• 沒有找到結果。

Assessing the job satisfaction at the administrative office of the 5th District of Ho Chi Minh City

N/A
N/A
Protected

Academic year: 2021

Share "Assessing the job satisfaction at the administrative office of the 5th District of Ho Chi Minh City"

Copied!
52
0
0

加載中.... (立即查看全文)

全文

(1)

Department of Business Administration

I-Shou University

Master Thesis

Assessing the job satisfaction at the

administrative office of the 5th District of

Ho Chi Minh City

Advisor: Liu Jin-Ping, Ph.D.

Co-advisor: Ho Sy Tan, Ph.D.

Graduate Student: Tam Xuan Trinh

(2)
(3)

Acknowledgement

I would like to thank my professors who have been teaching for the last two years in the MBA courses. I have learnt a lot from them. Especially, I would like to thank Dr.Liou Jin Pin and Dr. Ho Sy Tan for their guidance in my thesis.

I also thank my classmates for their support for the last two years. It was a great time with time.

Last but not least, I would like to thank my family for their support and motivation so that I can finish this course. Thank you!

(4)

Abstract

Ho Chi Minh City is an economic centre that contributes significantly to the development of Vietnam. Thus, building a quality workforce for public services in order to effectively manage the city is a very important task. Therefore, it is important to study the satisfaction of public employees toward their jobs and explore the factor that influencing the job satisfaction so that managers of the public sector can come up with better solution to attract and retain competent personnel. This research is conducted to identify the factors influencing the job satisfaction of public employees in the 5th District of Ho Chi Minh city. The analysis results show that there are three factors that influence the job satisfaction including Salary and Benefits, Promotion and Training. Among these three factors, Promotion is the most influential factors, followed by Salary and Benefits and Training.

Keywords: employee’s satisfaction, salary and benefits, promotion, training

(5)

Table of Content

Acknowledgement ... i

Abstract ... ii

Table of Content ... iii

List of Tables ... v

List of Figures ... vi

Chapter I INTRODUCTION ... 1

1.1 Research Background ... 1

1.2 Research Significance ... 2

1.3 Scope of the Research ... 2

1.4 Research Methodology ... 3

1.5 Research Structure... 3

CHAPTER 2 LITERATURE REVIEW ... 4

2.1 Overview on human resources ... 4

2.1.1 Concept of human resources ... 4

2.1.2 Purpose of Human resource management ... 4

2.1.3 The basis functions of human resource management ... 4

2.2 Literature review on job satisfaction ... 10

2.2.1 Concepts of job satisfaction ... 10

2.2.2 Theories on job satisfaction ... 11

2.3.2 ERG theory of Alderfer (1969) ... 15

2.3.3 Equity theory of Adams (1963) ... 16

2.2.3 Studies on job satisfaction ... 17

CHAPTER 3 RESEARCH METHODOLOGY ... 19

3.1. RESEARCH DESIGN ... 19 3.1.1. Data source ... 19 3.1.2. Research process ... 19 3.1.3. Qualitative Research ... 21 3.1.4 Questionnaire Design ... 22 3.1.5 Sampling Design... 23 3.2. QUANTITATIVE RESEARCH ... 23

3.2.1 Reliability test by Cronbach’s Alpha ... 23

3.2.2 Exploratory Factor Analysis (EFA) ... 23

(6)

3.2.3 Regression analysis... 24

CHAPTER 4 ANALYSIS RESULT ... 26

4.1. DESCRIPTIVE STATISTICS ... 26

4.2. RELIABILITY TEST ... 28

4.3. EXPLORATORY FACTOR ANALYSIS ... 29

4.4 CORRELATION ANALYSIS AND REGRESSION ANALYSIS ... 33

4.4.1 Correlation analysis ... 33

4.5.2 Regression analysis... 34

4.5. Summary ... 36

CHAPTER 5 CONCLUSION & RECOMMENDATION ... 37

5.1. Research Summary ... 37

5.2. Recommendations ... 37

5.3. Limitations ... 38

5.4. Suggestions for future researches ... 39

References ... 40

Appendix 1: Questionnaire ... 43

(7)

List of Tables

Table 4.1 Decriptive statistics ... 26

Table 4.2 Cronbach’s Alpha coefficients ... 28

Table 4.3: KMO và Bartlett’s Test Result ... 30

Table 4.4: Total Variance Explained ... 31

Table 4.5: Rotated Component Matrix ... 32

Table 4.6: Correlation Analysis ... 33

Table 4.7: Model summary ... 34

Table 4.8: Regression results ... 35

(8)

List of Figures

Figure 2.1 Herzberg's two-factor theory ... 12

Figure 2.2 Maslow's hierarchy of need ... 14

Figure 2.3 Vroom’s expectancy theory ... 15

Figure 2.4 ERG model ... 16

Figure 3.1 Research Process ... 20

Figure 3.2 Research Model ... 22

(9)

Chapter I INTRODUCTION

1.1 Research Background

Human resources is considered as a critical factor for the success of any organization, both in private and public sector. Understanding the importance of human resources, since the establishment of the new government in 1945, the government of Vietnam had mentioned the task of training and developing the public workforce in its development strategy. In many important documents of Vietnamese government, the task of training and nurturing public employees, especially those at manager and leader positions, are always emphasized. As Vietnam increasingly becomes an active member of the world community, the internationalization trend brings both opportunities and challenges for Vietnam. If Vietnamese government wants to overcome the difficulties and catch the huge potential of the internationalization trend, it needs a high quality and effective workforce in the public offices. Thus, developing and retaining a quality workforce has become a more important task for Vietnamese government to keep the development momentum of the country.

For years, Ho Chi Minh City has been an economic centre that contributes significantly to the growth of Vietnam. Thus, the task of building a quality workforce for public services in order to effectively manage the city is very important. However, there is a rising concern that it is very hard for public offices to attract and retain competent employees as the competition for human resources is becoming increasingly intense. Therefore, it is important to study the satisfaction of public employees toward their jobs and explore the factor that influencing the job satisfaction so that managers of the public sector can come up with better solution to attract and retain competent personnel.

Understanding the contribution of a research on job satisfaction of public employees, the author decided to choose the research topic “Assessing the job satisfaction at the administrative office of the 5th District of Ho Chi Minh City”. The research was conducted in the 5th District of Ho Chi Minh City. This district is one of the main

(10)

commercial hubs of the city with many businesses and large markets. Thus, the author expected that the findings of this research would provide insights for manager of the public offices in the district to build a quality workforce to keep the district properous.

1.2 Research Significance

This study investigated the job satisfaction of public employees in the administrative offices of the 5th district of Ho Chi Minh. It provided the insights of employee’s satisfaction at different positions, ages and genders. It also showed the factors that influence the job satisfaction of employees.

The findings of this research can help managers of the 5th district to understand the public employee’s job satisfaction at their workplace and the factors affecting the satisfaction. Through this study, managers of the public offices in the 5th district would have a better background to build up their plan to improve the satisfaction of employees in order to retain and attract competent staff for their offices.

1.3 Scope of the Research

The study targeted the public employees in the administrative offices of the 5th district of Ho Chi Minh City. Regarding content, the research focused on studying the employee’s job satisfaction and factors affecting the job satisfaction. Along with the insights of the public employee’s job satisfaction in the 5th district, the author also proposed several solutions to improve their job satisfaction to the managers of the district to help them retain and attract a quality workforce.

The author aims to answer two research questions:

 What are the factors influencing the job satisfaction at the administrative office of the 5th District of Ho Chi Minh City?

 What are the solutions to improve the job satisfaction at the administrative office of the 5th District of Ho Chi Minh City?

(11)

1.4 Research Methodology

The author applied the quantitative method in this study. Questionnaires were delivered to participants at the administrative offices of 5th district to collect data about the job satisfaction and factors affecting the satisfaction. The data were analyzed by the analytical software SPSS 18.

1.5 Research Structure

This research included 5 chapters:

Chapter 1: Introduction

Chapter 2: Literature Review

Chapter 3: Research Methodology

Chapter 4: Results & Analysis

Chapter 5: Conclusions & Suggestions

(12)

CHAPTER 2 LITERATURE REVIEW

2.1 Overview on human resources

2.1.1 Concept of human resources

Human resource is based on the foundation in which each individual holds the different roles and is connected by the certain goals. This is different from other resources because of the characteristic of people. Employees are distinct by their capacities, personal traits. They, whose actions can change and depend on their own or the affect from environment, get the potential to develop; the competent to form teams and union to protect their benefits; the ability to assess and question about activities of managers. Consequently, managing the human resource is much more difficult and complicated than managing other elements in business process.

Human resource management is a system of philosophy, policy and operational function in attracting, training – developing and maintaining the organization’s people to get the optimal results for both the organization and its staffs.

2.1.2 Purpose of Human resource management

Human resource management research issue about people management in one organization at the micromanage with two basic purposes as below:

• Using effectively human resource in order to increase the productivity and the effect of the organization.

• Satisfying the increasing demand of employees, enabling employees to maximize individual capabilities so that they are stimulate, encouraged as much as possible at the workplace leading to the loyalty and the dedication for the company

2.1.3 The basis functions of human resource management

Human resource activities concerns to all issues about rights, obligations and responsibilities of employees, which is the aim of high effect for both organization and

(13)

staffs. In the reality, these activities is extremely diverse, abundant and different according to the characteristics in organizational structure, technology, human resources, finance, development levels of the organization. Nonetheless, the main human resource activities can be divided into three categories based on the functions that are: attracting, training and developing.

2.1.3.1 Functional group of attracting human resource

Functional group of attracting human resource focuses on the assurance about sufficient number of employees with suitable qualification for the enterprise’s tasks. To select the right people for the right tasks, firstly the company must be based on producing and business plan and actual situation of employing staffs in that one in order to figure out which tasks need more people. This group includes: job analysis, human resource plan, recruitment and work environment integration

2.1.3.2 Functional group of training and developing

This group concentrates on improving the staffs’ capacity, assuring that they own the necessary techniques and levels to complete well-job, and providing good conditions for staffs to have maximum development of individual capacity. Beside training new ones, it is required to re-train the old when the producing and business demand changed or the technical process and technology is innovated.

Training: is a systematic process for accumulating and enhancing knowledge and practical techniques that help staffs implement a good job. That is a process of learning, which supports the labors to master more about their works, and learning activity in order to improve labors’ capacity and techniques for a more effective working task.

Developing: is learning activities which are out of the framework of labors, in order to open to the new jobs based on the future direction of the organization

• Roles of training and developing

• Directly support staffs to work better.

(14)

• Update new knowledge and techniques for staffs.

• Avoid out-of-date management.

• Guide the new jobs for new staffs.

• Prepare for the team of manager staffs and the nearest specialization

• Satisfy the developing demand of staffs.

2.1.3.3 Functional group of maintaining human resource

This group focuses on maintaining and using effectively human resource in the organization. This includes two smaller functions: stimulating and motivating staffs, and maintaining to develop good work relationships in the enterprise.

- Stimulating and motivating function: focuses on encouraging and motivating labors so that they can be energetic, enthusiastic and responsible to complete tasks with high quality. Enterprises give staffs extremely challengeable tasks, allow the staffs to get assessment from leaders about completion level and the meaning of successful completion, pay the salary equally and promptly reward the initiatives of individual, etc.

- Labor relation function: relates to activities to complete the working environment and working relation such as: signing contracts, resolving complaints, disputing labors, employee relations, improving working environment, health, insurance and occupational safety.

The operation applied to maintain effect of team working in businesses is diverse, including activities such as work achievement assessment, remuneration, and labor relations.

a) Work achievement assessment

Work achievement assessment is used with vary purposes:

• Providing feedback to the employee's level of performance of their work in comparison with the standard model and other individuals.

(15)

• Stimulating, motivating employees through the terms of assessment, recognition and support.

• Providing information as the basis for issues of training, salary, reward, employees transfer, improved organizational structure.

• Developing an understanding on the company through conversations about opportunities and career planning…

• Enhancing good relations between superiors and subordinates

b) Remuneration

The structure of labor income

Income of employees from their work includes the following: basic salary, allowances, bonuses, and other kinds of benefits.

- Basis salary: is the salary is defined on the foundation of all the basic needs about biology, sociology, the complexity and the consumption level of labors in the average condition by career and work.

- Allowances: is the money paid for labors except for basis salary. It supplements the basic salary and additional offset for employees working in unstable or unfavorable conditions that have not been taken into account of basis salary. Allowances include responsibility allowances, toxic and dangerous allowances, etc. But in fact there are some other allowances, such as travelling, etc.

- Reward is a kind of stimulus material that provides positive effect on employees in striving to make a better job.

• Reward for productivity and quality

• Reward for initiatives

• Reward for saving.

• Reward according to operation results.

(16)

• Reward for ensuring working days.

- Benefits: The types of benefits that workers receive are very diverse and depend on many different factors such as government regulations, financial viability of the business, etc. Benefits express enterprise’s concern on lives of workers, create a stimulating effect on employee loyalty and close to it. Benefits of an enterprise include:

• Social insurance, health insurance

• Pension

• Vacations

• Holidays

• Subsidies for lunch of enterprise

• Allowance for employees having many children and disadvantaged

circumstances

• Gifts of company for employees on the holidays, etc.

Aims of salary system

Enterprises tend to have 4 basis aims:

• Attracting candidates

• Maintaining good employees

• Stimulating, motivating employees

• Satisfying law’s requirements

• Payroll forms

Generally, there are 3 ways of payroll, which is mainly applied in enterprises.

• Payment based on time

• Payment based on employees

• Payment based on working result

(17)

Payment based on working result is the most stimulated one to staffs in one enterprise and showed in 3 levels

Individual stimulus: includes payroll forms based on productions, standard working times and commission

Group stimulus (task system of group paying)

Business result stimulus of enterprise

Non-financial treatment

Not only wages but also benefits that are viewed as fiscal stimulus can motivate the staffs. Today, when the society is more and more developed, non-financial treatment is equally essential in order to meet the higher demand such as needs of society, needs to be respected and needs to self-express according to Maslow’s opinion.

Stimulating non-financial treatment is divided into two kinds: work itself and work scenes.

Work itself must have exciting tasks, jobs requiring striving. Work has to be along with responsibilities and employees working to have chances to be recognized by superiors all of achievements in the past can complete tasks and get chances of promotion.

Work scenes: employees want to work in one environment with appropriate policy, colleagues with owning same character, suitable position, comfort working edition, flexible working hours accrued working weeks. Moreover, they also want to share the tasks, etc.

c) Employment relationship

Union

Labors join into union because of 2 basic reasons: economy and reducing some unfair treatment from leaders.

In Viet Nam, union holds 3 basic tasks: to protect the interests of the workers, to

(18)

attend to manage enterprise, to educate and motivate employees.

Collective labor agreement

Collective bargaining agreement is a written agreement between a collective labor and the employer about working conditions, rights and obligations of both parties in the employment relationship. Collective agreement is a social advancement, recognizing the rights of employees, through their representatives which is the union to collectively determine the working conditions, particularly useful conditions to employees in the comparison with those prescribed by law

In the organization, enterprise having union, leaders have to deal with the representatives all about the most important issues relating to labors’ rights such as salary, bonus, working hours, working conditions and social insurance.

Labor dispute

Labor disputes often arise from conflicts needing to be resolved in range of labor relations. In Vietnam, labor disputes can occur among individual workers or among collective workers with employers about benefits related to employment, wages, income and other labor’s conditions.

2.2 Literature review on job satisfaction

2.2.1 Concepts of job satisfaction

There are many definitions on job satisfaction. Hoppock (1935) suggested that job satisfaction consists of mental, physical satisfaction and environmental factors making an individual satisfied at work. Vroom (1964) considered job satisfaction as affective orientation on the part of individuals toward work roles which they are presently occupying.

According to Locke (1976), satisfaction is behavior displayed through perception and belief. Smith, Kendal and Hulin (1969) said that job satisfaction is the recognition of employees and the influential behaviors toward different aspect of their jobs. Spector

(19)

(1997) said that satisfaction is how much people like their jobs generally and in different job aspects.

Ellickson and Logsdon (2001) claimed that job satisfaction can be defined as the extent to which employees display love toward their jobs. Job satisfaction is a behavior which comes from on the positive or negative perception of employees toward their jobs or working environments. In other words, the more job specifications and working environment fit the demand of employees, the higher their job satisfaction is.

Besides, Kreitner and Kinicki (2007) defined “job satisfaction is an affective or emotional response toward various facets of one’s job”.

2.2.2 Theories on job satisfaction

2.2.2.1 Herzberg’s two-factor theory

The two-factor theory was first introduced by the psychologist Frederick Herzberg in 1959. The theory is based on the assmption that the link between a person and his/her job is the essential factor and success can be determined by that person’s attitude toward his/her job. A question raised by Herzberg was “What do people want from their jobs?”. Herzberg asked people to describe in detail the situations in which they felt particularly good or bad about their jobs. Then, Herzberg sorted their answers into different categories.

From the results of his interviews with people, Herzberg managed to construct categories of people behaviors toward works depending on whether they felt good or bad about their jobs.

According to Herzberg’s theory, there are certain factors linked to job satisfaction and there are also other factors linked to job dissatisfaction. The internal factors such as achievements, recognition and work itself, responsibility and advancement seem to be related to job satisfaction. People who felt good about their jobs usually proposed these factors for themselves. On the other hand, people dissatisfied with their job usually mentioned external factors such as policies and rules, relations and working conditions.

(20)

Herzberg claimed that these results mean that the opposite of satisfaction is not dissatisfaction as our usual thinking. Thus, the removal of dissatisfaction elements does not necessarily lead to higher job satisfaction. Thus, he concluded that satisfaction and dissatisfaction are not on the same continuum.

According to Herzberg, satisfaction factors are independent to dissatisfaction factors. Therefore, even if managers can remove dissatisfaction factors, the satisfaction of employees may not be increased. Herzberg considered factors such as human relations, working environment and pay, policies and rule, supervisions as conditional elements. If these elements are ensured, people do not feel dissatisfied; however, they also do not feel satisfied. Herzberg suggested that it is more practical for managers to emphasize on delivering satisfaction elements which make people feel internally awarded such as recognition, achievement, responsibility, work itself and advancement. The two-factor theory of Herzberg is shown in Figure 2.1

Figure 2.1 Herzberg's two-factor theory

2.2.2.2 Theory of David Mc. Clelland

David Mc. Clelland (cited by Robbins, 2002) said that human has three basic needs: the need for achievement, the need for authority and power, the need for affiliation.

(1) The need for achievement

Employees are discontented at work Employees’ discontent is over but they

have no motivation

Employees gain job satisfaction and have job

motivation Maintainin g factor Motivatin g factor 12

(21)

Achievement motivated people always seek to do their job better. They want to overcome difficulties and challenges. They feel that success or failure come from the results of their actions. It means that this type of person like challenging works. High achiever are always desired to do things better. They often display the following behaviors

- Seeking personal responsibility in their works

- Setting high goals for themselves

- Requiring rapid feedbacks on their performance

- Quickly mastering their jobs

(2) The need for affiliation

Like Maslow’s social need, affiliation motivated people seek friendly relationship and interaction with other people. This type of person is strongly motivated to do works that create friendship and social relationship.

(3) The need for authority and power

Authority motivated people have strong need to control and influence other people and their working environment. Researchers pointed out that authority motivated people tend to become managers. There are also arguments that successful managers are people who have strongest need for authority, then need for achievement and need for affiliation.

2.2.2.3 Maslow’s theory of hierarchy of needs

The theory of hierarchy of needs was introduced by Maslow (1943). It is one of the most popular theories explaining the satisfaction side of human. According to Maslow (1943), there is a hierarchy of needs consisting of 5 levels: physiological needs, safety needs, social needs, self-esteem needs and self-actualization needs. This hierarchy displays the essential needs of human on different level. When one level of need is satisfied, people will seek to satisfy the next level of the hierarchy. This theory suggests

(22)

that managers should pay attention to which level of needs the employees are on and satisfy those needs.

Based on the theory of hierarchy of needs, employees only display job satisfaction when their needs are met. The human needs in Maslow’s theory can be interpreted into different variables. For example, physiological needs and safety needs can be described through variables of payment and welfare satisfaction. Similarly, social needs and self-esteem needs can be displayed through variables of satisfaction with relationship with colleagues and superiors as well as variable showing certain authority of employees at work.

The theory of hierarchy of needs is displayed in Figure 2.2

Figure 2.2 Maslow's hierarchy of need

Self-expression Respected Social relations Physiology Safety 14

(23)

2.2.2.4 Vroom’s expectancy theory

Vroom (1964) said that people will be motivated to work to achieve their job outcomes if they have beliefs on the value of those outcomes, and they can see that what they are doing are necessary to reach those outcomes. Vroom (1964) stated that the motivation of work is decided by the value people put into their effort multiplied by their valance. In other words, the motivation is a result of the expected value of job outcomes and the opportunity to reach those outcomes. Unlike Maslow and Herzberg, Vroom emphasizes on the importance of outcome itself.

Vroom’s theory of motivation can be shown through the following formula:

Motivation = Valance x Expectancy

Vroom (1964) suggested if people work without valance or expectancy, they will not be motivated to complete their works. Thus, it is critical to create a perception in employees that their efforts would be worthwhile and bring them expected awards. Only by the are employees motivated to fully engage in their job. The expectancy theory is shown in Figure 2.3

Figure 2.3 Vroom’s expectancy theory

2.3.2 ERG theory of Alderfer (1969)

The ERG theory of Alderfer (1969) is somewhat similar to Maslow’s hierarchy of needs. Neverthelss, the ERG theory only consists of 3 needs including (1) existence needs, (2) relatedness needs and (3) growth needs. The existence needs include

Effort Action Rewards Target

(24)

physiological needs and safety needs in Maslow’s hierarchy of needs, and they are essential and secondary needs supporting the existence of a person. Relatedness needs are social needs and part of esteem needs proposed by Maslow. The growth needs include some parts of esteem needs and self-actualization needs. According to Alderfer (1969), these are human needs to develop themselves.

In the ERG theory, Alderfer (1969) suggested that needs may appear in a certain period of time and if a need could not be satisfied, it could be made up by other needs. On the contrary, Maslow’s theory indicates that there would be only one need appearing in a certain period of time, and if a need is satisfied, the next level of need would appear. The ERG model is shown in Figure 2.4

Rewards Rewards Effort Effort Action Action Satisfy/reinforce Disappointment/ reverse Satisfy/Enhance

Figure 2.4 ERG model

2.3.3 Equity theory of Adams (1963)

Adams (1963) suggested that workers tend to evaluate fairness through comparison between the efforts they make and what they receive in return, as well as among coworker of the company. If workers perceive that the comparison results are fair enough, they will maintain their efforts and working efficiency. If what they receive are

(25)

more than expectation, they would tend to increase their efforts in their jobs. On the contrary, if the reward is lower than expectation, they will reduce their efforts and find reasons to avoid their works. According to this theory, fairness is essential to the close relationship among employees as well as creating encouragement and enforcement for higher working efficiency.

The equity theory suggests that managers should pay attention to factors influencing perception of workers on fairness so that they can come up with appropriate solutions to create job satisfaction for workers.

2.2.3 Studies on job satisfaction

Spector (1985) conducted a study on job satisfaction in service industry using a scale of satisfaction consisting of 9 factors including (1) communication, (2) operating conditions, (3) promotion, (4) fringe benefits, (5) coworkers, (6) supervision, (7) nature of work, (8) contingent rewards, (9) pay

Smith, Kendall & Hulin (1969) built Job Descriptive Index (JDI) to assess job satisfaction of individuals through work itself, pay, opportunity for promotion, coworkers and supervision. Weiss et al. (1967) constructed a job satisfaction index through their Minnesota Satisfaction Questionnaire (MSQ) with questions about the possibility of using individual ability, achievement, advancement, authority, company policy, company treatment, colleagues, creativity, independence, ethical values, recognition, responsibility, assurance, social status, supervision, working condition, etc. It can be said that JDI and MSQ are widely used in researches to evaluate employees’ satisfaction.

According to a study in the health service industry of Luddy (2005), job satisfaction was influenced by 5 factors in JDI model. Among them, three factors “work itself”, “supervision” and “coworkers” were positively rated by employees while two factors “pay” and “training and promotion” were negatively rated by employees.

In Vietnam, Tran (2005) conducted a research using the JDI model to assess job

(26)

satisfaction. Along with the factors from JDI model, Tran (2005) also added two more factors, namely “working condition” and “company benefits”, in the scale. The primary target of this research was to test JDI scale and to identify how these factors influence job satisfaction of employees in Vietnam. Using a 7-point Likert scale, Tran (2005) implemented the exploratory factor analysis (EFA) and the confirmatory factor analysis (CFA) for the study. Respondents of the research were employees of the contiuning education program in University of Economics Ho Chi Minh City. The result of the study showed that “opportunity for promotion” and “work itself” were ranked highest of all factors by the participants.

In a research in Long An Province conducted by Nguyen (2008), the author proposed 6 factors influencing job satisfaction including (1) nature of work, (2) pay, (3) coworkers, (4) leaders, (5) opportunity for training and promotion and (6) work environment.

Pham (2012) suggested that job satisfaction is affected by 4 factors including: (1) training and promotion, (2) colleagues and benefit, (3) working environment and (4) initiative. Among these factors, working environment was rated negatively by respondents.

It can be said that there are many definitions and explanations for job satisfaction. Nevertheless, they generally suggested that job satisfaction refers to a comfortable feeling of employees toward their jobs. Researches also showed that JDI model have been widely used by research to measure the job satisfaction of people in different regions and countries. It can be said that JDI model in general can help researchers to explain the job satisfaction of employees in various industries and countries.

(27)

CHAPTER 3 RESEARCH METHODOLOGY

In this chapter, the author proposed the research methods used in the thesis. There are two phases of the research process: preliminary study and official study. The preliminary study is to test and construct a complete questionnaire for the quantitative research in the official study. This chapter also introduces the analytical methods to be used in the next chapter.

3.1. RESEARCH DESIGN

3.1.1. Data source

In this research, the author uses the primary data collected from the interviews in the preliminary research to construct the questionnaire used for the quantitative research. The design of the questionnaire also comes from the literature review. In the official research, the author also collects the primary data from the survey to analyze the job satisfaction of the public servants in the government offices in the 5th district of Ho Chi Minh City.

3.1.2. Research process

There are two stages in this study

Stage 1: Qualitative research to build the questionnaire used for the survey in the quantitative research

Stage 2: Quantitative research to examine the reliability of the questionnaire and analyzes the factors influencing the job satisfaction of the public servants.

(28)

Figure 3.1 Research Process

Qualitative Research

Literature Review Proposed Scale Interviews

Official Scale Pilot Test Adjusting

Official Study Cronbach’s Alpha EFA Quantitative Research Official Model Regression Analysis 20

(29)

3.1.3. Qualitative Research

The qualitative research is conducted using the focus group technique. The aim of this research stage is to explore potential factors that influence the job satisfaction and to construct a questionnaire for the quantitative research stage. The author designs the open-ended questions in the interviews with 7 senior administrative staff and 3 staff in the People’s Committee of the 5th District.

The questions used in the interview are listed as the following:

Question 1: Are you working in a job matching your expertise? Please give some explanations for your answer.

Question 2: Do you understand the characteristics of your job? Please give some explanations for your answer.

Question 3: Do you always try to complete your job on time? Please give some explanations for your answer.

Question 4: Do you want to do the current job? Please give some explanations for your answer.

Question 5: Do you like your job? Please give some explanations for your answer.

After the interviews, the author identified a list of factors that may have influence on the job satisfaction. These factors are: salary and benefits, promotion opportunities, training activities. These factors also have been mentioned in previous studies on job satisfaction. Thus, the author decides to use these factors in the research model of the study. The design of the questionnaire is also based on these factors. The research model is shown in Figure 3.2.

(30)

Figure 3.2 Research Model

Based on this model, the author gave 3 hypotheses:

Hypothesis 1: Salary and Benefits have positive relationship with job satisfaction.

Hypothesis 2: Promotion has positive relationship with job satisfaction.

Hypothesis 3: Training has positive relationship with job satisfaction.

3.1.4 Questionnaire Design

After the interviews, the questionnaire consists of two parts:

Part 1: Demographic information

Part 2: Surveying job satisfaction of public servants in the government administrative offices of 5th District of Ho Chi Minh City

According to Hoang & Chu (2008), there are four types of scale: (1) nominal scale, (2) ordinal scale, (3) interval scale and (4) ratio scale. In this study, the author only used nominal scale and interval scale for the questionnaire. For the demographic information, the author used the nominal scale to categorize and explore the differences between groups of the respondents (age, gender, and educational background, etc.). For part 2, the author uses a 5-point Likert scale (with 1 – Totally Disagree, 2 – Disagree, 3 – Neutral, 4 – Agree, 5 – Totally Agree). Likert scale is a type of interval scale, by which it is possible to collect and analyze the collected data to identify the correlation, and the

Salary & Benefits

Promotion Training Job Satisfaction H1 H2 H3 22

(31)

regression relationship between independent variables and dependent variable.

3.1.5 Sampling Design

According to Hair et al. (1998), it is necessary to have 5 samples for each observed variable and the total sample should not be less than 100. As there are 22 variables in the questionnaire, 110 samples are enough for the study. The author chose the convenient sampling method due to the limited time and resources of the author when doing the research. 140 questionnaires are delivered to participants in the administrative offices of the 5th District of Ho Chi Minh City. Afterwards, there are 10 questionnaires removed because they are not answered properly, and the remaining 130 questionnaires are accepted for the analysis.

3.2. QUANTITATIVE RESEARCH

3.2.1 Reliability test by Cronbach’s Alpha

The purpose of this test is to determine which question really contributes to assess the concepts in the study. The variables that have the item-total correlation less than 0.3 will be removed and only variables with the item-total correlation higher than 0.65 are chosen. Though there are researchers who require the correlation higher than 0.8, however, if the concepts are new to respondents, it is acceptable to have Cronbach’s Alpha value higher than 0.6 (Nunnally, 1978; Peterson, 1994; Slater, 1995).

The formula of the Cronbach αis α = Nρ/[1 + ρ(N – 1)].

3.2.2 Exploratory Factor Analysis (EFA)

After running Cronbach’s Alpha test, the EFA test is used to reduce the number of items. This method is useful for identifying the groups of variables and exploring the relationship between variables. There are several values needed to look at in the EFA test.

Factor Loadings is the correlation coefficient between variables and factors.

(32)

System load factor of greater than 0.3 is said to be consistent with a larger sample size of 150 observations.

Bartlett’s Test of Sphericity: The test is used to test the null hypothesis H0. The Barlett’s Test has significant value lower than 0.05, the null hypothesis is rejected.

KMO (Kaiser-Meyer – Olkin) value: The KMO value should range from 0.5 to 1. If it is lower than 0.5, the factor analysis is no longer suitable.

Cumulative of variance is the variance percentage explained by all the factors. The cumulative variance must be higher than 50% and components must have eigenvalue higher than 1.

Rotated component matrix: Variables that have factor loading value lower than 0.45 will be removed. The study adopts the principle components method that requires the factor loading higher than 0.45 to fit the model.

3.2.3 Regression analysis

After the analysis using the EFA test, the author runs the correlation analysis to determine the correlation between factors of the research model. If the result of the correlation analysis fits the conditions for a regression analysis, the author will proceed to run the multiple regression analysis to investigate the relationship between the independent constructs and the dependent construct. The regression analysis also provides information on the influence level of each independent construct on the dependent factor. The formula of the regression is:

Y = B0 + B1X1 + B 2X2 + B 3X3 + … + B nXn + ei

In which:

Y: Job satisfaction of public servants

X = {X1, ..., Xj}: The variable scale factors affect the PUR

(33)

B = {B0, ..., Bj}: regression coefficient impact on PUR

ei: error term

(34)

CHAPTER 4 ANALYSIS RESULT

In this chapter, the author provided the analysis results of the thesis. The results include descriptive statistics, reliability test, EFA, correlation analysis and regression analysis. The author used SPSS software to analyze the data.

4.1. DESCRIPTIVE STATISTICS

The descriptive statistics of the study is shown in Table 4.1

Table 4.1 Descriptive statistics

Frequency Percent Valid Percent Cumulative Percent Gender Female 52 40 40 40 Male 78 60 60 100.0 Total 130 100.0 100.0 Age

Below 25 years old 20 15.3 15.3 15.3

26-35 years old 45 34.6 34.6 49.9

36-45 years old 25 19.2 19.2 69.1

46-55 years old 25 19.2 19.2 88.3

Above 55 years old 15 11.7 11.7 100.0

Total 130 100.0 100.0

(35)

Salary Below 2 million VND 25 19.2 19.2 19.2 2 - 5 million VND 67 51.5 51.5 70.7 6 - 10 million VND 23 17.6 17.6 88.3 Above 10 million VND 15 11.7 11.7 100.0 Total 130 100.0 100.0 Position Employee 95 73 73 73 Head of Branch 20 15.3 15.3 88.3 Senior Leader 15 11.7 11.7 100 Total 130 100.0 100.0

Regarding the gender of participants, male participants accounted for 60% and female participants are 40%. For the age of participants, the age group 26 – 35 years old is the largest group (34.6%), followed by the 36-45 years old group (19.2%), the 46 – 55 years old group (19.2%), the below 25 years old group (15.3%) and above 55 years old (11.7%). These figures are reasonable as the frontline employees usually account for the majority of the workforce in an organization. As young people are usually new recruited employees, they usually form the largest group of participants. Regarding the salary of participants, it can be said that the salary of public employees is quite modest as the majority of the public employees have the salary below 5 million VND per month (19.2% receive lower than 2 million VND per month; 51.5% receive 2 – 5 million VND per month). Only 17.6% of employees receive 6 – 10 million VND per month and 11.7%

(36)

receive above 10 million VND per month. Regarding the position in the organization, the majority of participants are Employee (73%), 15.3% are Head of Branch and 11.7% are Senior Leader.

4.2. RELIABILITY TEST

The reliability test is used to check the reliability of the scale used in the study. The reliability is displayed through the Cronbach’s Alpha coefficient and Item – Total Correlation. As mentioned in Chapter 3, the Cronbach’s Alpha should be higher than 0.6 and the Corrected Item – Total Correlation of observed variables should be higher than 0.3

Table 4.2 Cronbach’s Alpha coefficients

Scale Mean if Item Deleted Scale Variance if Item Deleted Corrected Item-Total Correlation Cronbach's Alpha if Item Deleted

Salary & Benefit (SB) Alpha: .801

SB1 11.25 8.255 .635 .720 SB2 11.17 8.318 .622 .786 SB3 11.33 9.415 .637 .757 SB4 11.26 7.656 .620 .730 Promotion (PM) Alpha: .832 PM1 10.62 7.284 .654 .790 PM2 9.94 7.580 .671 .804 28

(37)

PM3 9.88 7.640 .728 .778

PM4 9.89 8.216 .600 .815

Training (TA) Alpha: .754

TA1 11.80 7.634 .565 .697

TA2 10.79 7.506 .608 .685

TA3 11.53 8.347 .581 .698

TA4 11.87 7.693 .641 .604

Job Satisfaction (SAT) Alpha: .780

SAT1 10.36 5.326 .673 .761

SAT2 10.02 4.612 .650 .731

SAT3 10.53 5.362 .622 .642

SAT4 10.11 4.520 .679 .719

Result from Table 4.2 shows that the entire factors have the Cronbach’s Alpha coefficients larger than 0.6 in all factors. No observed variable in the scale has the Item-Total Correlation coefficient less than 0.3 and the Cronbach’s Alpha coefficient would not increase even if there is any observed variable to be deleted. Thus, the author concluded that the reliability test is passed and the scale can be used for the survey.

4.3. EXPLORATORY FACTOR ANALYSIS

After running Cronbach’s Alpha test, the EFA test is used to reduce the number of items. There are several values needed to look at in the EFA test.

First of all, the author observed the KMO and Barlett’s Test results to determine

(38)

whether the EFA is suitable for the research. The result is shown in Table 4.3

Table 4.3: KMO và Bartlett’s Test Result KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling

Adequacy. .693 Bartlett's Test of Sphericity Approx. Chi-Square 798.694 df 66 Sig. .000

Result from Table 4.3 shows that the KMO value was good enough (0.693 > 0.05) and the Sig. of Barlett’s Test also satisfied the condition (Sig. = 0.000 < 0.05). The results indicated that it is possible to run the EFA in this study. Thus, the author continued to look at the Total Variance Explained result in Table 4.4

(39)

Table 4.4: Total Variance Explained Component Initial Eigenvalues

Total % of Variance Cumulative % 1 4,758 39,647 39,647 2 1,725 14,372 54,019 3 1,103 19.164 73,183 4 ,762 6,349 79,531 5 ,678 5,648 85,180 6 ,541 4,509 89,688 7 ,440 3,663 93,351 8 ,316 2,631 95,983 9 ,192 1,603 97,586 10 ,178 1,480 99,066 11 ,112 ,934 100,000

As shown in Table 4.4, there are three factors extracted using the Principal Component Analysis. The factors satisfied the conditions of Eigenvalue (all higher than 1) and the explaination percentage (73.183%). The rotated components are shown in Table 4.5

(40)

Table 4.5: Rotated Component Matrix Component 1 2 3 SB1 .835 SB2 .816 SB3 .795 SB4 .778 PM1 .770 PM2 .760 PM3 .746 PM4 .744 TA1 .730 TA2 .726 TA3 .697 TA4 .680

As shown in Table 4.5, after the rotation using Varimax Rotation Method, the observed variables are converged in the similar components in the research model. Thus, the author adopts the same research model shown in Figure 3.2 with 3 independent variables and 1 dependent variable for the research.

(41)

4.4 CORRELATION ANALYSIS AND REGRESSION ANALYSIS

4.4.1 Correlation analysis

Before conducting the regression analysis, the author ran the correlation analysis to find out whether there is correlation between the dependent variable and each of independent variables and between independent variables. If correlation coefficients between independent variables and dependent variables are large, it may be a supporting indication that there is a regression analysis between the variable. However, it should be noted that if the correlation between independent variables is large, the collinearity may occur in the model. The correlation analysis is shown in Table 4.6

Table 4.6: Correlation Analysis

SAT SB PM TA SAT Pearson Correlation 1 .574** .593** .620** Sig. (2-tailed) .000 .000 .000 N 110 110 110 110 SB Pearson Correlation .574** 1 .504** .542** Sig. (2-tailed) .000 .000 .000 N 110 110 110 110 PM Pearson Correlation .593** .504** 1 .596** Sig. (2-tailed) .000 .000 .000 33

(42)

N 110 110 110 110

TA

Pearson Correlation .620** .542** .596** 1

Sig. (2-tailed) .000 .000 .000

N 110 110 110 110

As shown in Table 4.6, the dependent variable are correlated to the independent variables as the Sig. value in each pair is smaller than 0.05. However, the independent variables are also correlated to one another. Thus, the author should check whether the collinearity occurs in the model through the VIF value. If the collinearity happens, the regression model is not valid.

4.5.2 Regression analysis

Table 4.7 illustrates the Adjusted R Square and the ANOVA Sig. of the model. The Adjusted R Square can let the author know the prediction percentage of the model and the ANOVA Sig. shows whether the variance of factors is equal or not.

Table 4.7: Model summary Model R R Square Adjusted R Square ANOVA Sig. 1 .745a .556 .539 .000b

Table 4.7 shows that that the Adjusted R Square = 0.539. It indicated that the independent variables of this model can predict 53.9% of the variation of the dependent variable. Besides, the ANOVA Sig. = 0.000 < 0.05, it indicated that the variance of

(43)

factors is not equal in the model. This result satisfied the conditions to proceed to the regression analysis. The result of the regression analysis is shown in Table 4.8

Table 4.8: Regression results Model Unstandardized

Coefficients

Standardized Coefficients

t Sig. Collinearity Statistics

B Std.

Error

Beta Tolerance VIF

(Constant) .154 .120 2.154 .013

SB .310 .081 .251 3.823 .000 .650 1.538

PM .341 .093 .271 3.687 .000 .519 1.926

TA .169 .084 .135 2.013 .026 .623 1.606

a. Dependent Variable: SAT

First of all, the VIF coefficients of all independent factors were smaller than 2, therefore, the author can say that the collinearity did not happen in the model. Based on the Sig. values provided in the Table, it can be said that all the independent variables had relationship with the dependent variable (Sig. SB = 0.000 < 0.05, Sig. PM = 0.000 < 0.05, Sig. TA = 0.026 < 0.05). As all the Beta coefficients are positive, it can be said that the independent variables positively influence the dependent variable. Based on the Standardized Beta coefficients, Promotion is the most influential factor (B = 0.271), then Salary & Benefits (B = 0.251), and Training (B = 0.135). Based on Beta coefficients, the regression formula can be written as the following:

SAT = 0.154 + 0.31*SB + 0.341*PM + 0.169*TA

In which:

SAT: Job Satisfaction

(44)

SB: Salary & Benefits

PM: Promotion

TA: Training

From the regression result, the author can confirm the hypotheses as the followings:

For the first hypothesis “Salary and Benefits have positive relationship with job satisfaction”, the result shows that the hypothesis is accepted

For the second hypothesis “Promotion has positive relationship with job satisfaction”, the result shows that the hypothesis is accepted

For the third hypothesis “Training has positive relationship with job satisfaction”, the result shows that the hypothesis is accepted

4.5. Summary

In chapter 4, the author mentioned the descriptive statistics, the scale test using the reliability test and the EFA. Afterwards, the author has conducted the correlation analysis and the regression analysis to identify the relationship between the independent variables and the dependent variable.

(45)

CHAPTER 5 CONCLUSION & RECOMMENDATION

5.1. Research Summary

This research is conducted to identify the factors influencing the job satisfaction of public employees in the 5th District of Ho Chi Minh city. Through this research, the author is to suggest some solutions to improve the job satisfaction and thus, improve the work performance of public employees. This is especially important as the 5th District is the economic spearhead of Ho Chi Minh City. If the performance of public employees in this area can be increased, the economic growth of the city will be significantly boosted. Beside economic side, the improvement of the job satisfaction of public employee will also bring positive effect on other aspects related to public administration as well.

The research is conducted on public employees of 15 wards of the 5th District of Ho Chi Minh City. There are 130 participants accepted for the research. All the data are analyzed using SPSS software. The analysis results show that there are three factors that influence the job satisfaction including Salary and Benefits, Promotion and Training. Among these three factors, Promotion is the most influential factors, followed by Salary and Benefits and Training. This result is reasonable as the salary and benefits of public employees in Vietnam are quite modest, thus, their lives in a big city are difficult. This result is supported by the descriptive statistics part where the majority of participants (70.7%) have the salary below 5 million VND per month. Thus, it is understandable that Promotion and Salary and Benefit as the most influential factors. The reason why Promotion is the most influential factor could be that promotion will bring better benefits and salary to public employees. This is quite true as the salary and benefits of public employees are strictly set in the Regulation of Public Servants in Vietnam. Thus, the most obvious chance to improve the benefit and salary is to get to higher position.

5.2. Recommendations

As shown in the analysis result, Promotion and Salary and Benefits are two most influential factors on the job satisfaction of public servants in the 5th District. Thus, the

(46)

leaders of the district may consider issuing better policies on these two factors to improve the job satisfaction. While it may take long time to improve the salary of public servants as it is clearly set in the governmental regulation, the leader of district should consult with leaders of the city to issue policies to increase the benefits of public servants, for example, significant financial rewards for outstanding performance at work or better welfare policies for public employees. However, the fundamental point is still the salary of public employees. The city may ask the government for special regulation of salary for public employees as Ho Chi Minh City is the economic spearhead of Vietnam; thus, the performance of public employees is especially important for the development of the city. A boost in salary and benefits may significantly improve the performance of public employees. Regarding the promotion opportunities, as they are also clearly guided in the regulation of Vietnam, the most effective thing the leader can do is to promote the right people at the right position. This is quite important as promoting the right person will motivate not only that person but also his/her colleagues to work harder to follow the example. The promotion guidelines and information should be sent clearly to the public employees.

5.3. Limitations

Due to the lack of resources and time, the author only conducted this research on public employees of 5th District of Ho Chi Minh City. Thus, the findings of this thesis may be limited in the scale of Ho Chi Minh City only. Although the policy for public employees is the same all over Vietnam, there may be other characteristics in other regions that are different from the Ho Chi Minh City. Thus, if the same model is applied in other regions, the results may be different. Besides, the author only adopts the quantitative research method in this study to explore factors influencing the job satisfaction of public employees. If the qualitative research methods such as interview were applied, the author may find more insights for the study.

(47)

5.4. Suggestions for future researches

The author suggests that other researchers who are interested in similar topic should apply both the qualitative and quantitative research method to explore better insights on the factors influencing the job satisfaction of public employees. Future researches should also be conducted on a larger scale if conditions allow (time, finance etc.).

(48)

References

A Study of Knowledge Alliance Performance Methodology Through Alliance Capabilities. (2007). International Journal of Computer Science and Network

Security, 155 - 185.

Archdeacon, T. J. (1994). Correlation and Regression Analysis: A Historian's Guide. London: Wiscosin System.

Becker, B. and Huselid, M. (2006). Strategic human resource management: where do we go from here. Journal of Management, 898-925.

Cavusgil S.T. and Das A.. (1997). Methodological issues in empirical cross-cultural research : a survey of the management literature and a framework. Management

International Review, 37, 71-96.

Chen, L H . (2008). Job satisfaction among information system (IS) personnel.

Computers in Human Behavior, 105-111.

Donald, P M & Pandey, S K. (2007). Finding Workable Levers over Work Motivation.

Administration & Society, 803-832.

Ghauri, P. & Gronhaug, K. (2010). Research Methods in Business Studies. . Harlow, England: Pearson.

Gorsuch, R. L. (1983). Factor Analysis. Hillsdale: NJ: Erlbaum.

Hackman, R.& Qldham, G. (1975). A New Strategy for Job Enrichment. California

management Review, 17(4), 57-72.

Herzberg, F.I. (1987). One more time: How do you motivate employees. Harvard

Business Review, 65(5), 109-120.

Kim, J. O., & Mueller, C. W. (1987). Introduction to factor analysis: What it is and how

to do it. Beverly Hills.

Lambert, E. G. (2004). The Impact of Job Characteristics on Correctional Staff Members.

Prison Journal, 34-37.

Legge, K. (2005). Human Resource Management Rhetorics and Realities. London: Palgrave.

(49)

Lewin, K., Liippit, R. and White, R.K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 271-301.

Locke, E A. (1976). The nature and causes of job satisfaction, Handbook of industrial

and Organizational Psychology. Chicago: Rand McNally.

Locke,E.A. (1976). The nature and causes of job satisfaction. Chicago: Rand McNally.

Maslow, A. H. (1943). The Dynamics of Psychological Security-Insecurity. Character

and Personality, 10, 331-344.

McClelland, D. (1988). Human Motivation. Cambridge University Press.

Nunnally, J. C., & Bernstein, I. H. (1994). Psychometric theory. New York: McGraw-Hill.

Peterson, R. A. (1994). A meta-analysis of Cronbach’s coefficient alpha. Journal of

Consumer Research, 381-391.

Porter L W & Lawler E E. (1968). Managerial Attitude and Performance. Irwin Dorsey.

Purcell, J. and Hutchinson, S. (2007). Front-line managers as agents in the HRM-performance causal chain: theory, analysis and evidence. Human Resource

Management Journal, 3-20.

Rhoades, L. & Armeli, S. (2001). Affective commitment to the Organization: the contribution of perceived organization Support. Journal of Applied Spychology,

86(5), 825-836.

Robert Kreitner, R, & Kinicki, A. (2007). Organizational Behavior. McGraw-Hill.

Schuler, R.S. , Budhwar, P. and Florkowski, G.W. (2002). International human resource management: review and critique. International Journal of Management Reviews,

4(1), 41-70.

Schwartz, S. (1988). From Protestant ethic to obsession-compulsion job involvement as a

moderator of the effects of job scope on job satisfaction. Cornmell University.

Scott, K. D., & Taylor, G. S. (1985). An examination of conflicting findings on the relationship between job satisfaction and absenteeism. Academy oj Manageme'lt

journal, 599-612.

(50)

Shore, L. & Martin, H. (1989). Job satisfaction and organizational Committment in relation to work ferformance and turnover intensions. Human Relations, 42(7), 625-638.

Singh, M. (1997). Job Motivation and Organisational Climate in Libraries. New dehli: Mahavir Sight.

Smith, P.C., L.M. Kendall, and C.L. Hulin. (1969). The Measurement of Satisfaction in

Work and Retirement. Chicago: Rand McNally.

Strauss, A., & Corbin, J. . (1990). Basics of qualitative research. Sage: Newbury Park.

Tansley, S. and Newell, S. . (2007). Project social capital, leadership and trust. Journal of

Managerial Psychology, 350-368.

Taylor, S. J., & Bogdan, R. (1998). Introduction to qualitative research methods. New York: John Wiley & Sons.

Ting, Y. (1997). Determinants of job satisfaction of federal government employees.

Public Personnel Management,, 313-334.

Ulrich, D. (1998). A new mandate for human resources. Harvard Business Review, 124-134.

(51)

Appendix 1: Questionnaire

Please take the time to give some following information. Your opinion contributes invaluable in the development of banking services that bring tangible benefits to

consumers, bankers, service providers, community and society. We are fully committed to the security of your answers. The purpose of questionnaires is used only statistical analysis hence your personal information absolutely are not disclosed.

A. Personal Information:

1. Age:

 Under 25 years old  25 – 30 years old

 35 – 40 years old  Over 40 years old

2. Gender:  Male  Female

3. Educational level

 College  University

 Master  Other

4. Monthly income

 Under 5 million  5 – 10 million

 10 – 15 million  Over 15 million

B. Question rated on a scale of 5 points

Please complete the following questions with a rating scale of 5 points. Note that you circle only one level for each question. In particular, the "1" Strongly disagree "5" Strongly Agree.

Please rate the degree of your agreement

Strongly disagree Disagree Neutral Agree Strongly Agree

Salary and Benefits

1

My current salary matches my ability

and contribution to the company  1  2  3  4  5

2

I receive satisfactory awards with

respect to my performance  1  2  3  4  5

3

The salary and awards are fairly

distributed  1  2  3  4  5

4 Salary, and bonuses are paid on time  1  2  3  4  5

(52)

Promotion

5 The company offers promotion

opportunity to competent staff  1  2  3  4  5

6 The promotion polcies are informed

clearly in the organization  1  2  3  4  5

7 The promotion procedure closely

follows the policies  1  2  3  4  5

8 The promotion is fair and transparent  1  2  3  4  5

Training

9

The organization offers me learning opportunities to improve my knowledge and skills

 1  2  3  4  5

10

Employees’skills are trained by the

organization to do their jobs well  1  2  3  4  5

11

The organization frequently organizes training course to improve employees’ professions.

 1  2  3  4  5

12 The training courses match the need of

employees  1  2  3  4  5

Job Satisfaction

13 My work gives me a feeling of personal

accomplishment.  1  2  3  4  5

14 I like doing the things I do at work.  1  2  3  4  5

15 I plan to work in this job for a long time  1  2  3  4  5

16 My job is enjoyable.  1  2  3  4  5

---Thank you for taking time and effort to fill out this survey---

數據

Figure 2.1 Herzberg's two-factor theory
Figure 2.2 Maslow's hierarchy of need
Figure 2.3 Vroom’s expectancy theory
Figure 2.4 ERG model  2.3.3 Equity theory of Adams (1963)
+7

參考文獻

相關文件

The difference resulted from the co- existence of two kinds of words in Buddhist scriptures a foreign words in which di- syllabic words are dominant, and most of them are the

That is to say, while the building with the Chinese character ‘工’ shaped architectural plan is the common building type in the northern part of Vietnam, building layout in

(Another example of close harmony is the four-bar unaccompanied vocal introduction to “Paperback Writer”, a somewhat later Beatles song.) Overall, Lennon’s and McCartney’s

專案執 行團隊

The remaining positions contain //the rest of the original array elements //the rest of the original array elements.

Experiment a little with the Hello program. It will say that it has no clue what you mean by ouch. The exact wording of the error message is dependent on the compiler, but it might

The Prajñāpāramitā-hṛdaya-sūtra (般若波羅蜜多心經) is not one of the Vijñānavāda's texts, but Kuei-chi (窺基) in his PPHV (般若波羅蜜多心經 幽賛) explains its

For your reference, the following shows an alternative proof that is based on a combinatorial method... For each x ∈ S, we show that x contributes the same count to each side of