Introduction

In this chapter, the dissertation will give some theoretical research related to the relationship between the satisfaction of employees with their commitment to the job. In this chapter, the dissertation will offer theories on job satisfaction as well as theories about the commitment of the staff at work.

2.2 The concept of job satisfation 2.2.1 Some concepts of satisfaction job

From electric encyclopedia defines that job satisfaction is satisfied the status from an assessment by the emotional reaction, an attitude of work. However, the definition of Wikipedia is just one aspect of measuring employee satisfaction, therefore, to consider the various aspects as follows:

(i) The view of satisfy the demand: Group theoretical foundation of Maslow (1943), Adam (1963), and McClelland (1988): In the opinion of these researchers in their theory agreed that, the correspond generally perceived value must be greater than or equal to the expected value. On the basis of this theory, some researchers later inherited and developed to satisfy the needs is considered the actual value (please the status the fact) that the employee get active than the expected value (actual satisfaction condition) on aspects of the work as wage benefits, nature of work, work relations, working conditions.

(ii) Combined perspective: - Vroom (1964): the satisfaction of the employees stated that the employee is motivated from three factors combined expected value of work, means of work, interesting results from the labor force. Hackman and Oldham (1975) suggested that the satisfaction of the employee's value chain experience and perception of the combination 5 core of job characteristics as diverse skills, determine the nature of work, the importance important work, the right to decide and respond motivational work, high work efficiency.

(iii) The definition in terms of independence:

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Herzberg (1959); Alderfer (1969): the satisfaction of the employees are generally defined as the level of favorite job or trying to maintain the work of the employees represented by the perception (positive or negative or combination positive and negative) on various aspects of work affect themselves.

Kreitner and Kinicki (2007): job satisfaction reflects only part of the attitude towards work that employees love and satisfaction level of the scale factor assessment:

payroll, promotion, leader, relations and colleagues scale factor they expect. In view Kreitner and Kinicki (2007), job satisfaction is only seen as a mechanism for individuals in the overall pattern of behavior held to assess the impact on job performance and commitment to the organization. Factors evaluated dedication to the organization, including: job satisfaction; work pressure; The motivation to work; Confidence, legal and ethical; Learning and implementing decisions.

(iv) The point scale factors to satisfy to employees:

Smith, Kendall and Hulin (1969) suggested that the satisfaction of employees be measured by indicators JDI (Job Descriptive Index) represented by five factors that affect the following: (a) Satisfied with the work itself ; (b) Satisfied with salary; (c) Satisfied the promotion and advancement opportunities; (d) Satisfied with supervision; (e) Satisfied with colleagues.

Weiss (1967) defined that to satisfy of workers over 02 groups expressed to satisfy measurement factors: (a) group of nature inside elements; (b) Group of the impact outside elements. (c) In addition to the inclusion of general criteria such as working conditions, methods of teamwork.

Locke (1976) suggested that the employee satisfaction is reflected in the value of the scale factors: (a) The nature of the work; (b) Salaries & benefits; (c) Promotion; (d) Recognition of work performance; (e) Working conditions; (f) Co-workers; (g) Monitoring; (h) trade unions.

Association of Human Resource Management SHRM (2009) suggested that to satisfy of employees in each time are shown: (a) group of the most important factors of the employee to satisfy (job security, welfare , compensation & payments, the opportunity to show the capacity, safety condition in the work environment); (b) to satisfy under different aspects (group professional development aspect, the aspect of the working

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relationship between employees with leadership, team work environment aspects) and (c) the level of overall satisfaction of workers.

Thus, there are many different definitions of satisfaction of employees, in other words "condition of satisfaction and dissatisfaction of workers on the job through different evaluation criteria." Each researchers have their own looking, own interpretation of their work. The next section refers to the theory of satisfaction with the empirical research related to the satisfaction of the employees of the enterprise in which they are working.

2.2.2. Several theoretical research on satisfaction:

The theory needs Abraham Maslow's hierarchy (1943):

The fundamental need of humans is divided into five levels increased gradually:

physiological needs (food, drink, clothing, residence, rest, etc ), safety needs (security, safety, stability, etc), social needs (family, colleagues, communication, etc), self-esteem needs (achievement, status, responsibility etc ...) and the need to express themselves.

When a certain lower needs have been satisfy, the demand at the next higher level will appear.

Figure 1: Maslow's hierarchy of needs

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The theory of Maslow's hierarchy needs to be applied to meet the satisfy of employees: (a) Physiological needs and safety are expressed scale factor income and welfare; (b) The need for social and self-respect to be shown the scale factor working relationships with colleagues and superiors; (c) The need for self-expression itself is expressed through the scale factor in job autonomy.

Equity theory of John Stacey Adam (1963):

Equity theory (Equity Theory) Adams of group theory of motivation in order to determine: (a) inputs which employees contribute their own job (the level of jobs, skills skills, working time, etc ...) and (b) the output factor that employees receive (salary, benefits, and evaluate the effectiveness of the work, empathy, etc ...). Then, the inputs and outputs of the workers themselves are reviewed and compared with the inputs and outputs of colleagues in the company, if:

- Results of the comparison of inputs and outputs are greater than the worker will contribute more work in their current job.

- Results of the comparison of inputs and outputs are equal peers, the workers that maintain existing jobs.

- Results of the comparison of inputs and outputs is lower than peers, the workers would reduce the effort for the work being done, sometimes inclined to resign.

Theory demand equitable: Adam is applied to meet the employees' satisfaction and suggests factors results received from labor to remove the larger factors job, and outputs, inputs were taken comparisons between colleagues within the organization.

Theory of achievement of James L. McClelland (1988): Theory McClelland's achievement motivation concentrated work and improve the work done by bringing satisfy the needs of human achievement. He reviewed on 03 types of human needs, defined as follows (Robbins, 2002): (a) The need for achievement is trying to achieve excellence, the effort to succeed work which they wish to follow certain standards, are shown in the scale factor in evaluating job performance, job recognition performance achieved; (b) The demand for power is what makes other people behave the way they wish, expressed in the scale factor status and prestige of them; (c) The need for alliances is the desire to have friendly relationship and closeness with others, is expressed in the scale factor working relationships with leaders and colleagues.

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McClelland's Theory achievements are applied in satisfying the needs of people in order to motivate employees to work. Demand achievements density distribution, the greater the motivation the level of effective work of the higher labor and encourage employees to work better than the needs and demands of power alliance .

Theory of Victor Vroom expectations (1964):

Expectation theory of Vroom assess motivation to satisfied the work expectations based on the results of the the work itself. This model by Victor Vroom given in 1964, subsequently amended and supplemented by a few others (Porter and Lawler, 1968).

Vroom's Expectancy theory is built according to the formula:

Expectations X Means x Capacity = Motivation

- "Expectation" from of work effort is expected to work and achieve the goal of self.

- "Means " support the implementation of the work are factors in relation to work, working conditions, the work autonomy, etc ... to complete the job.

- " Capacity " for reward responses received awards than labor outcomes that they contribute to the work.

The combination of these three factors create the motivation of the employees, just as their perceptions of the three factors are positive.

Vroom expectations theory is applied in response satisfied the needs of the employees based on their perception, so should have the appropriate scales factors that organizations should build on the characteristics: Features effort to complete the work (select appropriate personnel to the work, well trained staff, clearly assigned, provide the information necessary to monitor and collect feedback, and so on. .); (b) Characteristics of the work done to bring optimum efficiency (measuring process worked reasonably describes the results of good and bad work, interpretation and application of incentive mechanisms according to the results, etc ...); (c) Characteristics rewards increase the satisfaction level of the employees (to ensure that the reward value of material and spiritual, individual awards, minimize the difference in the level of satisfaction of the results, etc ...).

The model features the work of Hackman and Oldham (1975): Richard Hackman and Oldham Grey plays an important role in building the model features work created

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incentives from intrinsic to effective public the best. Researchers later, Smith & Cronje (1999) and Robbins & Judge (2007), describes 03 key factors in the model are as follows:

(a) a very interesting experience in the meaning and the important for workers; (b) The experience should be responsible to stick with the results of work of employees; (c) Awareness of the results of their work. These characteristics affect the 03 key factors in the model: (a) a very interesting experience job: diverse skills, determine the nature of work, the importance of work. (b) The experience should be responsible for the results of the work: the right to make independent decisions and discretion in planning and determining the procedures to complete the job.

(c) Awareness of the results of their work: Feedback implementation process for superior work, from which superiors record, assess the achievements of workers as well as criticism, suggestions to fix errors work. The objective of this model to create the conditions that promote intrinsic motivation and increase the job satisfaction of employees and create intrinsic motivation high, satisfying high growth, high job satisfaction, high job performance.

The model work features of Hackman & Oldham gave a weighted potential mobilization of workers MPS (Motivating Potential Score). If the number of MPS is low, the employees are clearly not motivated to work, must be designed and arranged work, if the index of MPS is high, employees are cumulative motivation.

The model working features of Hackman & Oldham are applied in measuring the satisfaction level of employees to motivate work.

Two-factor theory of Herzberg (1959)

Famous theory of Herzberg's two-factor has launched two aspects affect the level of job satisfaction: (a) Factors "Motivation" act in the positive trendand (b) Factors "

maintenance "impact negative trend. This theory suggests that the motivation factors leading to the work satisfaction influence factors as opposed to maintaining dissatisfaction resulted in the employee's.

Over the fact also shows that the scales of the two factors have an impact on the level of satisfaction of the employees. However, some researchers have concluded in favor of the proposals are not maintained by Herzberg factor for not bringing in the work satisfaction (Kreitner & Kinicki, 2007).

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Expectation theory of Herzberg applied to measure the satisfaction level of the employees below 02 degrees of motivation factors and factors that maintain work.

Theory ERG of Clayton P. Alderfer (1969)

Alderfer's ERG theory determine the impact on the demand affect the behavior of the employees. This theory is classified into 03 groups needs: (a) The demand exist as hunger, thirst, safety, etc ...; (b) The need for solidarity as family relationships, friends, co-workers and superiors, (c) demand growth as demand for esteem and self-assertion.

Like the theory of Maslow's needs hierarchy theory has three different levels of needs, but the needs of the employees may also appear in all three levels simultaneously, and this demand can offset up for other needs if it is not satisfied the needs of workers.

For example, an employee is not satisfied with the level of difficulty of the work they are doing and yet, they are offset to receive salary and benefits commensurate. As such, the views of Alderfer's ERG theory is different from a theoretical point of Maslow's needs hierarchy, three needs to be considered under three different aspects of the employees, their needs are made effective in all three aspects at the same time the demand exists, needs solidarity, development needs.

Alderfer's ERG theory is applied in measuring the satisfaction level of the employees under 03 aspects of needs: survival, solidarity and growth.

Overall model of organizational behavior Kreitner & Kinicki (2007)

In the overall model of organizational behavior Kreitner & Kinicki, the results of 02 individual components: Perform the work (job performance, Commitment to the organization

According to the theoretical study of the model, most of the employees are 02 basic objectives in their work: (a) A group of the employees trying to do their job well;

(b) The rest are regarded as members of the organization. The performance level the work and dedication to the organization depends on the individual mechanisms affect the employees. Thus, the overall patterns of organizational behavior analysis of job satisfaction is just a mechanism for individual evaluation of individual the employees, but also to consider other aspects of the mechanism of individual: problem accepting work

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pressure, problems motivational work, the ethics and legality of the business, learning problems and make decisions of employees (Purcell &Hutchinson, 2007).

The behavioral characteristics affect individual mechanisms: (a) Institutional Arrangements (organizational culture, organizational structure); (b) Mechanism group (behavioral style and leadership, power and influence of leadership, teamwork process, characteristic groups); (c) personal characteristics (personality and cultural values, abilities). Overall pattern of behavior Kreitner & Kinicki organization is used in measuring the level of job satisfaction of the employees and the level of satisfied is only a part of the mechanism for individual assessment.

Comparing the characteristics of a number of theories

Some theoretical background satisfaction research the employees presented above show that depending on the perspective of each of the studies included different content analysis of the satisfaction of the employees. Overall, the theoretical basis of the study of this subject should be summarized in 02 groups assess aspects of satisfaction of the employees for the following businesses.

- Group of positive aspects: an assessment of job satisfaction, motivation, growth needs of the employees.

- Group of negative aspects: an assessment of job dissatisfaction, maintenance work in order to survive, the pressure of work of employees.

2.2.3 Some research of the scale

Measures of the work of Edwin Locke

Impact theory of Edwin Locke given the measurement of the value and impact means used the satisfaction level of the employees and theory also shows the difference between what the employees would like and who have what's the job of measuring the impact of the employees satisfaction. Examples illustrate this, if "the right decision at work" is valuable for the employees A, the employees B are not interested in this.

Meanwhile, if the impact the "right decision at work," the laborers A will satisfied more, even if not significantly impact the "right decision at work" the employees A is not also satisfying while the employees B is not affected by the value of this measure (Locke, 1976).

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Table 1: Value Measurement and means of the work

The work Measured value of work Methods

Work - Interested individuals

- Importance

Salaries & benefits Equity Safe

Promotion Equity Deserves to be promoted

Assessing the effectiveness Assessing the effectiveness Compliments and trust of work and effort

Working conditions Resources Time

Change of shift of work Conditions for safe

Manager / Supervisor Respect

As reported by the Association of Human Resource Management (Society for Human Resource Management - SHRM) survey in 2009, shows the scale factor in satisfaction of the employees of enterprises are arranged in the order following priorities:

Group of scales important factors: (1) Safety at work; (2) Welfare; (3) Compensation / paid; (4) There is an opportunity to use skills; (5) The feeling of safety in the work environment.

- Group of scales factor in terms of career development: (1) the promotion of the organization; (2) professional development opportunities; (3) try to do a specific of work;

(4) development system; (5) Accept the professional development of the organization; (6) Testing of salaries and tuition refund.

- Group of scales factor in terms of public relations with the leaders: (1) The problem of communication between staff and the superiors; (2) The right decisions and the the work independently; (3) Evaluate the progress of the work of employees; (4) Relations with intermediate levels of management.

Group of scales factor in terms of working environment: (1) Balance between flexibility and the the work life; (2) The work is very interesting; (3) There should be social responsibility within the organization; (4) Accept green environment; (5) Cultural organizations; (6) The relationship the work with colleagues; (7) The contribution of effort to the business objectives of the organization; (8) The work is done; (9) Diversity the work.

- Scale overall satisfaction level of the employees.

2.2.4 Some research results

The research results of Andrew (2002)

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Andrew (2002) study of the work satisfaction in the United States and the some other countries gave the following results:

There was 49% of the employees surveyed in the US said that completely or very satisfied with the work, only a very small number of answers is not satisfied. The rate for that completely or very satisfied with the work in some other countries as follows:

Denmark 62%, Japan 30% and the Hungary 23%. The study identified the factors that raise the level of the work satisfied include: (a) About female; (b) Safety at work; (c) Small Workplace; (d) High income; (e) Relationship colleagues; (f) Time commuter less;

(g) monitoring The problem; (h) Relationship to the public; (i) learning opportunities improve.

The research results of Keith & John (2002)

Research by Keith & John of satisfied in the work of highly qualified people; the role of gender, the management and the income compared with the results as follows: (a) A major factor affecting the work satisfaction of those who have qualified are: making money , physical condition, health and the other types of benefits; (b) Women in the level of satisfied in of than men; (c) There is an increase in the level of satisfied with the management; (d) Income has an important role to the level of the work satisfied.

The research results of Tom (2007)

Tom's research on the work satisfaction in the United States has given some results as follows: Employees working in many areas, there are 47.0% of the employees are satisfied with the work, which group of unskilled labor, the satisfaction level was much lower (33.6% only of those surveyed are satisfied with the work while the highly skilled labor, the satisfaction level is quite high (accounting for 55.8% of those surveyed).

Thus, there are many different definitions of satisfaction of employees, the general

"state of satisfaction and dissatisfaction of workers on the job through different evaluation criteria." Each researchers are looking, through its own interpretation of their work. The next section refers to the theory of satisfaction with the empirical research related to the satisfaction of the employees of the enterprise in which they are working.

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2.3 The concept of job involvement

The job involvement is a new study today. This concept has not yet reached a consensus. One explanation is acceptable: adherence to the measurement of the level of understanding of the work of employees; the active participation; and attention to the performance of tasks is important. Engagement with the work affected by work experience - factors affecting job satisfaction affects cohesion in work. Over time, the degree of attachment to the work becomes stronger due to the following factors: First, the individual professional development associated with deeply held and colleagues in their organization; secondly, seniority brings a positive attitude at work and third, job opportunities decrease over time, as employees become more engaged with their current job (Singh, 1997).

Those who expressed high sticking with their jobs are those who have higher productivity, the level of job satisfaction is higher and less displacement than those with

Those who expressed high sticking with their jobs are those who have higher productivity, the level of job satisfaction is higher and less displacement than those with