RESEARCH PROJECT (BMBR5103) RESEARCH ABOUT JOB SATISFACTION AT TRANSPORT AND INDUSTRY DEVELOPMENT INVESTMENT JOIN STOCK COMPANY STUDENT’S FULL NAME : PHAM NGUYEN DOAN TRANG STUDENT ID : CGS00018264 INTAKE : MAY 2014 ADVISOR’S NAME & TITLE : DR NGUYEN THE KHAI (DBA) August 2015 ADVISOR’S ASSESSMENT - Advisor’s signature Nguyen The Khai, DBA Page of 60 ACKNOWLEDGEMENTS I wish to acknowledge the help of several individuals because without their assistance, guidance, and understanding this research would not have been possible Firstly, I am very grateful to my advisor DBA Khai Nguyen His patience, time, and commitment, in addition to his constant encouragement, effort, constructive comments, support, and individualized attention were a major source of inspiration Thank you for trusting in me The other members of my committee were also great assets Thanks to the board of managers and all employees of TRACODI for their precious comments and helps to collect data for this thesis I wish to give my sincerest and deepest gratitude to my family and all of my sweet friends for their encouragement, and great support Page of 60 TABLE OF CONTENTS LIST OF FIGURES AND TABLE ABSTRACT CHAPTER 1: INTRODUCTION 1.1 INTRODUCTION OF TRACODI 1.1.1 Company Description 1.1.2 History and Milestones 1.1.3 Organizational structure of TRACODI 11 1.2 RESEARCH INTRODUCTION 11 1.2.1 Motivation of the study 11 1.2.2 Significance of the study 13 1.2.3 Purpose of the study 13 1.2.4 Question of the study 13 CHAPTER 2: LITTERATURE REVIEW 14 2.1 DEFINITION OF CONSTRUCTS 14 2.1.1 Job satisfaction 14 2.1.2 Job Interdependence 14 2.1.3 Supervisory Support 15 2.1.4 Developmental Experiences 16 2.1.5 Job Role Discretion 16 2.2 THEORY OF JOB SATISFACTION 18 2.2.1 Job satisfaction theories traceable to employee performance 18 2.2.2 Two-factor theory 18 CHAPTER 3: RESEARCH MODEL AND HYPOTHESES 23 3.1 RESEARCH MODEL 23 3.1.1 Dependent Variables 23 3.1.2 Independent Variables 23 3.2 CONSTRUCTS 24 3.3 SUMMARY OF HYPOTHESES 24 Page of 60 3.4 DATA COLLECTION 24 3.5 MEASURE OF EACH CONSTRUCT 25 3.5.1 Job Satisfaction 25 3.5.2 Job Interdependence 27 3.5.3 Supervisory Support 29 3.5.4 Developmental Experiences 30 3.5.5 Job Role Discretion 31 3.6 DATA ANALYSIS 33 CHAPTER 4: ANALYSIS AND RESEARCH 34 4.1 DATA ANALYSIS 34 4.2 RELIABILITY STATISTICS 35 4.2.1 Main Construct – Job Satisfaction 35 4.2.2 Construct: Job interdependence 35 4.2.3 Construct: Supervisory Support 35 4.2.4 Construct: Developmental Experiences 35 4.2.5 Construct: Job Role Discretion 36 4.3 DESCRIPTIVE STATISTICS 36 4.4 CORRELATIONS STATISTIC 37 4.5 HYPOTHESIS TESTING RESULTS AND DISCUSSION 39 CHAPTER 5: CONCLUSIONS 42 5.1 CONCLUSIONS 42 5.2 RECOMMENDATIONS FROM THE RESEARCH RESULTS 42 5.3 SIGNIFICANCE OF RESEARCH 44 5.4 LIMITATION OF RESEARCH 44 5.5 FURTHER RESEARCH DIRECTIONS 44 REFERENCES 45 APPENDIX 49 APPENDIX 1: SURVEY 49 APPENDIX 2: PRESENTATION 57 Page of 60 LIST OF FIGURES AND TABLE FIGURE Figure 1: Organizational Chart of TRACODI - 11 Figure 2: Proposed Research Model of Employee Job Satisfaction in TRACODI 23 TABLE Table 1: Cronbach's Alpha- Internal consistency 34 Table 2: Cronbach's Alpha of Construct Job Satisfaction 35 Table 3: Cronbach's Alpha of Construct Job Interdependence 35 Table 4: Cronbach's Alpha of Construct Supervisory Support 35 Table 5: Cronbach's Alpha of Construct Developmental Experiences 35 Table 6: Cronbach's Alpha of Construct Job Role Discretion 36 Table 7: Descriptive Statistics 36 Table 8: Correlations 38 Table 9: Model Summary 39 Table 10: Coefficientsa 40 Table 11: Hypothesis Statistics 40 Page of 60 ABSTRACT This purpose of this research is to find the factors influence to the Job Satisfaction of employees working at TRACODI This study examines the impact of Job Interdependence, Supervisory Support, Developmental Experiences, and Job Role Discretion to Job Satisfaction of employees Data was collected through the use of standardized questionnaires Questionnaires were given personally to 310 managerial and non- managerial employees of TRACODI; there were 290 questionnaires returning, in which 272 completely responses were used for the statistical analysis The collected data were computed and analyzed through factor analysis, Cronbach’s alpha, descriptive statistics, correlation, and multiple regression analysis Result: The results support the hypothesis that Job Interdependence, Supervisory Support, Developmental Experiences, and Job Role Discretion have positively relationship with employee’s job satisfaction Conclusion: The findings in this study would help managers of TRACODI to formulate strategies that involved work factors such as distributive and procedural justice to improve the management of human resource development These strategies would help to influence positive behaviors among employees, and hence achieve effectiveness and high productivity in the organization Therefore, it was worth the effort for the organization to train and educate their managers on the impact of perceptions of organizational justice on the motivation and commitment of their employees Keywords: Job satisfaction, Job Interdependence, Supervisory Support, Developmental Experiences, and Job Role Discretion Page of 60 CHAPTER 1: INTRODUCTION I would like to introduce a research about “Job Satisfaction: Factors affecting it in Transport And Industry Development Investment Join Stock Company (TRACODI)” 1.1 INTRODUCTION OF TRACODI 1.1.1 Company Description TRANSPORT AND INDUSTRY DEVELOPMENT INVESTMENT (TRACODI) JOIN STOCK COMPANY was established by the General Shareholders Meeting on March, 27 2013, it has been officially changed from one member limited liability company investments Industrial Development and Transportation (TRACODI Co., Ltd.) to a joint stock company since April 04, 2013 The precursor of TRANSPORT AND COMMUNICATION DEVELOPMENT INVESTMENT JOINT STOCK COMPANY (TRACODI) is TRANSPORTATION DEVELOPMENT INVESTMENT CORPORATION (TRACODI) – State-owned Enterprise directly under the Ministry of Transport and Telecommunications, established under Decision No 1988/QD/TCCB-LD on 10/30/1990 Address: 89 Cach Mang Thang 8, Ben Thanh Ward, District 1, Ho Chi Minh City, Vietnam Tel: (84 8) 38330314 - 38330315 - 38323941 to 39259689 Fax: (84 8) 38330317 E-mail: tracodi@tracodi.com.vn Website: www.tracodi.com.vn Tax ID: 0300482393 Page of 60 Spread over more than 20 years of construction and development, TRACODI constantly sustainable development, stability and assert it position, creating prestigious brands in the fields of construction traffic , industrial and civil; labor export service, import and export goods services and tourism services; joint ventures in the country and abroad; projects investment From small initial capital mainly office equipment with less than 10 employees, the Company has developed a long way in all areas of production and business activities, the Company owns capital can apply to participate in major projects with over 300 employees and labor management field With expanded strategic direction and continued growth, TRACODI is ready into joint ventures with enterprises at home and abroad for business and production in the fields of investment, industrial production, construction, labor export, import and export goods, travel, etc (“Source: www.tracodi.com.vn”) 1.1.2 History and Milestones TRACODI is abbreviated from its English name of TRAnsport and COmmunication Development Investment Joint Stock Company TRACODI is a State-owned Enterprise established on 30/10/1990 according to the Decision No 1190/QD/TCCB-LD issued by the Minister of Ministry of Transport Stage 1990 – 1995 With the first function of consulting foreign investment in mainly transport and communication field, TRACODI has successfully consulted many projects as well as joined many projects with foreign owned capital On 02/05/1992 VIETNAM TAXI COMPANY (VINATAXI) was established between TRACODI and Tecobest Investment Ltd (Hongkong) This is a public transportation, calculating charges by taxi meter firstly in Vietnam On 24/08/1993 VIKO MIXED ASPHALT AND BATCHED CONCRETE CO., LTD (DONGAH-TRACO) was established between TRACODI and Transport and Communication Mechanical Enterprise No and Dong-Ah Construction Industrial Co., Ltd (Korea), Page of 60 On 07/09/1994 AN GIANG BUILDING MATERIAL EXPLOITING AND PROCESSING CO., LTD (ANTRACO) was established between TRACODI and An Giang On 11/09/1995 TELENZ-TRACODI ENGINEERING INVESTMENT AND CONSTRUCTION CO., LTD (TELENZ-TRACODI) was established between TRACODI and Telenz International Ltd and Fletcher Construction New Zealand & South Pacific Limited (New Zealand) In the years 1994, 1995 construction activity developed, TRACODI was awarded many industrial projects Its enterprises were established in turn as Construction Enterprise No 1, Construction Enterprise No 2, Construction Enterprise No 3, Construction Enterprise No 4, Center Construction Enterprise On 24/07/1993 LABOUR MANAGEMENT AND TRAINING CENTER (TRACODI-LAMATCEN) was established Also in 1993 Ha Noi People’s Committee granted the Licence for establishing TRACODI Branch - Representative Office in Ha Noi Stage 1996 – 2000 On 30/12/1996 TRACODI co-operated with Thien Nam Co (Vietnam) and Caltex Kuo Pte Ltd (Singapore) for establishing CALTEX BITUMEN VIETNAM LIMITED with mainly activity of import, storage, mix, package and distribution of bitum On 18/09/1996 the Department of Tourism granted the licence for establishing TRACODI TOURIST CENTER (TRACODI TOURIST) On 18/05/1999 the foreign partner of TELENZ-TRACODI Joint Venture Company was replaced by Keppel Communication Pte Ltd (Singapore) and the name was changed into FOLEC COMMUNICATIONS VIETNAM LTD (FOLEC VIETNAM) by the decision of the Ministry of Planning and Investment On 03/07/2000 TRACODI Branch in Da Nang was established During years 1997, 1998, 1999, TRACODI met many difficulties such as many projects had finished yet, outstanding debts from loan for investment Page of 60 Hackman, J R & Oldham, G.R (1976) ‘Motivation through the design of work’ Organizational Behaviour and human performance, 16: 250-279 Hackman, R., & Oldham, G.R (1975) Development of (lie job diagnostic survey Journal of Applied Psychology, 60, 159-170 Herzberg, F (1968) Work and the nature of man St Albans: Staples Press Herzberg, F (2003) ‘One more time: how you motivate employee?’, Harvard Business Review, 81, 56-96 Janssen, O., (2005) The joint impact of perceived influence and supervisor supportiveness on employee innovative behavior, Journal of Organizational Behavior, 78, 573 – 579 Jensen, M.C., & Meckling, W.H (1976) Theory of the firm: Managerial behavior, agency costs and ownership structure Journal of Financial Economics, 3, 305-360 Kalleberg, A.L (1977) ‘Work Values and Job rewards-Theory of Job Satisfaction’, American Sociological Review 42:124-143 Kiggundu, M N (1981) Task interdependence and the theory of job design Academy of Management Review, 6(3), 499 Kiggundu, M N (1983) Task interdependence and job design: Test of a theory Organizational Behavior & Human Performance, 31(2), 145-172 Locke, E A (1969) What is job satisfaction Organizational Behavior and Human Performance,4, 309–336 Moorman, R H (1993) The influence of Cognitive and effective based Job satisfaction measures on the relationship between satisfaction and organizational citizenship behavior Human Relations 6: 759-776 Oldham, G R., & Cummings, A (1996) Employee creativity: Personal and contextual factors at work Academy of Management Journal,39, 607–634 Pearce, J L., & Gregersen, H B (1991) Task interdependence and extra-role behavior A test of the mediating effects of felt responsibility Journal of Applied Psychology, 76(6), 838-844 Page 46 of 60 Prendergast, c (2002) The tenuous trade-off between risk and incentives Journal of Political Economy, 110, 1071-1102 Scarpello, V., & Campbell, J P (1983) Job satisfaction: Are all the parts there Personnel Psychology, 36,577–600 Shalley, C.E., Zhou, J, & Oldham, G.R (2004) The effects of personal and contextual characteristics on creativity: Where should we go from here? Journal of Management, 30, 933-958 Spector, P (1985) Measurement of human service staff satisfaction: Development of the Job Satisfaction Survey American Journal of Community Psychology, 13, 693-713 Spector, P E (1997).Job satisfaction: Application, assessment, causes, and onsequences Bevely Hills, CA: Sage Sypatak, M.J, Marsland, D.W &Ulmer, D (1999) Job satisfaction: Putting theory into practice: Fam Practice Management 6(9), 26-30 Tierney, P., Farmer, S M., & Graen, G B (1999) An examination of leadership and employee creativity: The relevance of traits and relations Personnel Psychology, 52, 591–620 Van der Vegt, G S., & Van De Vliert, E (2005) Effects of perceived skill dissimilarity and task interdependence on helping in work teams Journal of Management, 31(1), 73-89 Wageman, R (1995) Interdependence and group effectiveness Administrative Science Quarterly, 40(1), 145-180 Wageman, R., & Baker, G (1997) Incentives and cooperation: The joint effects of task and reward interdependence on group performance Journal of Organizational Behavior, 18(2), 139-158 Wayne, S J., Liden, R C., Graf, I K., & Ferris, G R (1997) The role of upward influence tactics in human resource decisions Personnel Psychology, 50, 979¬1006 Page 47 of 60 Weir, M (1966) Job Satisfaction Challenge and Response in Modern Britain, Glasgow Williams Collins Tierney, P., Farmer, S., & Graen, G (1999) An examination of leadership and employee creativity: The relevance of traits and relationships Personnel Psychology, 52, 591 – 620 Walsh, W.B (1995) Tests and Assessment (3rd ed.) New Jersey: Prentice Hall Zainalipour, H., Fini, A.A.S., & Mirkamali, S.M (2010) A study of relationship between organizational justice and job satisfaction among teachers in Bandar Abbas middle school Procedia Social and Behavioral Sciences, 5, 1986-1990 Page 48 of 60 APPENDIX APPENDIX 1: SURVEY QUESTIONNAIRE Dear Sir/Madam I am Pham Nguyen Doan Trang – Student of MBA OUM 0514 - K14C Open University Malaysia Currently, I am doing thesis titled "Job satisfaction" at TRACODI This study measuring factors affecting job satisfaction of employees Involvement in your answers is very important role in completing the subject, help me get the recommendations proposed to increase in job satisfaction of employees So I hope you take the time to answer the questionnaire below Please note that no answer is right or wrong All the answers are valuable and your comments will be kept confidential and only absolute is used only for purposes of research thesis Full name : Pham Nguyen Doan Trang Cell phone : 0983 127 028 Email : phamnguyendoantrang@yahoo.com Thank you very much Page 49 of 60 Please mark the cycle (O) on the sentences for your choice Responses are obtained on a 5-point Likert-type scale where = disagree very much, = disagree moderately, = agree slightly, = agree moderately, and = agree very much Items denoted with (R) are reverse scored No Question 5 5 5 5 I am satisfied with my chances for promotion Supervision satisfaction items: 5 Pay satisfaction items: I feel I am being paid a fair amount for the work I Raises are too few and far between (R) I am unappreciated by the organization when I think about what they pay me (R) I feel satisfied with my chances for salary increases Promotion satisfaction items: 10 There is really too little chance for promotion on my job Those who well on the job stand a fair chance of being promoted People get ahead as fast here as they in other places My supervisor is quite competent in doing his/her job My supervisor is unfair to me (R) Page 50 of 60 No 11 12 Question My supervisor shows too little interest in the feelings of subordinates (R) I like my supervisor 5 5 5 5 Benefits satisfaction items: 13 14 15 16 I am not satisfied with the benefits I receive (R) The benefits we receive are as good as most other organizations offer The benefit package we have is equitable (R) There are benefits we not have which we should have (R) Rewards satisfaction items: 17 When I a good job, I receive the recognition for it that I should receive 18 I not feel that the work I is appreciated (R) 19 There are few rewards for those who work 5 5 20 I don’t feel my efforts are rewarded the way they should be CR) Operating procedure satisfaction items: 21 22 Many of our rules and procedures make doing a good job difficult (R) My efforts to a good job are seldom blocked by red tape 23 I have too much to at work (R) 24 I have too much paperwork (R) 5 Co-workers satisfaction items: 25 I like the people I work with Page 51 of 60 No Question 5 5 I find I have to work harder at my job than I should 26 because of the incompetence of people I work with (R) 27 28 I enjoy my co-workers There is too much bickering and fighting at work (R) Work itself satisfaction items: 29 I sometimes feel my job is meaningless (R) 30 I like doing the things I at work 32 I feel a sense of pride in doing my job 32 My job is enjoyable 5 5 Communication satisfaction items: 33 34 35 36 Communications seem good within this organization The goals of this organization are not clear to me (R) I often feel that I not know what is going on with the organization (R) Work assignments are often not fully explained (R) Responses are obtained using a point Likert - type subscale where = strong agree, = agree to some extent, = uncertain, = disagree to some extent, and strongly disagree No Question 5 Interdependence items: 37 I work closely with others in doing my work Page 52 of 60 No 38 39 40 41 Question I frequently must coordinate my efforts with others My own performance is dependent on receiving accurate information from others The way I perform my job has a significant impact on others My work requires me to consult with others fairly frequently 5 5 5 5 Independence items: 42 43 44 I work fairly independently of others in my work I can plan my own work with little need to coordinate with others I rarely have to obtain information from others to complete my work Responses are obtained using a 5-point Likert-type subscale where = strong disagree, = disagree to some extent, = uncertain, = agree to some extent, and - strongly agree No 45 46 47 Question My supervisor takes the time to learn about my career goals and aspirations My supervisor care s about whether or not I achieve my goals My supervisor keeps me informed about different career opportunities for me in the organization 5 5 My supervisor makes sure I get the credit when I 48 accomplish something substantial on the job My supervisor gives me helpful feedback about my performance Page 53 of 60 No 49 50 Question My supervisor gives me helpful advice about improving my performance when I need it My supervisor supports my attempts to acquire additional training on education to further my career 5 5 5 My supervisor provides assignments that give me 51 the opportunity to develop and strengthen new skills 52 53 My supervisor assigns me special projects that increase my visibility in the organization My supervisor takes the time to learn about my career goals and aspirations Responses for items and are obtained on a 5-point Likert-type scale where = strongly disagree and = strongly agree Responses for items and are obtained on a 5-point scale where = not at all and = a very large extent No Question 5 5 In the positions that I have held at TRACODI, I 54 have often been given additional challenging assignments In the positions that I have held at TRACODI, I 55 have often been assigned projects that have enabled me to develop and strengthen new skills, Besides 56 formal training and development opportunities, to what extent have your managers helped to develop your skills by providing you with challenging job assignments? 57 Regardless of TRACODI's policy on training and development, to what extent have your managers Page 54 of 60 made a substantial investment in you by providing formal training and development opportunities? Responses are obtained using a 5-point Likert-type subscale where = strong disagree, = disagree to some extent, = uncertain, = agree to some extent, and - strongly agree No Question 58 I have discretion as to what work gets done 59 I have discretion as to how work gets done 60 I have authority to decide what tasks to delegate 5 61 I have freedom to choose what to become an expert in 62 I have discretion as to what tasks subordinates 63 I have authority To decide what work gets shared 5 64 65 I have freedom to decide how much of generalist or expert to become I have discretion as to what I am responsible for Personal Information Gender  Male  Female Age  Under 25 years old  From 25 to 35 years old  From 36 to 45 years old  Above 45 years old Academic degree  Colleges Degree  Bachelor Degree  Master Degree  Doctoral Degree Page 55 of 60 Working seniority  Under years  From to 10 years  From 11 to 20 years  Above 20 years Working position  Officer/ staff  Supervisor  Manager  Senior Manager THANK YOU! Page 56 of 60 APPENDIX 2: PRESENTATION Page 57 of 60 Page 58 of 60 Page 59 of 60 Page 60 of 60 [...]... organization The theory focuses on outcomes of satisfaction and dissatisfaction The theory further found that certain aspects of a job cause satisfaction and therefore motivation, but certain aspects caused job dissatisfaction Herzberg explained that the factors that lead to satisfaction or to dissatisfaction are different Accordingly, he states that ‘the opposite of job satisfaction is not job dissatisfaction... dissatisfaction but, rather, no satisfaction; and the opposite of job dissatisfaction is Page 18 of 60 not job satisfaction but no satisfaction (Herzberg, 2003.91) This theory states that job satisfaction and dissatisfaction is a product of different factors - motivation and hygiene respectively Motivation is seen as an inner force that drives individuals to attain personal and organizational goals Motivational... stated, job satisfaction refers to the attributes and feelings people have about their work Positive and favourable attitudes towards the job indicate job satisfaction Negative and unfavourable attitudes towards the job indicate job dissatisfaction Armstrong (2003) This satisfaction may be affective: one-dimensional subjective construct representing an overall emotional feeling individuals have about. .. - How is the impact of Job Role Discretion on TRACODI employee Job Satisfaction? Page 13 of 60 CHAPTER 2: LITTERATURE REVIEW 2.1 DEFINITION OF CONSTRUCTS 2.1.1 Job satisfaction Locke (1969) defined job satisfaction as the extent to which the expectations that an individual holds for a job match what one actually receives from the job Job satisfaction can be characterized as an attitude concerning the... described the research model, the research instrument, the research hypothesis, data collection process, and the procedure for the data analysis 3.1 RESEARCH MODEL Job Interdependence + H1 Supervisory Support Developmental Experiences + + H2 H3 Job Satisfaction H4 + Job Role Discretion Figure 2: Proposed Research Model of Employee Job Satisfaction in TRACODI 3.1.1 Dependent Variables - Job Satisfaction. .. has an important role in creating a competitive advantage Especially with those businesses are on the rise, the search and confirmation its position on the market as Transport and Industry Development Investment Join Stock Company (TRACODI) present the more need to pay attention to employee satisfaction Promoting the development of the company at present assessing the satisfaction of the employees... effort at higher levels of Page 17 of 60 discretion and induce workers not to settle at their lowest possible point in the effort range, an organization must provide a financial motivation 2.2 THEORY OF JOB SATISFACTION 2.2.1 Job satisfaction theories traceable to employee performance Job satisfaction at its most general conceptualization, is simply how content an individual is with his job Simply stated,... those aspects of the job that make people want to perform and provide people with satisfaction Hygiene factors include aspects of the working environment like working conditions, interpersonal matters, organizational policies and so on (Hackman & Oldham, 1976) Factors that relate to job satisfaction are therefore called satisfiers or motivators According to Weir (1976) and Syptak, Marsland & Ulmer (1999),... with other jobs The two constructs are distinct, not directly related, have different antecedents and consequences though cognitive job satisfaction might help to bring about affective job satisfaction in the organization 2.2.2 Two-factor theory Among the content theories of motivation, Herzberg (1959) theory emphasizing the motivator-hygiene factors sought to explain satisfaction and motivation in the... Support, Developmental Experiences, and Job Role Discretion to employee Job Satisfaction Thus, the following hypotheses are proposed:  Hypotheses 1: Job Interdependence will be positively related to employee job satisfaction in TRACODI  Hypotheses 2: Supervisory Support will be positively related to employee job satisfaction in TRACODI  Hypotheses 3: Developmental Experiences will be positively related ... dissatisfaction but, rather, no satisfaction; and the opposite of job dissatisfaction is Page 18 of 60 not job satisfaction but no satisfaction (Herzberg, 2003.91) This theory states that job satisfaction. .. work Positive and favourable attitudes towards the job indicate job satisfaction Negative and unfavourable attitudes towards the job indicate job dissatisfaction Armstrong (2003) This satisfaction. .. caused job dissatisfaction Herzberg explained that the factors that lead to satisfaction or to dissatisfaction are different Accordingly, he states that ‘the opposite of job satisfaction is not job