CHAPTER 4: RESULT AND DISCUSSION
4.4 Hypothesis testing
4.4.3 Linear Regression Analysis
1. Linear Regression Analysis with Dependent Variable is Job Satisfaction.
Table 4.9: Model Summary
Model R R Square Adjusted R Square Change Statistics
R Square Change F Change df1
1 .762a .581 .574 .581 86.852 3
The Table 4.9 is showing that 58.1% of job satisfaction depended on EL, PT and SL mean that still has 42.9% remaining based on other side variables not mentioned in this study.
Table 4.10: Anova (a)
Model Sum of Squares df Mean Square F Sig.
1
Regression 17.180 3 5.727 86.852 .000b
Residual 12.396 188 .066
Total 29.576 191
a. Dependent Variable: JS
b. Predictors: (Constant), EL, PT, SL
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variable( JS) and independent variables (PT, SL, EL) and this relationship be showed by the following formula:
Y(JS) = β + β PT + β SL + β EL
As the table 4.11 below, β = .979, β = .118, β = .271, β = .463 so we have the Linear regression model is:
Y(JS) = .979 + .118PT + .271SL + .463 EL
This above formula is showing that when PT change 1 unit, Y(JS) will change 0.118 unit, similarly when SL change 1 unit, JS will change 0.271 unit and when EL change 1 unit, JS will change 0.463.This formula also show that: Employee’s loyalty had much more affect to Job satisfaction than other variables.
Table 4.11: Coefficientsa
Model Unstandardized Coefficients Standardized Coefficients
t Sig.
B Std. Error Beta
1
(Constant) .919 .209 4.391 .000
PT .124 .067 .118 1.848 .066
SL .243 .064 .271 3.811 .000
EL .396 .059 .463 6.759 .000
Because Significant of Salary and Employee’s loyalty are .000 mean two this independent variables had positive relationship with Job satisfaction. So Hypothesis 2 and Hypothesis 3 are accepted. However Sig of Promotion Training is .066> .05 mean that this variable had negative relationship with job satisfaction. So Hypothesis 1 has been rejected
2. Linear Regression Analysis with Dependent Variable is Employee’s Loyalty As table 4.12 below, 52.4% of Employee’s loyalty depends on promotion training and salary.
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Y(EL) = β + β PT + β SL
As table 4.12 below, β = .532, β = .262, β = .529. So this formula would be:
Y(EL) = .532 + .262PT + .529SL
This above formula is showing that when PT change 1 unit, EL will change 0.262 unit, and SL change 1 unit, EL will change 0.529 unit. So Salary had more effective with 2 time higher than PT.
According to table 4.14, Significant of all variables had less than .05 mean that Promotion Training and Salary had positive relationship with Employee’s Loyalty. Thus, Hypothesis 4 and Hypothesis 5 are accepted.
Regression 21.135 2 10.567 104.082 .000b Residual 19.189 189 .102
Total 40.324 191
a. Dependent Variable: EL b. Predictors: (Constant), SL, PT
Table 4.14: Coefficients
Model Unstandardized Coefficients Standardized Coefficients
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hypotheses (H2 and H3) are accepted, mean two independent (Salary, and Employees’
Loyalty) variables had positive relationship and Hypothesis 1 had been rejected.
Besides that, Promotion Training and Salary also have positive relationship with Employee’s loyalty. Thus Hypothesis 4 and Hypothesis 5 are accepted.
Then there is no difference in Job Satisfaction upon Age and Gender; and there are difference in Job Satisfaction upon Marriage status, Income, Education, Time of Work and Current Position.
As a conclusion of this chapter, the table below will show the conclusion of each Hypothesis:
Hypotheses Conclude
H1 There is a positive relationship between
Promotion Training and Job Satisfaction Not Supported H2 There is a positive relationship between
Salary and Job Satisfaction Supported H3 There is a positive relationship between
Employee’s Loyalty and Job Satisfaction Supported H4 There is a positive relationship between
Promotion Training and Employee’s Loyalty Supported H5 There is a positive relationship between Salary
and Employee’s Loyalty Supported
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Firstly, according to the result of chapter 4, this chapter will conclude about Job Satisfaction and Staffs Loyalty of Hanoi Transport and Services Corporation (TRANSERCO), then Theoretical and Practical Implications, and Limitation of this study. Finally, this chapter will show recommendations for future research.
5.1 Research Summary
From the result of above chapter, we know that Job satisfaction of staff in TRANSERCO is slightly low with 3.96, and standard division 0.39. When satisfaction is considered under each factor separately, office worker higher satisfaction for Promotion Training and lower with Salary. Mean that, the Manager and Human resource management have to improve more and more strategies to make their Employee more satisfy with the organization. This study also show that there are a difference satisfaction if employee have difference Marriage status, Income, Education, Time of Work and Current Position.
Firstly, this analyze of research can be divided into three main sections which are demographic data, reliability and hypotheses testing. It’s showing that the marriage employees are more satisfy than single employees. In aspect of education, most of employees in TRANSERCO had bachelor degree. And The Income of staff is the most from 401- 600 USD.
Besides that, 35.9% of employee work for TRANSERCO from 4- 6 years, and the rest separate in 3 other group: less than 3 years, 7-10 years and 11-15 years and only 1% of employee has work duration more than 16 years. In aspect of Current Position, almost of employee are Entry level Manager which is lowest level in TRANSERCO office.
Secondly, Cronbach’s alpha Test for reliability stated that all variables had high reliable.
As Pearson Test is showing those three independent variables had correlation with dependent variable or they had positive significance to dependent variable. Employee had satisfy with to training of the organization like Personnel Training and organization focused
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training to them. However they had low ranking for the improvement of their carrier in the organization. Employees also satisfied because their salary is equal with other business paid for their staff in the same position. And their salary was paid full and on capacity… however, they still have not highly satisfaction with Employee’s Loyalty commensurate with job performance, besides that they had low level for those income from company which can make them live solely. In despite of satisfaction with Promotion Training and Salary was not high but the overall Satisfaction of employee and employee’s loyalty still high.
Finally, The Regression analysis is used to testing five hypotheses with the relationship of three independent variables (Promotion Training, Salary and Employee’s Loyalty) and one dependent variable (Job satisfaction) or between Employee’s Loyalty with Promotion Training and Salary, and the results is highly relationship among those. This result also showed that even with low Promotion Training Satisfaction or Satisfaction of Salary, Employees still can satisfy if they have high loyalty with organization. Besides that Salary had more affective to Job satisfaction than other factors. The analysis also showed that Employee's loyalty were the most affecting to Job satisfaction however it also explained the big reason lead to high loyalty is Salary.
In other hand, this study also analyzed and concluded that there is no difference in job satisfaction upon Age, and there are difference in job satisfaction upon gender, marriage status, income, education background, time of work and current position.
5.2 Theoretical and Practical Implication
This study has critical implication for both academics and managers of Hanoi Transport and Service Corporation (TRANSERCO).
First of all, the general job satisfaction is 3.96 that did not reach to 4 (satisfaction level in
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higher Job satisfaction of employee. According to regression analysis results which showed that the factors influencing job satisfaction include satisfaction for income and promotion Training. The intensity of the influence of these factors is expressed through regression coefficients of the variables in the equation to help the manager know what factors they should impact to improve job satisfaction of staff.
For satisfaction of the employee’s salary, this is the most influential factor and the most important significance in improving job satisfaction of employees so Managers have to focus and note on, especially when satisfy value of this factor is lower than job satisfaction and event lower than promotion training factor. The order to priority to improve this factor’s satisfies are: creating more reward policy development, reasonable wage subsidies policy and trying to raise the salaries of employees. The main purpose of award is given higher income than normal for the employee who works well to encourage them to work better and better. To get a reward, the employee must achieve a certain performance at work such as gain in business revenue of gain in manufacturing productivity. However the organization has to build itself a clear policy and comprehensive award with bonus levels for each specific accomplishment. Best Business performance is usually the result of a group or team work but still have exceptional individuals so besides the general prize for group or team, the organization must also give rewards for the best individuals. Besides that, praise and encouragement are also very important role to improve employees’ satisfaction. The organization must avoid spreading the common bonus which always given by the state own enterprise because it really has a small effect on satisfaction for employees. Subsidy wages for ordinary officer mainly is lunch allowance, work trip allowance, telephone charges… those are not a big change in their income but it can make employee feel that they are be take care by their company.
For Promotion Training factor, this study showed how satisfied the employees are. They
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focused on training to develop dynamic young executives (young talents), how are the promotion training affected to their work and their performance in work. However, this research has shown that employees have not too much chance to improve their carrier. In spite of training to improve knowledge, skill, new technology and new manufacturing productivity systems or management skill, communication skill, negotiation skill, resolve skill… the organization also have to demonstrate to all their employees that those who are the best qualified and work efforts will be create better condition for promotion. When a management position empty or new manager position, those who attempted to contribute for organization will better than recruiting new managers from outside.
In other hand, according to the analysis the satisfaction of employees who are the young generation and single in the organization, will always have lower satisfaction level. So, the organization should have strategy to prevent the decline in job satisfaction by enabling them to undertake new work, new chance or changing position in organization or take care more for them such as challenge them with new task and rewarding them if they can do it with awards, medals, trophies…
In addition, Employee’s loyalty had high affect to Job satisfaction, and this factor be affected by Salary and Promotion Training, so to improve Job satisfaction, this study also found that improve Salary and Promotion Training satisfy can make higher Loyalty and this can make very high Job satisfaction.
5.3 Research limitations
The study about Job satisfaction of office employees who work for Hanoi Transports and Services Corporation (TRANSERCO), however because the limitation of time, human so this study only had small simple size.
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TRANSERCO, but there are more than 8000 workers who are working for TRASERCO mean that the research cannot describe the overall satisfaction of TRANSERCO’s employees. Then the Survey was also sent to employees by email, so some of employees who are not usually using Internet, cannot join this research. Or this research also mention 3 variables which affected to job satisfaction, nevertheless it still be affected by other section such as superior, company’s welfare, colleagues or working condition…
5.4 Future research
As mention in the beginning of this study, the main goal of any business is make their employees work efficiently and loyalty with company, so employees’ satisfaction is only one of many sectors. There are difference sectors that also be take care by the business, those are factors affecting to job performance of employees or factors affecting to intention to quit job of employees. Meanwhile variables of this study can have difference roles in correlate relationship with two above sectors, then job satisfaction can be a variable that affects to job performance and intention to quit job.
Besides that, there are few factors which affected to job satisfaction were not consider in this study. So the continue future studies will analysis those variables.
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Dear TRANSERCO‘s Managers
My name is Kelvin (Nguyen Tuan Duong), a manager of managing public bus department in Hanoi Transport & services corporation (TRANSERCO). I am currently conducting a survey for my graduate thesis in IMBA program in Taiwan. Questionnaire is about Factors affecting job satisfaction and staff’s loyalty in TRANSERCO.
All of TRANSERCO’s employees who work in the center office can be candidate of my research.
The survey will take approximately 5-10 minutes to complete
.Participant’s responses and company information will be kept confidential. Participation is voluntary but greatly appreciated. Thank you so much!
Section 1: Please read each item carefully and tick the appreciate number that indicates How much you agree and disagree with each of the section below.
1. Strongly disagree 3. Neutral 2. Disagree 4. Agree
5. Strongly agree
I- How do you feel about the Promotion training of TRANSERCO?
I feel,
Strongly 1 The organization is very interested in thetraining of personnel
□ □ □ □ □
2 The organization is very interesting in development the dynamic young
executives.
□ □ □ □ □
3 I was participating in the training program of the organization according to job
requirements.
□ □ □ □ □
4 The training program in accordance with my ability and after training, my work
skills are more advanced.
□ □ □ □ □
5 I have many opportunities to get promoted
in my organization.
□ □ □ □ □
6 I can aware of the necessary condition and opportunities for promotion to survive in
my organization.
□ □ □ □ □
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□ □ □ □ □
II- How do you feel about the Salary in TRANSERCO?
I Feel, Strongly 1 Salary commensurate with job
performance.
□ □ □ □ □
2 I can live solely on the income from the
company.
□ □ □ □ □
3 The wages are equal to other business
paid
□ □ □ □ □
4 Wages are paid in full and on capacity.
□ □ □ □ □
5 Wages are equal remuneration policies
and adequate.
□ □ □ □ □
6 I have remuneration and allowances.
□ □ □ □ □
III- Rate your degree of Job satisfaction
Strongly4 The Company does an excellent job of keeping employees informed about
matters affecting us.
□ □ □ □ □
5 How satisfied are you with the information you receive from management on what is going on in your division?
□ □ □ □ □
6 How satisfied are you with your involvement in decisions that affect
your work?
□ □ □ □ □
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□ □ □ □ □
8 How satisfied are you with your opportunity to get a better job in this
company?
□ □ □ □ □
IV- Assessment of employee satisfaction leads to Employee’s loyalty?
Strongly 1 I am proud to introduce to people about
my organization as a best place to work.
□ □ □ □ □
2 I would like to work with organization in a long term although another
organizations offer more attractive benefits.
□ □ □ □ □
3 I will sacrifice my personal interests when required to help the organization
succeed.
□ □ □ □ □
6 The organization deserve with my
loyalty.
□ □ □ □ □
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□ □
□ 401-600 □ 601 – 800
□ 801- 1000 □ Higher than 1001
5. Education □ High school Diploma □ Associate Diploma □ Bachelor Degree □ Master Degree
□ PhD □ Other ………
6. Time of working for TRANSERCO
□ Less than 3years □ 4 - 6 years □ 7-10years □ 11-15years □ More than 16years
7. Current position in the organization □ Entry Level Manager
□ One department Manager
□ General Executive Manager
□ Other………
Thanks for finish the survey!
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57
58
nhân viên?
1 2 3 4 5
1 Tôi tự hào để giới thiệu với mọi người về tổ chức của tôi như là một nơi tốt nhất
để làm việc.
□ □ □ □ □
2 Tôi muốn làm việc với tổ chức trong một thời gian dài kể cả các tổ chức khác cung
cấp những lợi ích hấp dẫn hơn.
□ □ □ □ □
3 Tôi sẽ hy sinh lợi ích cá nhân của tôi khi
cần thiết để giúp tổ chức thành công.
□ □ □ □ □
4 Tôi không muốn chuyển sang một tổ chức khác, cho dù tổ chức của tôi có kết
quả kinh doanh không tốt.
□ □ □ □ □
5 Tôi hào hứng trong việc gửi những đóng
góp để cải thiện tổ chức
□ □ □ □ □
6 Tổ chức xứng đáng với lòng trung thành
của tôi.
□ □ □ □ □
8. Giới tính: □ Nam □ Nữ
9. Tình trạng hôn nhân: □ Hôn nhân □ Độc thân
□ Khác………
10. Tuổi: □ Ít hơn 25 tuổi □ 26-35tuổi □ 36 – 45 tuổi □ 46- 55 tuổi
□ Nhiều hơn 55 tuổi
11. Thu nhập ( USD trên tháng) □ Dưới 200 □ 201-400
□ 401-600 □ 601 – 800
□ 801- 1000 □ Trên 1001
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