V TRN T I HC KINH T TP.HCM - N N N N U T N T N TR N N N U TRN V TN LUN VN T T N N N NV N: T N U N N S K N T Nm 2016 V TRN T I HC KINH T TP.HCM - N N N N U T N T N TR N N N U TRN N V N N NV N: T TN N Chuyờn n U N N : : 60340403 LUN VN T S K N N TS T N NK m Nm 2016 T : N L Tụi xin cam oan u n v n: Nh n y u t c a n n vi n tron cụn vi c i n c u tr n n n nm c pt i An cụn trỡn n i n c u c a tụi Cỏc s li u v n trun t c, chớnh tỏc gi thu th p, p n tớc v c c i quan t n i n on o s t v k t qu nờu lu n a tn bt k cụng trỡnh khoa hc no khỏc./ Hc viờn thc hi n N T c cụng b Trang T U o c n t i c ti u n i n c u it n n i n c u m vi n i n c u n p p n i n c u 1.5.1 D liu dựng cho nghiờn cu 1.5.2 Phng phỏp nghiờn cu nh tớnh 1.5.3 Phng phỏp nghiờn cu nh lng 1.6 K t cu c a lu n v n T i T n tron cụn vi c ( o atis action) 2.1.1 nh ngha 2.1.2 Du tr s h i l ng tr ng c ng vic v vai tr c a s h i l ng tr ng c ng vic i vi hot ng c a t chc nt c s tr t t c c (Perceived Organizational Support ) 2.2.1 nh ngha 2.2.2 tr c a nh n thc s h tr c a t chc i vi s h i l ng tr ng c ng vic i m tin v i t c c (Trust) 10 2.3.1 nh ngha 10 2.3.2 tr c a ni T c tin vi t chc i vi s h i l ng tr ng c ng vic 10 tron cụn vi c (Job Autonomy) 11 2.4.1 nh ngha 12 2.4.2 tr c a t ch tr ng c ng vic i vi s h i l ng tr ng c ng vic 12 15 i n tv m y n a t an o 15 n c u T ut p i 18 i u 19 i m tra m s c 3.5 i u 20 n tớc tin c y (Cronbach alpha) 20 n tớc 22 n tớc t n quan 23 3.8 n tớc i quy 24 T 4.1 ms c 4.2 n 27 i u v mụ t mu 27 i tin c y c a t an o ng h s ron ac s p a 29 4.2.1 Thang v nh n thc s h tr t t chc 30 4.2.2 Thang v t ch tr ng c ng vic 30 4.2.3 Thang v ni tin vi t chc 31 4.2.4 Thang v s h i l ng tr ng c ng vic 32 4.3 Phõn tớch ANOVA 33 4.3.1 Mi liờn h gia gii tớnh v s h i l ng tr ng c ng vic 33 4.3.2 Mi liờn h gia tu i v s h i l ng tr ng c ng vic 34 4.4.3 Mi liờn h gia tr nh h c v n v s h i l ng tr ng c ng vic 36 4.3.4 Mi liờn h gia v tr c ng tỏc v s h i l ng tr ng c ng vic 37 4.3.5 Mi liờn h gia th niờn c ng tỏc v s h i l ng tr ng c ng vic 38 4.3.6 Mi liờn h gia inh nghi c ng tỏc v s h i l ng tr ng c ng vic 40 n tớc t n quan 41 4.4 n tớc i quy 43 T 52 t u n n i n c u 52 uy n n t 5.2.1 hng h 5.2.2 t qu n h nv i n c u 53 ngha 53 ngha th c ti n 56 T i i u t am o 57 c 62 DANH M C CC K U, CH Ch vi t tt Ti ng Anh ANOVA Analysis of Variance VIT TT Ti ng Vit n tớc p n sai ớn p CP HLCV i n tron cụn vi c nt HTHTTC c s tr t t c c n i m tin v i t c NTTC SPSS Statistical Package for Social Sciences c Phn m m x lý th ng kờ dựng cỏc ngnh khoa hc xó h i TCCB T c cc n TCCV T c tron cụn vi c TCHQ T n c c i quan DANH M C CC B NG, HèNH V, TH Trang Hỡnh 2.1 Mụ hỡnh nghiờn c u 13 n i n quan s t tron c c y u t 16 n Tt c c c i n quan s t 27 B n c i m c a mu kh o s t c a c c i n n tớn 29 B ng 4.3 ron ac s a p a t an o v n n t B ng 4.4 ron ac s a p a t an o v t c B ng 4.5 ron ac s a p a t an o v ni m tin v i t c B ng 4.6 ron ac s a p a t an o v s B ng 4.7 ron ac s a p a t an o v s c s tr t t c c 30 tron cụn vi c 31 i c 31 n tron cụn vi c 32 i n tron cụn vi c v i i n quan s t 33 n T n mụ t 33 n i mn p n n tớc p n T n i mn p n n tớc p n n n T n n tớc p i mn p n n tớc p T n n sai 35 n sai ( ) 35 n sai 36 n sai ( ) 37 mụ t 37 n n ) 34 mụ t 36 i mn p T n n sai ( mụ t 35 n n n sai 34 n sai 38 n sai ( ) 38 mụ t 39 n i mn p n sai 39 n n tớc p n sai (ANOVA) 40 n T n n n mụ t 40 i mn p n tớc p n sai 41 n sai ( ) 41 B ng 4.26 Ma tr n t n quan i a cỏc bi n 42 n t qu p n tớc n n tớc i quy 44 46 ỡn i u ỡn t -P Plot 48 ỡn t catt rp ot 49 n n isto ram 47 c mụ ỡn i quy 50 c hi lũng v cụng vi c c a cụn c c i quan i n t i 54 N 11 T U n C c H i quan t nh Long nh s T n y -T c c H i quan, l c quan c thnh l p v i v o o t ng theo Quy t t n n m 1989 c a T ng c c tr n c ớn , qu n n n a bn t nh: Long An, Ti n Giang v B n Tre m5 v is n t am m u, n cụn c n ao n n vc h i quan trờn cv t n t c i c c trc t u c v c tron to n c o n i 5n c t n i y i m so t i quan, i v 11 nhõn viờn H p ụn x c nh th i h n theo Ngh n c uy n mụn c a cụng ch c n ng T ng -CP V trỡnh sau: Th c s %); (t l i hc 112 %); ao ng v trung cp: 13 (t l 9.6%); cũn l i: 04 (t l 3%); Anh (t l v n trỡn A tr lờn: 131 (t l 97%); Tin hc trỡn A tr lờn: 133 (t l 98.5%); Lý lu n chớnh tr : Cao cp 12 (chi m 8.8%); Trung cp 43 (chi m 31.9%); Qu n n c: 79 (chi m 58.5 %) i c s v t c t cT n c c y , p n p n n o v n u cu tron a i quan t n c ti p n n t mt t c n t c tr n t i ụn nm n o i tỡn c c n qu n i quan tran c n c n i mt v i n m vi c qu t i, i pv v t i p n i p ụi nv oan n trỡn c uy n mụn n iv ic n n oan n ic at t iv im tt c c cụn t t t s t o n n i u qu c t cụn vi c c a cụn c vi c vỡ y c t n i n c c tỡn tr n cụn o n c n t n n n i u, n , c i quan v i c x c n t i n c v c a cụn c c i quan c cụn t n cụn tron n n s vỡ y c s m n c a mỡn o t n , s t n cụn i p n i n i quan tron c n n n i pv v t i p i p on c v c a cụn c cụn t c p c v t ỡ cn p i quan t m n i n i n t i p t c i quan t n s t an trỡn c uy n mụn n i i quan c a c c oan n ỡn c un c a to n n n on t n i i n i, ay t t t i s n qu u in n n s ic ot c c Tớn i quan rt c i t, c u n i u p c t cụn i c i n s c ca n n in t qu c ia, v y c n 58 a m T Abdulmonem AlZalabani and Rajesh S Modi, 2014 Impact of Human Resources Management Practice and Perceived Organizational Support on Job Satisfaction: Evidence from Yanbu Industrial City, KSA The IUP Journal of Organizational Behavior, No 3, pp.34-47 ar, L., 2013 ệrgỹtsel Sessizlik ve ệrgỹtsel Gỹven li isi: Konuya li in Bir Aratr a ( aym anmam osya ỹ s isans T zi) stanbul ĩniversitesi i im r nstitỹsỹ, stan u Arslan, M M., 2009 Perceptions Of Technical and Industrial Vocational High School Teachers About Organizational Trust Journal of Theory and Practice in Education, (2): 274-288 Blomqvist, K & Stahle, P., 2000 Building Organizational Trust In A paper submitted for the 16th Annual IMP Conference Branham L, 2005 The Hidden Reasons Employees Leave how to Recognize the Subtle Signs and Act Bef re its T Late American Management Association, New York Brikend Aziri, 2006 A Job Satisfaction: A Literature Review Management Research and Practice, Vol 3, No 4, pp 77-86 a ar, ầ., 2011 O ullarda i ệrgỹtsel Gỹven Dỹze i le ệret enlerin Mesleki Tỹ en ili Dỹze inin Baz Dei enler Aỗsndan ncelen esi Kuram v y u ama a itim i im ri r isi, o 11 No.4 pp 1827-1847 Davis, K and Nestrom, J.W., 1989 Human Behavior at work: Organizational Behavior, edition, McGraw Hill, New York, p.109 DECI, E L , and RYAN, R M., 2000 The what and wh of goal pursuits: human needs and the self-determination of behaviour Psychological Inquiry , 11 , 227 - 268 Einar M Skaalvik and Sidsel Skaalvik, 2014 Teacher self-eficacy and perceived autonomy: Relations with teacher engagement, job satisfaction, and emotional exhaustion Psychological Reports Pp.68-77 59 Eisenberger R, CummingsJ, Armeli S and Lynch P, 1986 Perceived Organizational Support, Discretionary Treatment, and Job Satisfaction Journal of Applied Psychology, Vol 82, No 5, pp 812-820 Eisenberger, R., Fasolo, P., and Davis-LaMastro, V., 1990 Perceived organizational support and employee diligence, commitment, and innovation Journal of Applied Psychology, 75, 51-59 Engizek, S., 2011 ệrgỹtsel Gỹven ầalanlar Aỗsndan Algs: ệrgỹtsel Ball ahra an ara Te stil Aratr a (Unpublished Master Thesis) niv rsit si osya vr n an ri ve Tat ininin e tửrỹnde Bir a ramanmara ỹtỗỹ mam i im r nstitỹsỹ, a ramanmara m t , Organizational Trust and Job Satisfaction: A Study on Hotels Business Management Dynamics, No.1, pp.12-28 Gagne, M , and Deci, E L., 2005 Self-determination theory and work motivation Journal of Organizational Behavior, 26, 331 - 362 Gazioglu, S and Tansel, A., 2002 Job Satisfaction in Britain: Individual and Job-Related Factors Economic Research Centre Working Papers in Economics 03/03 Heathfield S, 2014 Readers Respond: What Contributes to or Destroys Employee Job Satisfaction? 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How Can you Get it Retrieved May 17, 2014 Spector, P E., 1997 Job satisfaction: Application, assessment, causes, and consequences Thousand Oaks, CA.: Sage Publications, Inc 61 Sousa-Poza, A., Sousa-Poza, A., 2000 Well-being at work: a cross-national analysis of the levels and determinants of job satisfaction Journal of Socio-economics 29, 517-538 Timpe A D, 1986 Motivation of Personnel: The Art and Science of Management Facts on File Publications, Amacom, New York Top, M., 2012 e i ve e irelerde ệrgỹtsel Ball Doyumu Profili stan u ệrgỹtsel Gỹven ve niv rsit si tm Fakỹltesi Dergisi, Vol 41, No pp 258-277 Toprak, O., 2006 ệrgỹtsel Gỹvenin Performans ĩzerindeki Etkisi ve Ban acl Sektửrỹnde Bir Uygulama (Unpublished Master Thesis) Gaziantep ĩniversitesi Sosyal Bilimler Enstitỹsỹ, Gaziantep Vroom, V.H., 1964 Work and motivation John Wiley and Sons, New York, p.99 rm, Firma ar a , ỗ r i, & ỹn r, a an arn ệr ỹts , 2012 ỹv n v ayna a ayan a ar rasn a i i i Organizasyon ve Yửnetim Bilimleri Dergisi, Vol 4, No.1 pp 251-259 lmaz, E & Sỹnbỹl, A M., 2009 ệr tm n rin aam oyum ar v Okullardaki ệrgỹtsel Gỹven Dỹzeyi Journal of Qafqaz University, Vol 26, pp 172-179 62 1: ) n c cc u t n o s t t c n i n t an o i rt i un c c i n quan s t (c u i mn i m: - t ụn n i i u tra) s v n c o cu c sau: Cỏch khoanh trũn vo m t l a ch n thớch h p cho m i n i dung, c t : - Hon ton khụng ng ý v i cõu phỏt bi u - Khụng ng ý v i cõu phỏt bi u - Khụng ng ý lm v i cõu phỏt bi u - ụn n c n ụn p n i v i cõu phỏt bi u ng ý v i cõu phỏt bi u - ng ý v i cõu phỏt bi u - o n to n ng ý v i cõu phỏt bi u N a (Perceived Organizational Support) POS1 quan rt quan t m n vi c tụi hon thnh cỏc cụng vi c c giao POS2 quan t c s quan t m n i s ng v s c kh e c a tụi c u t m n cỏc m c ti u v quan i m c a 7 POS3 POS4 POS5 POS6 quan coi trng nh n n quan rt tụi p c a tụi i v i t c quan rt quan t m n tụi quan sn s n bi t i p tụi n u tụi cn T c u i c c (Job Autonomy) JA1 Tụi ki m soỏt n i dung cụng vi c c a tụi (I control the content of my job) JA2 Tụi cú rt nhi u t o quy t nh lm th no tụi thc hi n nhi m v c giao (I have a lot of freedom to decide 63 how I perform assigned tasks) JA3 JA4 Tụi thi t l p l ch trỡnh c a ri n tụi hon thnh n i m v c giao (I set my own schedule for completing assigned tasks) Tụi cú quy n bt u d ỏn t i cụng vi c c a tụi (I have the authority to initiate projects at my job) N m in T1 T2 T3 T4 JS1 JS2 JS3 JS4 7 7 7 (Trust) Tụi c m thy khuy n ớc thc hi n t t t ch c ny (I feel encouraged to perform well in this organization) Tụi thc s by t ý ki n c a tụi t ch c ny v i nh ng ki n th c v quan i m cú giỏ tr (I honestly express my opinion in this organization with the knowledge that employee views are valued) Tron c quan an cụn t c, tụi tin rng tt c n n vi n c i x cụng bng (Employees commonly believe that they are treated fairly in this organization) Tụi c m t y rn t ụn tin c t c c ia s cụn tron t c c n y (I feel that information can be shared openly within this organization) S (Job Satisfaction) Cp trờn c a tụi cung cp thụng tin v hi u sut cụng vi c c a tụi (My superiors provide enough information about my job performance) n o qu n lý trc ti p c a tụi cun cp thụng tin v hi u sut c a tụi (My direct supervisor provides enough information about my performance) Tụi hi lũng v i s a ng c a cỏc ho t ng cung cp cho cụng vi c c a tụi (I am satisfied with the variety of activities my job offers) Tụi hi lũng v i s t tụi ph i lm nh ng gỡ tụi mu n trờn cụng vi c c a tụi (I am satisfied with the freedom I have to what I want on my job) 7 7 64 JS5 JS6 JS7 JS8 Tụi hi lũng v i nh n c i vi c lm c a tụi c o t n tỏc v i nh n n i khỏc (I am satisfied with the opportunities my job gives to interact with others) Cụng vi c c a tụi c c i suy n c l p v hnh ng (My job has enough opportunity for independent thought and action) Tụi hi lũng v i nh n c i vi c lm c a tụi cung cp cho hon thnh nhi m v (I am satisfied with the opportunities my job gives to complete tasks) Tụi hi lũng v i vi c b i t ng m tụi nh n c cho cụng vi c c a tụi (I am satisfied with the compensation I receive for my job) 7 7 65 Nhỡn vo bi u tn s Histogram cho thy m t chun c t ch ng lờn bi u tn s ng cong phõn ph i v y phõn ph i phn xp x chun Mean = 4.6847 v l ch chun Std Dev = 0.9929 (gn bng 1), nờn cú th k t lu n rng gi thuy t phõn ph i chun khụng b vi ph m 66 Nhỡn vo bi u tn s Histogram cho thy m t chun c t ch ng lờn bi u tn s ng cong phõn ph i v y phõn ph i phn xp x chun Mean = 5.1146 v l ch chun Std Dev = 0.8887 (gn bng 1), nờn cú th k t lu n rng gi thuy t phõn ph i chun khụng b vi ph m 67 Nhỡn vo bi u tn s Histogram cho thy m t chun c t ch ng lờn bi u tn s ng cong phõn ph i v y phõn ph i phn xp x chun Mean = 4.5771 v l ch chun Std Dev = 0.9481 (gn bng 1), nờn cú th k t lu n rng gi thuy t phõn ph i chun khụng b vi ph m 68 S Nhỡn vo bi u tn s Histogram cho thy m t chun c t ch ng lờn bi u tn s ng cong phõn ph i v y phõn ph i phn xp x chun Mean = 4.4679 v l ch chun Std Dev = 0.7426 (gn bng 1), nờn cú th k t lu n rng gi thuy t phõn ph i chun khụng b vi ph m 69 6- N m Valid Missing Mean Median Std Deviation Skewness Std Error of Skewness Kurtosis Std Error of Kurtosis Minimum Maximum POS1 120 5.01 5.00 1.280 -1.067 Statistics POS2 POS3 120 120 0 4.57 4.48 5.00 5.00 1.075 1.316 -.713 -.414 POS4 120 4.62 5.00 1.238 -.773 POS5 120 4.92 5.00 1.338 -.530 POS6 120 4.52 5.00 1.303 -.362 221 221 221 221 221 221 1.267 350 -.151 542 -.071 -.538 438 438 438 438 438 438 7 7 JA1 120 5.24 5.00 1.152 -.789 JA2 120 4.71 5.00 1.111 265 JA3 120 5.45 5.00 986 -.420 JA4 120 5.06 5.00 1.063 -.331 221 221 221 221 1.705 -.436 469 -.347 438 438 438 438 7 Statistics T1 T2 120 120 0 4.28 4.53 4.00 5.00 1.086 1.243 -.147 -.178 7 T3 120 4.68 5.00 1.123 -.397 T4 120 4.82 5.00 1.202 -.289 Statistics N Valid Missing Mean Median Std Deviation Skewness Std Error of Skewness Kurtosis Std Error of Kurtosis Minimum Maximum N Valid Missing Mean Median Std Deviation Skewness 70 Std Error of Skewness Kurtosis Std Error of Kurtosis Minimum Maximum N Valid Missi ng Mean Median Std Deviation Skewness Std Error of Skewness Kurtosis Std Error of Kurtosis Minimum Maximum 221 221 221 221 -.037 -.281 -.276 -.224 438 438 438 438 2 7 Statistics JS2 JS3 JS4 120 120 120 7 JS1 120 0 Valid Missing Mean Median Std Deviation Skewness Std Error of Skewness Kurtosis Std Error of Kurtosis Minimum Maximum JS6 JS7 120 120 JS8 120 0 0 0 4.44 4.43 4.00 5.00 924 796 304 -.438 4.44 4.00 924 -.086 4.43 5.00 1.142 -.448 4.38 4.00 997 -.369 4.88 5.00 903 -.444 3.84 4.00 1.230 -.354 221 221 221 221 221 221 124 -.054 -.269 190 1.093 727 -.531 438 438 438 438 438 438 7 4.38 4.00 927 -.326 221 221 1.532 Gioitinh N JS5 120 120 1.30 1.00 460 884 438 438 2 1 6 7 Statistics Tuoi Trinhdo Chucdanh Thamnien Kinhnghie m 120 120 120 120 120 0 0 2.24 2.00 1.73 3.35 3.33 2.00 2.00 2.00 4.00 4.00 767 535 444 837 843 -.444 000 -1.069 -.738 -.699 221 221 221 221 221 221 -1.240 -1.168 604 -.873 -1.168 -1.234 438 438 438 438 438 438 3 2 4 71 - mụ t mu Gioitinh Frequency Percent Valid Cumulative Percent Percent Nam 84 70.0 70.0 70.0 Valid 36 30.0 30.0 100.0 Total 120 100.0 100.0 Tuoi Frequency Percent Valid Cumulative Percent Percent i tu i 24 20.0 20.0 20.0 T n 43 35.8 35.8 55.8 Valid tu i Trờn tu i 53 44.2 44.2 100.0 Total 120 100.0 100.0 Trinhdo Frequency Percent Valid Cumulative Percent Percent Trun cp, ao 17 14.2 14.2 14.2 n i c 86 71.7 71.7 85.8 Valid au i c 17 14.2 14.2 100.0 Total 120 100.0 100.0 Chucdanh Frequency Percent Valid Cumulative Percent Percent n o 32 26.7 26.7 26.7 ụn c c t a Valid 88 73.3 73.3 100.0 n Total 120 100.0 100.0 Thamnien Frequency Percent Valid Cumulative Percent Percent T n i5n m 28 23.3 23.3 23.3 T n i 22 18.3 18.3 41.7 Valid n m n m tr n 70 58.3 58.3 100.0 Total 120 100.0 100.0 72 Kinhnghiem Frequency Percent T n T n Valid n m n m tr Total i5n m i n Valid Cumulative Percent Percent 24.2 24.2 29 24.2 22 18.3 18.3 42.5 69 120 57.5 100.0 57.5 100.0 100.0 ... quan coi trng nh n Modi (2014) Trong nh ng gúp c a tụi i v i t c c NTHTTC3 t i NTHTTC4 bi n quan sỏt ny, m t s ian i a a ani v n quan rt u t m n cỏc m c c ki m nghi m b i cỏc ti u v quan. .. cn p i quan t m n i n i n t i p t c i quan t n s t an trỡn c uy n mụn n i i quan c a c c oan n ỡn c un c a to n n n on t n i i n i, ay t t t i s n qu u in n n s ic ot c c Tớn i quan rt c... i c un v c i quan t n trn , quan t m n i u qu cụn vi c c a cụn c c n n cao i u qu cụn vi c t ỡ cn p i x m x t in i u n quan trn n t quan c n m c n rt ph i c i n cụn c t c c i quan ay p t c c,