrected Item-Total Correlation
Cronbach's Alpha if Item Deleted
TN1 18.5570 5.121 .524 .735
TN2 18.9578 5.439 .293 .789
TN3 18.9114 4.666 .635 .705
TN4 18.7173 4.687 .710 .691
TN5 18.5316 4.191 .550 .732
TN6 18.7932 5.139 .450 .751
4.3.4 Testing the scales for factor “supervisor support”
The factor “supervisor support” is measured by four observed variables from LD1
to LD4. The results from testing the reliability of the scales for this factor by SPSS 18.0
show that Cronbach`s Alpha coefficient is 0.725 >0.6, and the total correlation
coefficient of the item LD2 is 0.165 <0.3, so the item LD2 is considered as a spam
variable and will be removed from the scale. When deleting LD2 from the scale,
Cronbach`s Alpha coefficient increases to 0.828>0.725 (table 8). So, to increase the
reliability of the scale, we will remove the item LD2 and the factor “supervisor support”
will be measured by three observed variables including LD1, LD3 and LD4.
Table 8: Item (LD) -Total Statistics
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Corrected Item-Total Correlation
Cronbach's Alpha if Item Deleted
LD1 11.2785 1.626 .665 .562
LD2 11.7679 2.721 .165 .828
LD3 11.6245 2.049 .577 .631
LD4 11.2785 1.693 .703 .540
4.3.5 Testing the scales for factor “co-worker relations”
The factor “co-worker relations” is measured by four observed variables from
DN1 to DN4. The results from testing the reliability of the scales for this factor by SPSS
18.0 show that Cronbach`s Alpha coefficient is 0.597 <0.6, not satisfies the necessary
reliability. To improve the reliability of the scale, we will delete the item DN2 because
31
the total correlation coefficient of this item is 0.177<0.3, then Cronbach`s Alpha
coefficient will increase to 0.682 >0.6, satisfies the necessary reliability (table 9). Vso,
the factor “co-worker relations” will be measured by three observed variables including
DN1, DN3 and DN4.
Table 9: Item (DN)-Total Statistics
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Corrected Item-Total Correlation
Cronbach's Alpha if Item Deleted
DN1 10.7257 1.658 .452 .479
DN2 11.1603 1.813 .177 .682
DN3 10.8861 1.381 .523 .401
DN4 11.1519 1.579 .405 .504
4.3.6 Testing the scales for factor “work conditions”
The factor “work conditions” is measured by five observed variables from MT1 to
MT5. The results from testing the reliability of scales for this factor by SPSS 18.0 show
that Cronbach`s Alpha coefficient is 0.698 >0.6, but the total correlation coefficient of
the item MT5 is 0.213<0.3, so MT5 is considered as a spam variable and will be
removed from the scale for factor “work conditions”. When deleting the item MT5 from
the scale, Cronbach`s Alpha coefficient increases to 0.756> 0.698 (table 10). So to
ensure the reliability of the scales, the factor “work conditions” will be measured by
four observed variables from MT1 to MT4.
Table 10: Item-Total Statistics
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Corrected Item-Total Correlation
Cronbach's Alpha if Item Deleted
MT1 14.7203 3.113 .600 .595
MT2 14.4407 3.184 .544 .616
MT3 14.2754 2.890 .417 .678
MT4 14.7585 3.214 .638 .592
MT5 14.1102 3.571 .213 .756
32
4.3.7 Testing the scales for the dependent variable “general satisfaction”
The dependent variable “general satisfaction” is measured by three observed
variables from TM1 to TM3. The results from testing the reliability of scales for this
factor by SPSS 18.0 show that Cronbach`s Alpha coefficient is 0.716 > 0.6, and the total
correlation coefficients of observed variables are greater than 0.3 (table 11). If deleting
the item TM3, Cronbach`s Alpha coefficients will increase but not much and it will
violate the rule of minimum signal (question) for one factor, in other hand, we must
even sacrifice one aspect of the factor. Therefore, the factor “general satisfaction” is still
measured by three observed variables from TM1 to TM3 and satisfies the necessary
reliability.
Table 11: Item (TM) -Total Statistics
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Corrected Item-Total Correlation
Cronbach's Alpha if Item Deleted
TM1 6.4599 .682 .604 .607
TM2 7.1224 .904 .733 .377
TM3 7.4388 1.518 .405 .785
4.3.8 Result summary of scale verification
To facilitate the viewing of research results, we will summarize obtained results as
following table:
Table 12: The result summary of scale verification in the model
No. Factor (independent variable) Cronbach`s Alpha coefficient
Number of observed variables
1 Work 0.837 7
2 Training and advancement opportunities 0.816 4
3 Salary 0.798 5
4 Supervisor support 0.828 3 5 Co-worker relations 0.682 3
6 Work conditions 0.756 4
7 General satisfaction 0.716 3
33
4.4 Factor analysis
After testing scale reliability for each factor with Cronbach`s Alpha, the scales
were continuously tested by the method of explore factor analysis (EFA). The Principal
components with Varimax rotation would be applied to ensure the minimum number of
factors (Hoang Trong and Chu Nguyen Mong Ngoc, 2008). For this study, EFA was
simultaneously analyzed with the independent variables, and the dependent variable was
particularly analyzed. The analysis standards here are that factor loading coefficient
must be greater than 0.5, eigenvalue must equal to or be greater than 1, the variance
extracted must equal to at least 50%, KMO coefficient >0.5, and Bartlett has p-value
(sig.) <0.05. Then we got the results as follows:
4.4.1 Factor analysis with the independent variables
From the obtained actual data, we did EFA with the independent variables by
SPSS 18.0 (after spam items deleted) in the first time and got the results as follows:
The KMO coefficient is 0.918 >0.5, Bartlett-test has p-value =.000<0.05, the
variance extracted is 68.799%, factor loading coefficients are greater than 0.5 (table 13),
however, the item CV5 forms one new factor that does not ensure the reliability of the
factor, so this item (CV5) will be removed from the research model.
34
Table 13: The first Rotated Component Matrixa)
Component 1 2 3 4 5
DT3 .806 MT4 .800 CV1 .779 MT1 .727 TN5 .719 DT4 .711 MT3 .711 DT2 .660 CV7 .659 DN4 .653 CV4 .612 CV3 .600 DT1 .552 MT2 .536 .513 LD1 .859 LD4 .812 CV2 .704 LD3 .701 TN1 .687 TN4 .654 CV6 .533 DN1 .685 DN3 .631 CV5 .849 TN6 .726 TN3 .521 Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 9 iterations.
We continue doing EFA in the second time after item CV5 deleted and get the
results that the observed variables form four new factors, the factor loading coefficient
of the item TN3 is 0 and the item TN6 forms one factor, so we will remove the item
TN3 and TN6 from the research scale.
35
Doing EFA in the third time after the items TN3 and TN6 deleted gets the results
that observed variables form three factors (table 14), factor loading coefficients are
greater than 0.5, KMO coefficient = 0.917 >0.5, Bartlett-test has p-value = .000<0.05,
the variance extracted is 63.866%. So, the observed variables form three factors and
explain 63.307% of the variability of the total variable.
Table 14: The third Rotated Component Matrixa)
Component 1 2 3
MT4 .849 MT3 .845 CV1 .742 MT1 .737 TN5 .736 DN4 .701 DT3 .692 DT4 .618 DT2 .611 CV7 .599 .524 LD1 .883 LD4 .817 TN1 .725 DN1 .647 TN4 .627 LD3 .620 CV2 .579 .541 CV6 .707 DT1 .601 CV4 .526 .545 CV3 .528 Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 6 iterations.
4.4.2 Factor analysis with the factor “general satisfaction”
The results from testing by EFA with the dependent variable “general satisfaction”
show that observed variables form one factor, KMO coefficient = 0.578>0.5, Bartlett-
test has p-value = .000 <0.05, factor loading coefficients are greater than 0.5, the
variance extracted is 65.933%. So, the scale for factor “general satisfaction” is a
unidirectional scale and form only one factor (table 15).
36
Table 15: Rotated Component Matrixa) of the factor “general satisfaction”
Component
1 TM2 .904 TM1 .829 TM3 .688 Extraction Method: Principal Component Analysis. a. 1 components extracted.
4.5 Naming and adjusting the research model
4.5.1 Naming the first factor
Results from testing EFA with the independent variables show that the observed
items including MT4, MT3, CV1, MT1, TN5, DN4, DT3, DT4 and DT2 in the first
factor are unidirectional scales, the observed variables CV7 and CV4 are
multidirectional scales and also belong to both the first factor and the third factor.
However, when considering the meaning of factor, we sort them into the factor number
3. So, the first factor consists of following items:
1. You are sufficiently provided work equipments (MT4)
2. You work under safe conditions (MT3)
3. The work suits your capacity and professional skills (CV1)
4. The working environment is clean and hygiene (MT1)
5. Employees can live on their income (TN5)
6. Co-workers are trustworthy in work (DN4)
7. Promotion opportunities for capable people (DT3)
8. Opportunities for personal growth (DT4)
9. Opportunities to improve professional skills (DT2)
When considering the meaning of these items, we see that they mostly have
meaning belonging to “work conditions”, “advancement opportunities”, so we will
name the new factor as “work conditions and advancement opportunities”.
37
4.5.2 Naming the second factor
The results from testing show that the second factor is built by observed variables
including LD1, LD4, TN1, DN1, TN4, LD3, and CV2. In which, the item CV2 is a
multidirectional scale, belongs to not only factor 2 but also factor 3. However, when
considering its meaning, we sort it into the factor 3. So, the new factor is measured by
the following observed variables:
1. The supervisors care about their subordinates (LD1)
2. Supervisors have capacity, vision and good leadership skills (LD4)
3. Equitable distribution of salary, bonuses and pension (TN4)
4. Co-workers are often willing to help each other (DN1)
5. Salary is proportional to the abilities and contributions (TN1)
6. Supervisors treat everyone equally (LD3)
If considering the meaning, these items have meaning related on the factor
“supervisor”, “equal salary distribution”, so we name the new second factor as
“Supervisor and equal salary distribution”.
4.5.3 Naming the third factor
The results from testing EFA show that the new third factor is built by observed
variables including CV7, CV2, CV6, DT1, CV4, CV3. In which, the two items CV2 and
CV7 are multidirectional scales, belong to both factor 1 and the factor 2, but when
considering its meaning we sort them into the third factor. So the third factor is
measured by observed variables as follows:
1. Working time is appropriate (CV7)
2. Employees understand clearly about job (CV2)
3. Work quantity is reasonable (CV6)
4. Fully trained professional skills (DT1)
5. Motivating creativity at work (CV4)
6. Work allows employees to have opportunities for using their individual abilities
(CV3)
38
If considering the meaning, these items have meaning related to the factors “work”
and “professional training”, so we name this new factor as “Work and professional
training”.
4.5.4 Adjusting the research model
Through testing scale by EFA, we will adjust the original theoretical research
model into following model:
Figure 8: The adjusted research model
And the study gives out following new research hypotheses:
H1: The factor “work conditions and advancement opportunities” positively
affects general satisfaction of employees with job.
H2: The factor “supervisor and equal salary distribution” positively affects
general satisfaction of employees with job.
H3: The factor “work and professional training” positively affects general
satisfaction of employees with job.
4.6 The correlation between variables
To consider the correlation between factors in the research model, before building
the regression function by the method of ordinary least squares (OLS), we consider the
Work conditions and advancement opportunities
Supervisor and equal salary distribution Job satisfaction
Work and professional training
H1
H2
H3
39
correlation between them by using Pearson correlation coefficient, and get the results as
follows:
Table 16: Pearson correlation coefficient between variables
F1 F2 F3 TM
F1
Pearson Correlation 1 .335** .647** .769**
Sig. (2-tailed) .000 .000 .000
N 237 237 237 237
F2
Pearson Correlation .335** 1 .663** .499**
Sig. (2-tailed) .000 .000 .000
N 237 237 237 237
F3
Pearson Correlation .647** .663** 1 .613**
Sig. (2-tailed) .000 .000 .000
N 237 237 237 237
TM
Pearson Correlation .769** .499** .613** 1
Sig. (2-tailed) .000 .000 .000
N 237 237 237 237
**. Correlation is significant at the 0.01 level (2-tailed).
In which:
F1 is the factor “work conditions and advancement opportunities”
F2 is the factor “supervisor and equal salary distribution”
F3 is the factor “work and professional training”
TM is the dependent variable “general satisfaction”
The results of correlation analysis show that there is the correlation between
independent variables with each other and between independent variables and the
dependent variable TM (general satisfaction) (see table 16). So when building the
regression function, we consider the correlation and the multicollinearity in the model.
40
4.7 Building the regression function
4.7.1 Building the regression function by Enter
To test the research hypotheses, the author builds the multicollinearity regression
function between the independent variables F1, F2 and F3 on the dependent variable
TM. The estimated results by SPSS 18.0 are collected by the method of OLS as follows:
Table 17: Summary of regression results by Enter
Model R R Square Adjusted R Square
Std. Error of the Estimate
Durbin-Watson
1 .811 .657 .653 .28042 2.159
Table 18: Variance analysis of estimates (ANOVA) by Enter
Model Sum of Squares df Mean
Square F Sig.
1
Regression 35.147 3 11.716 148.986 .000
Residual 18.322 233 .079
Total 53.469 236
Table19: Estimated Beta coefficient of the model by Enter
Model Unstandardized
Coefficients Standardized Coefficients t Sig.
Collinearity Statistics
B Std. Error Beta Tolerance VIF
1
(Constant) .079 .179 .442 .659
F1 .636 .047 .686 13.453 .000 .566 1.767
F2 .295 .055 .279 5.372 .000 .545 1.833
F3 -.015 .061 -.015 -.240 .810 .357 2.799
a. Dependent Variable: TM
Then, the multicollinearity regression function is described as follows (table 19):
TM = 0.079+ 0.636F1 + 0.295F2 – 0.015F3.
In which:
41
TM is the factor “general satisfaction”
F1 is the factor “work conditions and advancement opportunities”
F2 is the factor “supervisor and equal salary distribution”
F3 is the factor “work and professional training”
4.7.2 Testing the suitability of the research model
The regression function is built by the Ordinary least squares, so before testing
and concluding the research hypotheses, we must consider if the regression function
violates the hypotheses of OLS method or not. The contents in detail are:
● testing the violation of the linear dependence between residuals of independent
variables
To test the violation of the linear dependence between residuals of independent
variables, we use Scatterplot graph to detect signals of the estimated function if it is
appropriate or not. The results from Scatterplot graph show that the residuals of
independent variables do not distribute according to any rules. Thus, the hypothesis of
the linear dependence between independent variables does not violate.
Figure 9: Scatterplot
● testing the violation of heteroscedasticity of the residuals
42
To test the violation of heteroscedasticity of the residuals, we use Spearman's rank
correlation with the corresponding p-value, standard reliability coefficient is 95%. The
obtained results of Spearman’s rank analysis are as follows:
Table 20: Spearman’s rank correlation
F1 F2 F3 TM
Spearman's rho
F1
Correlation Coefficient
1.000 .327** .648** .794**
Sig. (2-tailed) . .000 .000 .000
N 237 237 237 237
F2
Correlation Coefficient
.327** 1.000 .641** .443**
Sig. (2-tailed) .000 . .000 .000
N 237 237 237 237
F3
Correlation Coefficient
.648** .641** 1.000 .585**
Sig. (2-tailed) .000 .000 . .000
N 237 237 237 237
TM
Correlation Coefficient
.794** .443** .585** 1.000
Sig. (2-tailed) .000 .000 .000 .
N 237 237 237 237
**. Correlation is significant at the 0.01 level (2-tailed). From the Spearman table, we see that there are no variables have p-value greater
than 0.05 (table 20), so with the reliability coefficient of 95%, we can conclude that the
estimated regression function does not violate the hypothesis that there is the error
variance of residuals in the model.
● testing the residual normal distribution
The hypothesis of OLS method gives out that the residuals must follow the normal
distribution rule, if not, the estimated model is not the best model, and its function will
43
be not appropriate. To test the residual normal distribution, we use Histogram and P-
plot graphs.
Figure 10: Histogram of standardized residual
Figure 11: Normal P-P lot of standardized residual
44
From the Histogram graph, the distribution of residuals is the near-normal
distribution, the left deviation of average value of residuals is approximately 0, and the
normal deviation is approximately 1. In other hand, P-plot graph also shows that,
observed values are quite close to the expected curve, so we can accept the hypothesis
that the residual distribution is normal distribution, and there is no violation of the
residual normal distribution.
● testing the autocorrelation
With the sample size n =237, p=3, when checking Durbin Watson we get dL =
1.738, dU =1.799, d value is dobv = 2.159 (table 18) =>dU < dobv < 4-dU. We can
conclude here that there is no autocorrelation in the model.
● testing the multicollinearity
To test the multicollinearity in the model, we use the variance inflation factor
(VIF).
If VIF <10: the model has no multicollinearity
If VIF > = 10 the model has multicollinearity
From the results of regression analysis, we see that observed VIF values are less
than 10 (table 19), so we can conclude that the multicollinearity has influence on the
estimated model.
In other hand, p-value of F-statistics in the variance analysis is .000<0.05 (table
18), so we can also conclude here that the research model is reliable, and all hypotheses
of OLS are satisfied.
4.7.3 Testing the research hypotheses
● testing the hypothesis H1: The factor “work conditions and advancement
opportunities” positively affects general satisfaction of employees with job. That means,
Beta coefficient of variable F1 must be positive. The estimated results show that the
corresponding p-value is .000<0.05 (table 20), so with the reliability coefficient = 95%,
we can conclude that the independent variable F1 has positive impact (Beta >0) on the
dependent variable TM. In other words, we accept the hypothesis H1.
● testing the hypothesis H2: The factor “supervisor and equal salary distribution”
positively affects general satisfaction of employees with job, means that Beta coefficient
45
of the independent variable F2 must be positive. The estimated results show that p-value
of corresponding t-statistics is .000<0.05. So we can conclude that with the reliability
coefficient = 95% , the independent variable F2 has positive influence on the dependent
variable TM (Beta >0). In other words, we accept the hypothesis H2.
● Testing the hypothesis H3: The factor “work and professional training”
positively affects general satisfaction of employees with job. It means the Beta
coefficient of the independent variable F3 must be positive. The estimated results show
that p-value of corresponding t-statistics is 0.810>0.05, so with the reliability coefficient
= 95% we can conclude that the independent variable F3 has no impact on the
dependent variable TM (Beta = 0). In other words, we reject the hypothesis H3.
4.7.4 Retesting the research model by Stepwise
To retest the regression function, we use Stepwise method. The estimated results
by Stepwise are as follows:
Table 21: Summary of information of the model by Stepwise
Model R R Square Adjusted R Square
Std. Error of the Estimate Durbin-Watson
1 .769 .592 .590 .30469
2 .811 .657 .654 .27986 2.163
Table 22: Variance analysis by Stepwise
Model Sum of Squares df Mean Square F Sig.
1
Regression 31.652 1 31.652 340.939 .000a
Residual 21.817 235 .093
Total 53.469 236
2
Regression 35.143 2 17.571 224.354 .000b
Residual 18.327 234 .078
Total 53.469 236
a. Predictors: (Constant), F1
b. Predictors: (Constant), F1, F2 c. Dependent Variable: TM
46
Table 23: Beta coefficient of variables by Stepwise
Model Unstandardized
Coefficients Standardized Coefficients t Sig.
Collinearity Statistics
B Std. Error Beta Tolerance VIF
1 (Constant) .888 .143 6.211 .000
F1 .713 .039 .769 18.465 .000 1.000 1.000
2
(Constant) .079 .179 .445 .657
F1 .629 .038 .678 16.702 .000 .888 1.127
F2 .287 .043 .271 6.676 .000 .888 1.127
a. Dependent Variable: TM The estimated results by Stepwise show no differences compared with the results
by Enter after F3 deleted, and there are only two variables F1, F2 that have meaning. So
the final regression function is:
TM = 0.079 + 0.629F1 + 0.271F2.
In which:
TM is the factor “general satisfaction”
F1 is the factor “work conditions and advancement opportunities”
F2 is the factor “supervisor and equal salary distribution”
R-square value is 0.654 (table 20), means that the variables F1 and F2 explain
65.4% of the variability of the variable TM. This value is appropriate and acceptable. P-
value of F-statistics is .000<0.05, so with the reliability coefficient = 95% we may
generate to the overall from the actual data.
4.7.5 The importance of independent variables
The regression function is determined as: TM = 0.079 + 0.629F1 + 0.271F2, in
which the importance of each factor is different from each other. Which factor has
higher Beta coefficient, its affect on the variability of the variable TM will be stronger.
The results show that Beta coefficient of F1 is 0.629, of F2 is 0.271, so we can conclude
that the variable F1 is the most important factor, next is the variable F2. In other words,
the influence on general satisfaction of employees of the factor “work conditions and
47
advancement opportunities” is strongest, next is the effect of the factor “supervisor and
equal salary distribution”.
4.8 The differences between subtotals
4.8.1 Testing the average of the subtotal
The investigation results on the total show that the variable F1 “work conditions
and advancement opportunities” has average value = 3.66. However, this value is just
the sample value, and we do not know if it can be used for the total or not? To test this,
we use T-Test with the comparison value = 3.66, and get the results as follows:
Table 24: One-Sample Test with the variable F1
Test Value = 3.66
t Df Sig.
(2-tailed) Mean
Difference
95% Confidence Interval of the Difference
Lower Upper F1 .233 236 .816 .00778 -.0579 .0735
The results show that p-value = 0.816 >0.05, so we can not reject the hypothesis
that the average of the subtotal is 3.66. If we accept this hypothesis, the possibility of
error is 81.6%.
For the variable F2, the results show that its average value is 3.899, however, this
value is also the sample value, and we do not know if it can be used for the total or not. To
test this, we use T – Test with the comparison value = 3.899, and get following result:
Table 25 One-Sample Test with the variable F2
Test Value = 3.899
t Df Sig.
(2-tailed) Mean
Difference
95% Confidence Interval of the Difference
Lower Upper F2 .015 236 .988 .00044 -.0572 .0581
The result shows that p-value = 0.988 >0.05, so we can not reject the hypothesis
that the average value of subtotal of F2 is 3.899. If rejecting this hypothesis, the
possibility of error is 98.8%.
48
For the dependent variable TM, the results show that the average value is 3.5, and
this value is also the sample value, we do not know if it can be used for the total or not,
so to test this, we use T-Test with the comparison value = 3.5, an get the results as
follows:
Table 26: One-Sample Test with the variable TM
Test Value = 3.5
t Df Sig. (2-tailed) Mean Difference
95% Confidence Interval of the Difference
Lower Upper TM .114 236 .910 .00352 -.0574 .0644
The tested results show that p-value =0.91>0.05, so we can not reject the
hypothesis that the average of the total of variable TM is 3.5. If rejecting this
hypothesis, the possibility of error is 91%.
4.8.2 Testing the differences between groups of male and female employees
To test the differences on job satisfaction between groups of male and female
employees, we use Independent Samples Test, and get the results as follows:
49
Table 27: Independent Samples Test
For the variable F1, Levane-test has p-value =0.017<0.05, so we can not reject the
hypothesis that the variance of these two groups is different. Moreover, we also use the
results from t-statistics in the part “Equal variances not assumed”, p-value of t-statistics
is 0.923 >0.05, then we can conclude that there are no differences between groups of
male and female employees on the variable F1.
For the variable F2, Levane-test has p-value = 0.213>0.05, so we can reject the
hypothesis that the variance of these two groups is different. We also use the results of
t-statistics from “equal variances assumed”, p-value of t-statistics is 0.778>0.05. So we
can conclude that there are no differences between these two groups on the variable F2.
Levene's Test for
Equality of Variances
t-test for Equality of Means
F Sig. t df Sig. (2-
tailed)
Mean Differe
nce
Std. Error
Difference
95% Confidence Interval of the
Difference Lower Upper
F1
Equal variances assumed
5.816 .017 -.100 235 .920 -.00691 .06889 -.14263 .12880
Equal variances not assumed
-.097 167.292 .923 -.00691 .07139 -.14784 .13402
F2
Equal variances assumed
1.441 .231 .282 235 .778 .01701 .06039 -.10196 .13598
Equal variances not assumed
.287 200.059 .774 .01701 .05922 -.09977 .13378
TM
Equal variances assumed
.188 .665 .369 235 .712 .02358 .06382 -.10216 .14932
Equal variances not assumed
.372 192.040 .710 .02358 .06343 -.10153 .14870
50
For the dependent variable TM, Levane-test has p-value = 0.665>0.05, so we can
reject the hypothesis that the variance of these two groups is different. We also use the
results of t-statistics from “equal variances assumed”, p-value of t-statistics is
0.712>0.05. Therefore, we can conclude here that there are no differences between
groups of male and female employees on “general satisfaction”.
4.8.3 Testing the differences between groups of different age
To test the differences between groups of different age, we use analysis of
variance method (ANOVA), and get the results as follows:
Table 28: Variance analysis (ANOVA) by age
Sum of Squares df Mean Square F Sig.
F1
Between Groups 9.706 2 4.853 21.610 .000
Within Groups 52.549 234 .225 Total 62.255 236
F2
Between Groups .874 2 .437 2.176 .116
Within Groups 46.980 234 .201 Total 47.853 236
TM
Between Groups 6.259 2 3.129 15.510 .000
Within Groups 47.211 234 .202 Total 53.469 236
For the variable F1, F-test between groups has p-value = .000<0.05, so there are
differences on the variable F1 between groups of different age. Post Hoc Test with
Tamhane, Dunnett T3 values shows the differences between group at the age from 18 to
25, the group at the age from 26 to 35 and the group at the age from 36 to 45. Between
the groups at the age from 18 to 25 and from 26 to 35, there is no meaningful difference.
This is reflected in the graph of average value comparison between groups.
51
Figure 12: Dynamics of average response F1 by age
For the variable F2, F-statistics has p-value = 0.116 >0.05, so there are no
differences between groups of different age on the variable F2. This is also described in
the graph: the three average values have a very small deviation.
Figure 13: Dynamics of average response F2 with age
For the dependent variable TM, F-statistics between groups has p-value
=.000<0.05, so there are differences between groups of different age on the dependent
variable TM. Post Hoc with Tamhene and Dunnett T3 values shows that there are
differences between the groups at the age from 18 to 25; from 26 to 35 and the group at
52
the age from 36 to 45. Between the group at the age from 18 to 25 and the group at the
age from 26 to 35, there are no meaningful differences. This is also described in the
graph: the average values of these two groups have a very small deviation, while the
deviation between these two groups and the group at the age from 36 to 45 is quite big.
Figure 14: Graphs the average response dependent variable TM with age
4.8.4 Testing the differences between groups of different education level
To test the differences between groups of different education level, we use
Variance analysis method (ANOVA) and get the results as follows:
Table 29: Variance analysis (ANOVA) by education level
Sum of Squares df Mean Square F Sig.
F1 Between Groups 28.816 2 14.408 100.825 .000 Within Groups 33.439 234 .143 Total 62.255 236
F2
Between Groups .326 2 .163 .804 .449
Within Groups 47.527 234 .203 Total 47.853 236
TM Between Groups 14.144 2 7.072 42.083 .000 Within Groups 39.325 234 .168 Total 53.469 236
For the variable F1, F-statistics between groups has p-value =.000 <0.05, so there
are differences between groups of different education level. Post Hoc Test with
53
Tamhane and Dunnett T3 values shows that between the groups at high school-level, at
college and intermediate-level and at university-level, there are differences. This is also
reflected in the graph: the average values between these three groups have a significant
deviation.
Figure 15: The answer the F1 variable according to the average level of education
For the variable F2, F-statistics between groups has p-value = 0.449 >0.05, so we
can conclude that for the variable F2, there are no meaningful differences between
groups of different education level. This is also reflected in the graph: three average
values of these three groups have a very small deviation.
Figure 16: The answer the F2 variable according to the average level of education
54
For the dependent variable TM, F-statistics between groups has p-value =
.000<0.05, so we can conclude here that there are differences between groups of
different education level on the dependent variable TM. Post Hoc Test with Tamhane
and Dunnett T3 values shows the differences between these three groups. This is
reflects in the graph that: the average values of three groups have a significant
deviation.
Figure 17: The average response dependent variable TM in education
4.8.5 Testing the differences between groups of different work position
To test the differences between groups of different work position, we use Variance
analysis method (ANOVA) and get the results as follows:
Table 30: Variance analysis by work position
Sum of Squares df Mean Square F Sig.
F1 Between Groups 48.057 2 24.029 396.032 .000 Within Groups 14.198 234 .061 Total 62.255 236
F2 Between Groups 21.218 2 10.609 93.205 .000 Within Groups 26.635 234 .114 Total 47.853 236
TM Between Groups 26.084 2 13.042 111.438 .000 Within Groups 27.386 234 .117 Total 53.469 236
55
For the variable F1, F-statistics between groups has p-value = .000<0.05, so we
can conclude that there are differences between groups of different work position. Post
Hoc Test with Tamhane and Dunnett T3 values also shows the differences between
these groups. This is reflected in the graph: the average values of these groups have a
significant deviation.
Figure 18: The average response variables F1 work placement
For the variable F2, F-statistics between groups has p-value =.000<0.05, so we can
conclude that there are differences between groups of different work position. Post Hoc
Test with Tamhane and Dunnett T3 values also shows the differences between these three
groups. This is reflected in the graph the deviation of these three groups is quite big.
Figure 19: The average response variable F2 work placement
56
For the dependent variable TM, F-statistics between groups has p-value
=.000<0.05, so we can conclude here that there are differences between groups of
different work position on the variable TM (general satisfaction). Post Hoc Test with
Tamhane and Dunnett T3 values also shows the differences between these groups. This
is reflected in the graph: the average values of these groups have a certain deviation.
Figure 20: The average response variables F1 work placement
4.8.6 Testing the differences between groups of different income
To test the differences between groups of different income, we use Variance
analysis method (ANOVA) and get the results as follows:
Table 31: Variance analysis with the variable “income”
Sum of Squares Df Mean Square F Sig.
F1 Between Groups 17.836 3 5.945 31.186 .000 Within Groups 44.419 233 .191 Total 62.255 236
F2 Between Groups 5.986 3 1.995 11.104 .000 Within Groups 41.867 233 .180 Total 47.853 236
TM Between Groups 7.259 3 2.420 12.200 .000 Within Groups 46.210 233 .198 Total 53.469 236
57
For the variable F1, F-statistics between groups has p-value =.000<0.05, so we can
conclude that there are differences between groups of different income. Post Hoc Test
with Tamhane and Dunnett T3 shows that there are no differences between the group of
income less than 3mil./month and group of income from 3mil. to 5 mil./month. But
between the rest groups with each other and between the rest groups with these two
groups, there are differences. This is also reflected in the graph:
Figure 21: The average response variables F1 income level
For the variable F2, F-statistics between groups has p-value = 0.000<0.05, so we
can conclude that there are differences between groups of different income on the
variable F2. Post Hoc Test with Tamhane and Dunnett T3 values also shows the
differences between these groups. And this is reflected in the following graph:
Figure 22: The average response variable F2 income level
58
For the dependent variable TM, F-statistics between groups has p-value =
.000<0.05, so there are differences between groups of different income on the variable
TM. Post Hoc Test with Tamhane and Dunnett T3 values also shows that there are no
differences between groups of income less than 5mil./month, but the groups of income
more than 5mil./month with each other and with the groups of income less than
5mi./month. The graph describes as follows:
Figure 23: The average response dependent variable TM income
4.9 Detections of the research
From the data analysis results, when applying JDI in testing the research scales
(investigation questions) in the research conditions of Hai Duong province, the scale
form new factors. It means that, different cultural environment, different research time,
and in different fields will affect employee feelings about job as well as employee
satisfaction on job. Some factors have influence in this cultural environment but not in
different environment or the understanding about each factor has differences between
different cultures. The results also show that the factor “general satisfaction” is directly
affected by (1) “work conditions and advancement opportunities”, (2) “supervisor and
equal salary distribution”. Moreover, the research results also show that there are no
differences between groups of male and female employees on “general satisfaction” and
other factors. However, there are differences between groups of different education
level, different age, different work position and different income. This table below is the
59
summary of research hypotheses testing results and the figure of the impact between
factors.
Table 32: Summary of research hypotheses testing results
Hypothesis Contents Result
H1 The higher the satisfaction level on “work conditions and advancement opportunities” is, the more satisfied employees get.
Accept
H2 The higher the satisfaction level on “supervisor and equal salary distribution” is, the more satisfied employees get
Accept
H3 The higher the satisfaction level on “work and professional training” is, the more satisfied employees get
Reject
Figure 24: The relationship between factors
Work conditions and advancement opportunities
Supervisor and equal salary distribution
Job satisfaction
0.629***
0.2712***
R-square = 0.654***
Work and professional training ( Not statistically significant)
60
CHAPTER 5 CONCLUSIONS AND SUGGESTIONS This chapter will present main results, suggestions and recommendations based on
the obtained actual data. At once, the author also gives some important distributions,
directions for further researches as well as limitations of the study. The contents in
detail are as follows:
5.1 Conclusions
The research results helped the author answer two important questions that were
proposed in the research purposes. They were: (1) which factors affect employee
satisfaction with job?, and (2) How is the impact intensity of each factor on the
satisfaction with job of employees at Trung Hai Haiduong cement Joint Stock
Company?
For the first question, the research results showed that in the research conditions of
a cement manufacturing company, all factors in the original model of Smith (1969)
formed new factors. In detail, employee satisfaction with job is directly affected by two
following factors: (1) “work conditions and advancement opportunities”, (2) “supervisor
and equal salary distribution”.
For the second question, the research results showed that these two factors have
positive impact on employee satisfaction with job, however, their impact intensity is
different. The factor “work conditions and advancement opportunities” has stronger
influence (Beta coefficient = 0.629), and the factor “supervisor and equal salary
distribution” has lower impact level (Beta coefficient = 0.271). These two factors
explain 65.7% of the variability of the dependent variable “job satisfaction”.
The results also showed that the evaluation of employee satisfaction on job is at a
good level with the average point = 3.5 in the five point Likert scale. It is a signal for
the company to see that its labor training programs and policies are well assessed, and
their employees feel pretty satisfied with job.
We also see from the research results that there are no differences between groups
of male and female employees on job satisfaction. However, there are differences
between groups of different age, different education level, different work position and
61
different income. The study showed the positive influence of two new independent
variables on the dependent variable TM.
5.2 Recommendations
The research results showed that at this time, the employees of the company feel
satisfied with their job, so the company must at least keep this success and continues to
improve more and more the satisfaction of employees. Through the results, there are
two factors affecting employee satisfaction including “work conditions and
advancement opportunities” and “supervisor and equal salary distribution”, so the
improvement of employee satisfaction must be derived from these factors. The author
suggested some solutions as follows:
1. Policies of safe work conditions for employees: For a cement manufacturing
industry with toxic work environment, high work intensity and many risks of labor
safety, the company needs to abide by the regulations on labor protection equipment,
labor safety for the employees in the manufacturing process, especially employees at
rock quarrying factory and cement manufacturing factory. In addition, the company
needs to build standards of labor protection equipment, safe working conditions,
sanitary conditions. That will be uniformly applied at the company.
2. Policies of HR development. Every employee has needs of individual career
development opportunities, so the company must have appropriate policies of HR
development and create opportunities for qualified individuals to promote in their career
ladder such as: skills development programs, professional training courses, a working
environment with many positive challenges. The policies of HR development must
ensure the justice, equal competitiveness opportunities for every employee, and make
them feel motivated in job.
3. Policies of living standard guarantee for employees. Policies of salary and
reward must be equal, satisfactory and can ensure the living standard of employees. The
comparison of salary with other companies in the labor market shows that the current
salary of the company’s staff is just more than the average salary level, so the company
must consider their payment for employees. To encourage in order to increase labor
productivity of the employees, the policies of salary and reward must be clear,
62
transparent and base on employee distributions on general outcome of the company. For
example, the manufacturing factory will build salary policies based on employee
capacity of processing products, combining labor productivity and salary distribution.
For the sales group, salary must be paid based on the capacity of sales achievement of
sales department and of individuals.
4. Policies of supervisor support: The supervisors of the departments need to show
their caring about their staff. The leadership promotion mechanism of the company also
must base on their capacity, vision and good leadership skills. Supervisors need to treat
everyone equally. To get that, it is very necessary for the company to build a strong and
good organizational culture. Because when creating a strong organizational culture,
everyone in the company can share core values, sympathy and do a good job.
5. Policies of equal salary distribution: The principles for policies of salary and
reward are transparency and fairness. Employees at the same work positions need to be
paid equally. In addition, the policies of salary and reward must also base on the ability
to compete in the labor market to prevent the labor drain of the company.
5.3 Contributions and the importance of the research
5.3.1 Contributions
The research purposes are to explore, detect factors that affect employee
satisfaction on job. This is a research field that has been done in many countries, not
much in Vietnam, especially in Hai Duong province, so the author thinks that the study
will be one of initial researches in Vietnam contributing in retesting the Job Descriptive
Index (JDI) in another culture and in a specific company. Another contribution of the
study is to create basics for further researches to adjust and select better factor in the
research model.
5.3.2 The importance of the research
● in the domain of learning, the application of an old research model from
previous researches in a new study with different research conditions will have certain
changes because there are differences between different culture. So, the research model
must be adjusted through the step of qualitative research before applying it in the
research.
63
● in the domain of reality, the study also helps managers and administrators of the
company answer the questions about which factors affecting employee satisfaction with
job and how they influence. Moreover, the research results also suggest directions and
solutions for the company to improve the satisfaction level of the employees with job.
5.4 Limitations
As other previous researches, this study also has certain limitations as follows:
Firstly, the research is limited in the scope of a company, and at manufacturing
factories, so it cannot answer the question about general satisfaction of all employees in
Hai Duong province or in other companies in Vietnam. To generate to the overall, the
studies in this field need to be done in different time to test the other trends.
Secondly, due to the limitations of time and cost, the study has still not made the
deep interview with students (interviewees) after the quantitative research to detect
more inside information that do not contain in the close questions.
Thirdly, the study selected samples according to the non-probability sampling
method, so it cannot assess the influences of sampling errors on the research results.
Therefore, the reliability and representative of the research model are limited.
5.5 Directions for further researches
From these limitations of this study, the author proposes the directions for further
research.
Firstly, the study should expand the research objects including the employees at
other work positions, other fields to define the general trend of employees in job
satisfaction.
Secondly, to increase the ability of generating results to overall, further researches
should extend the research scope to increase the reliability of the research model, and to
adjust the suitability of the scales. Further researches can also use the probability
sampling method to increase the representative and generality of the research model.
Thirdly, further researches can also add other important factors into the research
model to further enhance the explanatory power of the model and be consistent with
new research conditions.
64
And the last one, because this study was done at a time, so its explanation ability
in the long-run is limited. To improve this, further researches should be done in
different times and analyze the research model in the long-run in order to evaluate how
the factors impact in the model.
REFERENCES Alf Crossman, Bassem Abou-Zaki, (2003),Job satisfaction and employee
performance of Lebanese banking staff, Journal of Managerial Psychology, 18(4),
368 – 376.
65
Anlgelo J Kinicki et al. (2002), Assessing the Contruct Validity of the Job
Descriptive Index: A Review and Meta Analysis, Journal of Applied Psychonogy,
87(1), 14 -32.
Arthur G. Bedeian et al. (1992), Age, Tenure, and job satisfaction: A tabe of two
perspectives, Journal of Vocational of Behavior, 40, 33 -48.
Billie Coomber and K.Louise Bariball (2007), Impact of job satisfaction
components on intent to leave and turnover for hospital – bared nurses: A review
of research literature, International Journal of Nursing Studies, 44, 297 – 314.
Benjamin Schneider et al. (2003), Which comes first: Employee, Attitudes or
Organizational Financial and Market performance, Journal of Applied
Psychonogy, 88(5), 836 – 851.
Cynthia D, Fisher (1998), Mood and emotions while working – missing pieces of
job satisfaction, School of Business Discussion Peppers, Bond University.
Garson GD (2002), Guide to Writing Empiricel Pappers, Theses, and
Dissertations, New York: Marcel Dekker.
Gerbing WD and Anderson JC (1988), An udate paradigm for scale development
incorporating unidimensionality and its assessments, Journal of Marketing
Research, 25(2), 186 -192.
G.H Ironson et al. (1989), Contruction of a job in General Scale: A Comparison of
Global, Composite, and Specitic Mearsures, Journal of Applied Psychonogy,
74(2), 193 – 200.
Ha Nam Khanh Giao and Vo Thi Mai Phuong (2011), Measurment of job
satisfaction of the production staff at Tan Hiep Phat Group, Economic
Development, 248, 1 -8.
Hair et al. (1998), Mutivariate data analysis, 5th ed, Englewood Cliffs, NJ,
Prentical – Hall.
Hair et al. (2006) Mutilvariate Data Analysis 6th ed, Upper Saddle River
NJ,Prentice –Hall.
66
Hoang Trong and Chu Nguyen Mong Ngoc (2008), Analysis of research data with
SPSS – Vol 1, Hong Duc Publisher, Ho Chi Minh, Vietnam.
Hoang Trong and Chu Nguyen Mong Ngoc (2008), Analysis of research data with
SPSS – Vol 2, Hong Duc Publisher, Ho Chi Minh, Vietnam.
Hoppock.R (1935), Job Satisfaction, New York: Haper and Bros.
John D.Pettit, An examination of Organization Communication as a Moderator of
the Relationship between job performance and job satisfaction , The Journal of
Business Communication, 34(1), 81 -98.
Jahanzeb Shah (2007), Organizational Culture and job satisfaction: An empirical
study of R and D, Electronic copy available at:http://ssrn.com/abstract=1293922.
Jeffrey M,Stanton et al. (2001), Development of a Compact measure of job
satisfaction: The abridged Job Descriptive Index, Educational and Psychonogy
Measurement, 61(6), 1104 – 1122.
Kotler and Armstrong (2004), Principles of Marketing (Vietnamese translation
version), Statistics Publisher, Vietnam.
Kimberly T.Schneider and Suzane Swan (1997), Job related and Psychological of
sexual Harrassment in the Workplace: Impirical Evidence from two
Organizations, Journal of Applied Psychonogy, 82(3), 401 – 415.
Lilia M. Cortina and Vicki J.Magley (2001), Incivility in the Workplace:
Incidence and Impact, Journal of occupational Health Psychonogy, 6(1), 64 -80.
Nguyen Kim Anh (2010), Measurement of job satisfaction of employees at
Frerencius KABI Bidipharm Joint Stock Company, Master thesis, Ho Chi Minh
university of economics, Ho Chi Minh, Vietnam.
Nguyen Thi Thu Thuy (2011), Research on factors affecting job satisfaction of
lecturers in Ho Chi Minh city, Master thesis, Ho Chi Minh university of
economics, Ho Chi Minh, Vietnam.
Nezaam Luddy (2005), Job satisfaction amongst employees at a public Health
Institution in the Western Cape, University of the Western Cape.
67
Nguyen Lien Son (2005), Measurement of job satisfaction level of employees at
Long An Long An Mechanical Joint Stock Company, Master thesis, Ho Chi Minh
university of economics, Ho Chi Minh, Vietnam.
Nguyen Dinh Tho (2011), the scientific method in business research, Labour –
Social Publisher, Vietnam.
Nguyen Quang Dong (2003), Econometric lecture, Statistics Publisher, Hanoi
Vietnam.
Nunally and Bernstein (1994), Psychometric Theory, 3th ed, Mc Graw – Hill,
New York.
Pham Van Manh (2012), Increasing the job satisfaction level of employees at
Vietnam's Military Telecom Corporation (Viettel), Master thesis, National
Economics University, Hanoi, Vietnam.
Paul E, Spector (1987), Method Varinance as an artifact in seft reported affect and
perceptions at word: Myth or Significant problem?, Journal of Psychonogy, 72(3),
438 – 443.
Sandy Lim and Lilia Cortina (2005), Innterpersonal Mistreatment in the
Workplace the interface and Impact ofGeneral Incividity and sexual Harrassment,
Journal of Applied Psychonogy, 60(3), 483 – 496.
Steven D.Levitt and Stephen J.Debner (2005), Freakonomics (Vietnamese
translation version, 2008), Tri Thuc Publisher.
Schmidt.S (2007), The Relationship between satisfaction with Workplace training
and overall job satisfaction, Human Resource Quaterly, 18(4), Winter Wiley
periodicals, Inc.
Spector (1997), Job satisfaction application assessment, Causes, and,
consequesces, Thourand Oaks, Califonia.
Smith, Kendall and Hulin (1969), The searurement of satisfaction in work and
ritirement, Chicago, Rand McNally.
Smith et al. (1983), Organizational citizenship Behavior: Its Nature and
antecedent, Journal of Applied Psychology, 68, 653 – 663.
68
Timothy Ạ. Judge and Edwin A Locke (1992), The effect of Dysfunctional
thought process on subjective well – being and job sastisfaction, Cornell
University ILR School, 1 -51.
T. Ramayah et al. (2001), Job satisfaction : Empirical evidence for alternatives to
JDI, National Decision Sciences Conference, San Francisco, 1 -16.
Travis G.Worrell (2007), School Psychologists` job satisfaction in counselor
Education, Blacksburg, Virginia.
Tran Kim Dung (2005), Measurement of job satisfaction in the conditions of
Vietnam, Journal of scientific development, 8, 1 -9.
Tabacknic and Fidell (2007), Using Multivariate statistics, 5th ed, Boston; Pearson
Education.
Weiss et al. (1967), Manual for Minnesota Satisfaction Questionnaire, The
University of Minnesota Press.
APPENDIX QUESTIONNAIRE
Introduction
Dear Respondents
I am Nguyen Trong Dieu, a Master student in the faculty of Business
Administration, at Shu-Te University, Kaohsiung, Taiwan. At this time, I am doing
69
Master’s thesis research with the title: “Employee Job Satisfaction Survey at Trung
Hai Haiduong Cement Joint Stock Company , Vietnam” under the direction of ……..
To complete this thesis, I really need your helps by answering questions of the
questionnaire. I promise that your name and any of the information you provide will be
kept strictly confidential and will not be attributed to the individual or organization. All
responses will be stored in a secure environment. The results of this research would be
used for academic purposes only. If you need to know about research results, please
contact me via email address ……..
2. Contents of questions
Please rate the extent to which you agree with each statement below. (Circle the
number that best indicates for each statement). In which::
Strongly disagree
Disagree
Neutral
Agree
Strongly agree
No. Code Contents of question Agreement level I Work itself
1 CV1 The work suits your capacity and professional skills. 1 2 3 4 5 2 CV2 Employees understand clearly about job. 1 2 3 4 5
3 CV3 Work allows employees to have opportunities for using their individual abilities. 1 2 3 4 5
4 CV4 Motivated to have creativity at work. 1 2 3 4 5 5 CV5 Job has much fun and challenges. 1 2 3 4 5 6 CV6 The workload of job is reasonable. 1 2 3 4 5 7 CV7 Working time is appropriate. 1 2 3 4 5 II Training and advancement opportunities
8 DT1 Fully trained professional skills 1 2 3 4 5
9 DT2 Opportunities for improving professional skills 1 2 3 4 5
10 DT3 Promotion opportunities for capable people 1 2 3 4 5
11 DT4 Opportunities for personal growth 1 2 3 4 5
12 DT5 Fair training and promotion policies 1 2 3 4 5
III Salary
70
13 TN1 Salary matches the abilities and contributions. 1 2 3 4 5
14 TN2 Equally rewarded for work efficiency 1 2 3 4 5
15 TN3 Reasonable subsidization 1 2 3 4 5
16 TN4 Equitable distribution of salary, bonuses and pension 1 2 3 4 5
17 TN5 Can live on their income 1 2 3 4 5
18 TN6 Salary is on par with other companies 1 2 3 4 5
IV Supervisor support
19 LD1 The supervisors care about their subordinates. 1 2 3 4 5
20 LD2 Employees receive much supports from their supervisors. 1 2 3 4 5
21 LD3 Supervisors treat everyone equally. 1 2 3 4 5
22 LD4 Supervisors have capacity, vision and good leadership skills. 1 2 3 4 5
V Co-worker relations
23 DN1 Co-workers are often willing to help each other. 1 2 3 4 5
24 DN2 Co-workers work together well. 1 2 3 4 5
25 DN3 Co-workers are friendly. 1 2 3 4 5
26 DN4 Co-workers are trustworthy in work. 1 2 3 4 5
VI Work conditions
27 MT1 The working environment is clean and hygiene. 1 2 3 4 5
28 MT2 You do not worry about losing job. 1 2 3 4 5
29 MT3 You work under safe conditions. 1 2 3 4 5
30 MT4 You are sufficiently provided work equipments. 1 2 3 4 5
31 MT5 Work pressures are not too high. 1 2 3 4 5 VII General satisfaction
32 TM1 Feel satisfied when working at the company. 1 2 3 4 5
33 TM2 Be glad when choosing a working place. 1 2 3 4 5
34 TM3 Regarded the company as your second home 1 2 3 4 5
71
Personal information
Please share with us your personal information by ticking or in suitable box:
Full name (not required)......................................... 1 Male 2 Female
Age: 1.18-25 2.26-35 3 .36-45 4.Above 46
Education level: 1. University or above 2. College/intermediate 3. High
school 4. Other
Work position 1. Stone quarrying enterprise 2. XN Cement production enterprise 3
Market research department
Address(not required) Phone: (not required)
Please indicate your monthly income:
Less than 3 mil VND
From 5 mil to less than 10 mil VND
From 3 mil to less than 5 mil VND
More than 10 mil VND
Thank you for your cooperation!
Top Related