RESEARCH PROJECT (BMBR5103) RESEARCH ABOUT JOB SATISFACTION AT VIETRAVEL (VIETNAM) STUDENT’S FULL NAME : NGUYEN THUY TIEN STUDENT ID : CGSVN000015850 INTAKE : SEPTEMBER 2013 ADVISOR’S NAME & TITLE : NGUYEN THE KHAI (DBA) HO CHI MINH CITY, AUGUST 2016 Acknowledgments It is not a single doubt that pursuing this research is not only hard but also meaningful experience This could be compared with climbing a high peak, step by step, paired with hardships, frustration, encourangement, trust and unlimited help from numerous people altogether When I find myself admiring the view from the top, I realize that teamwork leads me all over there Though it would not be enough to express my appreciation in words to all those people who support me, I still desire to convey my special thanks to all these people I would like to express my gratitude to all those who have made this dissertation possible My deepest gratitude goes first and foremost to my lecturer Dr Nguyen The Khai (DBA) for his full support, expert guidance, understanding and encouragement througout my study and research Without his incredible patience and timely wisdom and counsel, my research would have been a frustrating and overwhelming pursuit My thanks are also extended to Vietravel – Asia’s Leading Tour Operator for their unceasing support from the very first beginning accompanied by their willingness shown to provide a solid grounding in database needed in the accomplishment of this research Last but not least, I also place on record, my sense of gratitude to my parents, friends and colleagues for their endless support, enduring love, constant guidace, motivation and ecouragement !!!!!!!!!!!!ABSTRACT 5! PART ONE INTRODUCTION About Vietravel Brandname Calibration History Vietnam Offices Network Scope Business Vision, Mission & Core Values Management Formality Organization Structure Leadership Style Research Objective Research Scope 6 6 8 8 9 11 11 12 12 12 14 14 15 Limitation of the Research PART TWO LITERATURE REVIEW Definition constructs Job Satisfaction Supervisory Support Developmental Experiences Fairness in Skill – Based Pay Perceived Ability – Job Fit Argument for the relationship among the constructs 16 16 16 17 17 17 18 18 18 18 19 X theory and Y theory Maslow’s needs theory 19 23 25 28 29 Herzberg’s two factor theory Hackman & Oldham’s Job Characteristics McClelland’s needs theory Stacey Adam’s Equity Theory 30 31 PART THREE METHODS Data collection 33 33 33 38 Design Template Scale Data collection progress Data Analysis 39 PART FOUR RESULTS Cronbach’s Alpha Cronbach’s Alpha standard applied Cronbach’s Alpha 40 40 40 40 10 Statistics information 42 42 43 Descriptive statistics Correlation statistics 11 Hypotheses testing 44 Hypothesis proposed (H1) 44 45 45 46 Hypothesis proposed (H2) Hypothesis proposed (H3) Hypothesis proposed (H4) PART FIVE CONCLUSIONS 12 Discussion 47 47 47 48 13 Limitation of research 14 Forecast recommendation REFERENCES 49 51 APPENDIX Appendix 1: Survey 51 56 Appendix 2: Presentation ! FIGURES & TABLES FIGURE Figure Figure Figure Figure Figure Figure TABLE Table Table Table Table Table Table Table Table Table Table 10 Table 11 Table 12 Table 13 Table 14 Table 15 Table 16 Table 17 Table 18 Table 19 Table 20 Table 21 Table 22 Table 23 Facets of Job Satisfaction Maslow’s Hierarchy of Need Herzberg’s Two Factor Theory Hackman & Oldham’s Job Characteristics McCleeland’s Needs Theory Adam’s Equity Theory Diagram 17 24 26 29 30 31 32 Job Satisfaction Scale Supervisory Scale Developmental Experiences Fairness in Skill – Based Pay Perceived Ability Job Fit Timetable for data collection progress Cronbach’s Alpha Cronbach’s Alpha of Job Satisfaction Cronbach’s Alpha of Supervisory Support Cronbach’s Alpha of Developmental Experiences Cronbach’s Alpha of Fairness in Skill – Based Pay Cronbach’s Alpha of Perceived Ability Job Fit Descriptive statistics Value of Coefficients Correlation statistics Model Summary of H1 Coefficients of H1 Model Summary of H2 Coefficients of H2 Model Summary of H3 Coefficients of H3 Model Summary of H4 Coefficients of H4 33 35 36 37 38 38 40 40 41 41 41 42 42 42 43 43 44 44 45 45 45 46 46 46 ABSTRACTS Job satisfaction is regarded as one of the most complex issues facing today’s managers when it comes to managing their employees The subject matter of this research centers on observing and analyzing a series of factors which influences satisfaction level among the workforce of Vietravel (VTV) The study employed research strategy in quantitative terms The subjects of this certain study were comprised of 500 employees working for VTV The primary data was collected using a structured questionnaire with the aid of Statistical Package for Social Sciences (SPSS) for data analysis statistically, 500 questionnaires were distributed and 270 valid ones were returned The questionnaires were completed voluntarily by all respondents The findings of the study revealed that the joint effect of variables can be grouped as independent ones (Supervisory Support, Procedural Justice, Fairnness in Skill – Based Pay and Perceived Ability – Job Fit) which might influence Job Satisfaction relative to Expectation – the dependent one Based on the findings of this study, it is highly recommended that the management should try as much as possible to give constant attention to factors that can enhance job satisfaction Human resource is considered as the most fundamental asset for any organization, not mention VTV Therefore, this study could be much of the tool used by the higher – ups in VTV to better comprehend the satisfaction level of employees and how they can encourage their employees to carry out their job proficiently and effectively Key words: Job Satisfaction relative to Expectation, Supervisory Support, Procedural Justice, Fairness in Skill – Based Bay and Perceived Ability – Job Fit PART ONE: INTRODUCTION About Vietravel Brandname Calibration The triangle with 03 apexes and 03 sides that an switch places and roles to each other, this shows the absolute balance in an active market and non – stop growing world The unfinished circle demonstrates that knowledge of humankind cannot reach the absolute truth of “The truth, the good and the beautiful” This reminds tourist operators have to learn, to improve constantly in order to deliver the best product & services to meet the customer’s travelling needs that are more gradually diversified from customers The four lines divine the circle into proportions which represent for continents, this expresses the aspiration to reach out and globally develop all around the world History The Vietnam Travel and Marketing Transport Joint-stock Company (Vietravel) was established on the basis of the Centre of Tourism – Marketing and Investment Services (Tracodi Tourmis) under the Ministry of Transport In the initial days after Vietravel was established in December, 1995 it faced many difficulties in the tourist market, lacking employees, funds and facilities But with a dynamic, determination to overcome difficulties and an effective business strategy, the company has gradually developed Vietravel has been a member of Domestic and International Tourism Organizations: - VCCI (Vietnam Chamber of Commerce and Industry) - VITA (Vietnam Tourism Association) - HTA (HCMC Tourism Association) - HUBA (HCMC Union of Business Association) - ASTA (American Society of Travel Agents) - PATA (Pacific Asian Travel Association) - IATA (International Air Transport Association) - JATA (Japan Association of Travel Agents) - IAGTO (International Association of Golf and Tour Operators) - ATTA (Adventure Travel Trade Association) Vietravel Offices Network Scope Business - International and Domestic Tourism - E- tour (E – commerce) - Organizing MICE tour, Golf tour & Team building - Air/train ticket service - Services for self – drive car rental - Tour guide & Interpreter services - Marine Transporting and Mediating Agency - Foreign currency exchange service - Overseas study consultant service - Events Organizing - Hotel Reservation service - Career Training Center - Labor Export Service - Civil Construction Enterprise Vision, Mission and Core values Vision: Reach out to the world’s height Vietravel has been honored with “Vietnam’s Leading Tour Operator” and “Vietnam’s Leading Travel Agency” in 2015 organized by World Travel Awards – “Oscars” of the travel industry With a long-term strategy and an emphasis on training human resources and investing in infrastructure and information technology to improve customer services, Vietravel will continue to conquer new heights and reach out to regional and international markets Mission: The Pioneer Since our inception, Vietravel has been a pioneer in the travel industry They offer a wide variety of vacations and other travel opportunities to countless destinations Vietravel has always worked very hard to bring their valued clientele the best the travel industry has to offer Core Values: EXPERIENCE: After 20 - year's operations in the field of international and domestic tourism, Vietravel has gained much experience and been confident of our quality services PROFESSIONALISM: The fast, strong and sustained growth of Vietravel is based on two important elements: an effective business structure, well-trained and highly experienced staff with in-depth knowledge of tourism as well as excellent language skills Proposed Hypothesis (H2) Developmental Experiences (DE) are positively related to Job Satisfaction (JS) Model Summary Mode R Adjusted R Std Error of l R Square Square the Estimate a 335 112 109 57618 a Predictors: (Constant), DE Table 18: Model Summary of H2 Coefficientsa Unstandardized Standardized Coefficients Coefficients Model B Std Error Beta t (Constant) 2.376 212 11.189 DE 314 054 335 5.825 a Dependent Variable: JS Sig .000 000 Table 19: Coefficients of H2 Results achieved from Model Summary of H2 and Coefficients of H2 are presented as below: •! R square is 112: greater than •! Unstandardized coefficients beta is 335: the same sign with hypothesis •! P value (Sig) is 000: less than 0.05 !! The Hypothesis H2 is supported Proposed Hypothesis (H3) Fairness in Skill Based Pay (FSBP) is positively related to Job Satisfaction (JS) Model Summary Mode R Adjusted R Std Error of l R Square Square the Estimate a 239 057 054 59385 a Predictors: (Constant), FSBP Table 20: Model summary of H3 45 Coefficientsa Unstandardized Standardized Coefficients Coefficients Model B Std Error Beta t (Constant) 2.712 222 12.204 FSBP 230 057 239 4.028 a Dependent Variable: JS Sig .000 000 Table 21: Coefficients of H3 Results achieved from Model Summary of H3 and Coefficients of H3 are presented as below: •! R square is 057: greater than •! Unstandardized coefficients beta is 239: the same sign with hypothesis •! P value (Sig) is 000: less than 0.05 !! The Hypothesis H3 is supported Proposed Hypothesis (H4) Perceived Ability – Job Fit (PAJF) is positively related to Job Satisfaction (JS) Model Summary Mode R Adjusted R Std Error of l R Square Square the Estimate a 389 151 148 56352 a Predictors: (Constant), PAJF Table 21: Model Summary of H4 Coefficientsa Unstandardized Standardized Coefficients Coefficients Model B Std Error Beta t (Constant) 2.203 205 10.762 PAJF 382 055 389 6.902 a Dependent Variable: JS Sig .000 000 Table 22: Coefficients of H4 Results achieved from Model Summary of H4 and Coefficients of H4 are presented as below: •! R square is 151: greater than •! Unstandardized coefficients beta is 389: the same sign with hypothesis •! P value (Sig) is 000: less than 0.05 !! The Hypothesis H4 is supported 46 PART FIVE: CONCLUSIONS Discussion This research conducted to analyze the levels of the relationship and influence to Job Satisfaction by four hypotheses: Supervisory Support, Developmental Experiences, Fairness in Skill – Based Bay, and Perceived Ability – Job Fit of employees at Vietravel We can asses four hypotheses Supervisory Support, Developmental Experiences, Fairness in Skill – Based Pay and Perceived Ability – Job Fit have positive relationship and influence to Job Satisfaction This matter is easy to understand and perfectly match with practical context of human resource management at Vietravel As Asia’s leading tour operator on Vietnam tourism, the policies, organization structure, leadership tyle, corporate culture,…of Vietravel always builds to orient the employees Job Satisfaction is the top concern to the Vietravel – based Board of Directors Limitation of research This research will have some limitations: ! The samples are very small (n = 270) ! Only focus related contents at Vietravel and cant be generalized for tourism industry in Vietnam ! The surveys were conducted in the short period of time ! The survey respondents are more qualified and different perceptions about Job Satisfaction as well as the contents of survey shall be more grammatical errors because of English – Vietnamese translation progress, it may cause confusion for the reader when they give the answer Forecast recommendation 47 Many new opportunities will be opened for the tourism sector by Vietnam’s participation in the Trans – Pacific Partnership (TPP) and the ASEAN Economic Community (AEC) Loosened regulations on investment and labor for TPP and AEC member countries will stimulate demand for travelling to seek investment, business and employment opportunities This will a boost to the flow of international travelers within the TPP and AEC TPP members have also committed to opening the market of business travel among them With the TPP, international travelers will enjoy more simple procedures and cheaper and faster movement thanks to commitments regarding temporary entry for business persons At the same time, the sector has to brace for fierce competition from foreign businesses, which will be allowed to join the domestic tourism market Without a good competition strategy and preparations, domestic companies can lose the battle right on the home ground Therefore, Vietravel need to enhance recruitment of experienced employees and local training Moreover, Vietravel should strengthen to recruit international students since they expand their branches overseas to take full advantage of their relationships, language, experience for creating dynamic, efficient working environment as well as sharing, increasing and experience working for foreign markets This combined matters will contribute to increase Job Satisfaction; affects to competitive advantage by working efficiency of employees and help Vietravel develop sustainably REFERENCES Cianci, R.; et al (2003) “Maslow’s hierarchy of needs: Does it apply in a collectivist culture” Journal of Applied Management and Entrepreneurship (2): 143 – 161 48 Dail L Fields (2002) Taking the measure of work: a guide to validated scales for organizational research and diagnosis Regent University Harrell, Adrian M.; Stahl, Michael J (1981) “A behavioral decision theory approach for measuring McCellland’s trichotomy of need” Journal of Applied Psychology, Vol 66 (2), 242 – 247 Kendrick, D.T.;Griskevicius, V.; Neuberg, S.L.; Schaller, M (2010) “Renovating the pyramid of needs: Contemporary extensions built upon ancient foundations” Perspectives on Psychological Science (3): 157 – 163 King, Nathan (1970) “Clarification and evaluation of the two – factor theory of job satisfaction” Psychological Bulletin, Vol 74 (1), 18 – 31 th Kreitner R & Kinicki A (2007) Organizational Behavior McGraw-Hill/Irwin Maslow A H (1943) Theory of Human Motivation Psychological Review, 370-396 Messick, D & Cook, K (1983) Equity theory: psychological and sociological perspectives Praeger Robert J.House and Lawrence A Wigdor (2006) “Herzberg’s dual – factor theory of job satisfaction and motivation: A review of the evidence and a criticism” Personnel Psychology, Vol 20 (4), 369 – 390 th Robbins, Stephen P (2002) Organizational Behavior 10 Pearson Tang, T.L.; Ibrahim, A.H.; West, W.B (2002) “Effects of war – related stress on the satisfaction of human needs: The United States and the Middle East” International Journal of human needs: The United States and the Middle East” International Journal of Management Theory and Practices (1): 35 – 53 49 Walster, E., Walster G.W & Bershcheid, E (1978) Equity: Theory and Research Allyn and Bacon, Inc th William G Zikmund (2013) Business Research Methods 13 McGraw-Hill/Irwin 50 APPENDIX Appendix 1: Survey JOB SATISFACTION SURVEY AT VIETRAVEL Dear Sir / Madam, My name is Nguyen Thuy Tien, a student of Vietnam – based MBA collaboration program between OUM and HUTECH At this moment, I have researched on “Job Satisfaction” at Vietravel – Asia’s leading tour operator - to put my thesis to an end Your help is highly needed and your comments are welcomed in this survey Please take a few minutes in your occupied schedule to circle the numbers in the box which are included in these questionnaires and give me your feedbacks as soon as possible Reseacher’s Information: Full name: Nguyen Thuy Tien Cellphone No: +8498 6789 400 Email: tiennguyen.hn88@gmail.com There are not any foreseeable risks associated with this research and your answers will be considered top secret data *Please circle the number below that indicates how much you agree or disagree with each statement Circle one number for each statement SURVEY 51 Very Satisfied Your present job when you compare it to others in the organization Satisfied Temporarily Satisfied Questionnaires Dissatisfied No Very Dissatisfied Job Satisfaction Relative to Expectations: This measure assesses the degree of agreement between the perceived quality of board facets of a job aligned with employee expectations The progress you are making toward the goals you set for yourself in your present position The chance your job gives you to what you are best at Your present job when you consider the expectations you had when you took the job 5 Your present job in light of your career expectations Supervisory Support: This measure assesses employee perceptions of supervisory support in their job In other words, supervisory support may include the guidance, performance feedback, challenging work assignments, and work opportunities that encourage employee improvement and vision 52 No Questionnaires Strongly agree Agree to some extent Uncertain Disagree to some extent Strongly disagree My supervisor takes the time to learn about my career goals and aspirations My supervisor cares about whether or not I achieve my goals My supervisor keeps me informed about different career My supervisor makes sure I get the credit when I accomplish something substantial on the job 5 My supervisor gives me helpful feedback about my performance 5 5 My supervisor gives me helpful advice about improving my performance when I need it My supervisor supports my attempts to acquire additional training or education to further my career My supervisor provides assignments that give me the opportunity to develop and strengthen new skills 53 My supervisor assigns me special projects that increase my visibilities in the organization No Questionnaires Strongy disagree Moderately disagree Slighly disagree Moderately agree Strongly agree Developmental Experiences: This measure centers on the extent to which an organization makes discreationary investments in training and development of an employee In the positions that I have held at Vietravel, I have often been given additional challeging assignments 5 5 In the positions that I have held at Vietravel, I have often been assigned projects that have enabled me to develop and strengthen new skills Besides formal traiing and development opportunities, to what extent have your managers helped to develop your skills by providing you with challenging job assignements? Regardless of Vietravel’s policy on training and development, to what extent have your managers made a substantial investment in you by providing formal training and development opportunities? Fairness in Skill – Based Pay: This measure assesses fairness in a skill – based pay program Skill – based pay systems pay employees for the types of skills applied on jobs 54 No Questionnaires Strongly disagree Slightly disagree Neither agree nor disagree Slightly agree Strongly agree Supervisors a good job of certifying employees for skill – based pay raises The skill – based pay certifications are a fair test of employee ability to perform a task If an employee really knows how to perform the tasks that make up a skill level, the employee will be able to pass the certification tests for that skill level The skill – based pay plan is fair to most employees No Questionnaires Strongly disagree Disagree to some extent Uncertain Agree to some extent Strongly agree Perceive Ability – Job Fit: This measure asseses an employee’s perceived ability – job fit which lower perceived ability – job fit will be affected to a greater degree by job requirements I feel that my work utilizes my full abilities 55 I feel competent and fully able to handle my job My job gives me a chance to the things I feel I best I feel that my job and I are well matched 5 I feel I have adequate preparation for the job I now hold Respondent information (optional) Name:………………………………………………………………………………… Position or title: (if applicable)……………………………………………………………… Organisation, corporation, association, department etc: (if applicable)……………… Residential or business address:……………………………………………………… Respondent’s address for service:…………………………………………………… Respondent’s phone or contact phone number:……………………………………… Respondent’s e-mail address (if any)……………………………………………… THANH YOU FOR SPENDING YOUR VALUABLE TIME TO FILL THIS SURVEY! 56 APPENDIX 2: PRESENTATION 57 58 59 [...]... to Job Satisfaction below: ! H1: There is a positive relationship between Supervisory Support and Job Satisfaction ! H2: There is a positive relationship between Developmental Experiences and Job Satisfaction 31 ! H3: There is a positive relationship between Fairness Skill – Based Pay and Job Satisfaction ! H4: There is a positive relationship between Perceived Job Ability Fit and Job Satisfaction Research. .. two-factor theory or the motivator-hygiene theory According to Herzberg, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction According to Herzberg, the opposite of Satisfaction is “No satisfaction and the opposite of “Dissatisfaction” is “No Dissatisfaction” Herzberg classified these job factors into two categoriesa.! Hygiene factors-... 6: Research Model of Job Satisfaction 32 PART THREE Data collection Design template scale Job Satisfaction 1 2 3 4 5 2 The progress you are making toward the goals you set for yourself in your present position 1 2 3 4 5 3 The chance your job gives you to do what you are best at 1 2 3 4 5 4 Your present job when you consider the expectations you had when you took the job 1 2 3 4 5 5 Your present job. .. different perceptions about Job Satisfaction combined with the grammatical errors in the contents which may cause confusion for the readers 15 PART TWO LITERATURE REVIEW DEFINITION CONSTRUCTS Job Satisfaction It was developed by Bacharach, Bamberger, and Conley (1991) which includes 5 items The most widely accepted theory of job satisfaction was proposed by Locke (1976), who defined job satisfaction as “a... productivity and attitudes in the workplace, managers must recognize and attend to both sets of factors and not make the false assumption that increasing satisfaction will automatically lead to a decrease in dissatisfaction Any company should use elements of Herzberg’s theory to motivate its employees The company pays attention to factors causing dissatisfaction as well as those causing satisfaction As... problems for human resource managemet at Vietravel Research objectives This purpose of this research is to find the factors which influence the Job Satisfaction of Vietravel employees My research will center on 3 main factors: ! Firstly: Search related information and try to define the meaning of Job Satisfaction in Vietravel ! Secondly: Design research model and test related factors to check the influence... A Wigdor (2006) “Herzberg’s dual – factor theory of job satisfaction and motivation: A review of the evidence and a criticism” Personnel Psychology, Vol 20 (4), 369 – 390 King, Nathan (1970) “Clarification and evaluation of the two – factor theory of job satisfaction Psychological Bulletin, Vol 74 (1), 18 – 31 Self – argument Satisfaction and dissatisfaction do not form a continuum therefore, with... career expectations 1 2 3 4 5 Table 1: Job Satisfaction 33 Very Satisfied Satisfied 1 Your present job when you compare it to others in the organization Dissatisfied Questionnaires Very Dissatisfied No Temporarily Satisfied This measure which is examined by Bacharach, Bamberger, and Conley (1991), evaluates whether or not the agreement exists between multiple facets of a job and employee expectations Reported... people's actions in relation to their work such as tardiness, working late, faking illness in order to avoid work (Bernstein & Nash, 2008) Job satisfaction refers to the positive attitudes or emotional dispositions people may gain from work or through aspects of work Employees’ job satisfaction becomes a central attention in the researches and discussions in work and organizational psychology because... positive emotional state resulting from the appraisal of one’s job or job experiences” (Locke, 1975, p.1304) Job satisfaction has emotional, cognitive, and behavioral components (Bernstein & Nash, 2008) The emotional component refers to job- related feelings such as boredom, anxiety, acknowledgement and excitement The cognitive component of job satisfaction pertains to beliefs regarding one's job whether it