ENHANCING EMPLOYEES’ JOB SATISFACTION AT CONSTRUCTION AND PROJECT MANAGEMENT NO 1. JSC

Above problems reflectthe level of dissatisfaction of employees with their current job, the causes of themcan stem from factors such as: “Salary and Welfare”, “Promotion”, “Reward andRec

INTRODUCTION

Rationale

Today, business leaders increasingly recognize employees as a central driver of enterprise success Human resources are a critical competitive asset because while rivals can copy strategies, processes, products, and services, the unique talents and skills of people cannot be duplicated By attracting, developing, and empowering top talent, organizations create a sustainable edge that is inherently non-replicable, making the workforce the most valuable resource in modern business.

"copy" This is an extremely valuable asset and resource that determines the success or failure of a business.

Over the past century, researchers worldwide have conducted numerous studies of varying scale and method to examine the relationship between job satisfaction and organizational performance Most studies show a positive association between employee satisfaction and efficiency, productivity, and overall organizational effectiveness Notable contributions come from the groups led by De Dreu and Beersma (1997) and Baard and colleagues (2004), which relied on questionnaire-based data collection and analyzed the results with SPSS.

Saari & Judge's 2004 study employed factor analysis, correlation analysis, and regression analysis, while Indermun & SaheedBayat's 2013 study used zero-order correlation and hierarchical regression analysis; both investigations yielded similar results.

The results of studies taking place in different time points, places and extremely diverse research methods are testament to the interrelationship between job satisfaction and performance

In addition, the Construction and Project Management Joint Stock Company No.

PCM1 has faced persistent workforce and departmental readiness issues, with many employees staying less than two years and some departments repeatedly plagued by understaffing and continuous recruitment From 2020 to the present, the COVID-19 pandemic has reduced income, affected remuneration, and increased workloads, making talent shortages even more acute Internal statistics from the Human Resources Department show the organization met about 80% of its staffing needs before the pandemic, but by March 2022 this figure had fallen to roughly 70% The lack of commitment to the business is evident among both middle management and ordinary employees, signaling dissatisfaction with the company’s policies and human resource management.

PCM1 is a growing business striving to establish and strengthen its market position As the company shapes its future business strategy, it must give greater attention to human resource management, where notable weaknesses remain An assessment of PCM1 employees' job satisfaction is practical and necessary to design solutions that help retain and develop current talent and attract higher-quality employees, thereby contributing to building a stronger organization.

Research objective

Research achievements of the article should achieved the following:

- Review literature to identify factors affecting employees' job satisfaction applicable for the Construction and Project Management No 1 JSC.

- Analyse PCM1 employees' job satisfaction.

- Suggest solutions to enhance PCM1 employees' job satisfaction.

Research questions

In order to achieve the above achievements, the author needs to provide answers to the following questions

- What are possible factors affecting PCM1 employees’ job satisfaction?

- How is the job satisfaction of PCM1 staff and affected by what factors??

- What solutions are offered to improve the job satisfaction of employees atPCM1??

Research methodology

This thesis adopts a mixed-methods design that integrates qualitative and quantitative research to collect and analyze survey data and to test the proposed model Both approaches are applied to primary data gathered directly and to secondary data sources, enabling triangulation and rigorous examination of the model's validity.

Specifically, the research process was conducted according to the following steps:

Data were collected from external Internet sources, including journal articles and review articles about the construction industry and the company Internal sources consisted of PCM1 JSC documents, statistics, and other internal information.

Building a questionnaire Testing investigation Asking an expert

Data collection Collecting primary data

Conclusion and Suggested solutions such as: Regulations on emulation and commendation (843/2021/EWH – promulgating: 06/08/2021), Training Regulations (665/2020/EWH – promulgating: 05/11/2020), Labor regulations (374/2020/EWH – promulgating: 13/08/2020)

Primary data used for this study were collected from:

Qualitative research methods go beyond answering what, where, and when by exploring why and how questions In this study, data were collected through in-depth interviews with four employees—the Director of Human Resources, an HR specialist, the Director of the Project Management Department, and a staff member from the Progress Monitoring Department of Construction and Project Management No 1 Joint Stock Company—to capture diverse employee perspectives and insights into the organizational processes.

In-depth interviews are used to identify the distinctive characteristics and workflows of each department and to uncover the attributes that measure employee job satisfaction Through these interviews, the researcher presents subjective assessments of the current situation, explores the causes of dissatisfaction, evaluates alignment with human resources policies, and discusses the proposed solutions examined in the study.

Questionnaire data provide only a snapshot in time and lack the contextual details needed to interpret survey results accurately To uncover the deeper influencing factors and assess their fit with the company's working environment, we conducted in-depth interviews.

PCM conducted an employee survey by releasing 200 questionnaires through both offline and online channels The primary method is distributing paper questionnaires to PCM employees at the company office, while online responses are collected via Google Forms In addition, participants are contacted by phone and email to complete the questionnaires, either through brief interviews or online responses, ensuring broad participation and streamlined data collection.

Survey participants : Employees currently working at PCM1

Survey objective : Assess the current status of employee satisfaction and determine the factors affecting it at the Construction and Project Management Joint Stock Company No 1

Sample size and sampling method : The study conducted a stratified sampling method to select 200 people including ordinary employees and leaders from all departments in the company.

Survey format: The author distributed 200 questionnaires to PCM1 staff through a mix of online and offline channels The primary method was traditional in-person distribution of paper questionnaires at the company office, which accounted for the majority of samples in this survey Additionally, participants were contacted by phone or email to complete the questionnaire, either in a short interview or by filling out the online form via Google Forms.

The initial questionnaire was crafted drawing on findings from numerous prior scientific studies to identify the factors that can affect employees' job satisfaction These factors commonly encompass aspects such as workload and job demands, leadership and supervisory support, compensation and rewards, opportunities for career advancement, work-life balance, job security, recognition, and the overall organizational culture.

“salary and bonus”; “working conditions” (Kumar, 2014), “reward and recognition” (Greek & Usman, 2010), “Leadership style” (Becker & Gerhart, 1996) and

Based on a pilot survey of 20 respondents analyzed with SPSS 20.0, the study found that Salary and Welfare, Working Conditions, Reward and Recognition, Leadership, and Promotion significantly affect employee satisfaction Combined with in-depth interviews, all participants agreed that these factors influence job satisfaction, reinforcing the conclusion that these elements are key determinants of employee satisfaction.

Responses to the survey items are measured on a five-point Likert scale, with levels from Strongly Disagree to Strongly Agree Each level is assigned a numeric score: 1 for Strongly Disagree, 2 for Disagree, 3 for Neutral, 4 for Agree, and 5 for Strongly Agree.

Using the Cronbach’s Alpha coefficient, Explore factor analysis method (EFA.method), Regression Analysis to verify the level of the affecting factors in JobSatisfaction.

Descriptive statistics were computed using Excel to summarize the survey results Collected data were subsequently analyzed with SPSS 20.0 to assess reliability through Cronbach's alpha, examine total variable correlations, and remove variables with low weights In addition, multivariable regression analysis was conducted to evaluate the model's adequacy and to verify the theoretical correlation values.

Research scope

Research object: Job satisfaction and the factor affecting to job satisfaction of employees of PCM1 Company's management departments.

Tíming: Secondary data was collected from 2019 to 2022.

Primary data was collected from 1 st October 2020 to 15 th March 2021.

Location: The research was implemented at 2 Ton That Tung, Dong Da district,

Content: Enhancing satisfaction with job of PCM1’s employee.

Research structure

The thesis consists of four Chapters:

 Chapter 2: Theoretical background on job’s satisfaction

 Chapter 3: Analysing PCM1 employees’ job satisfaction

 Chapter 4: Solutions to enhance PCM1 employees’ job satisfaction

THEORETICAL BACKGROUND ON JOB’S SATISFACTION

Definition of job satisfaction

Before the 1990s, it was believed that organizational profits depended mainly on external sources Yet high-quality products and correctly defined requirements can still fail to meet customer needs without capable human resources Employee satisfaction is a key factor that supports profitability by boosting performance, retention, and overall organizational effectiveness So what is job satisfaction? In the literature, researchers have offered diverse perspectives on this concept, but they generally explore how employees perceive their jobs, how satisfied they are with conditions and rewards, and how that satisfaction translates into business results.

One of the first and most cited job satisfaction definitions is Robert Hoppock

(1935, cited by Scott et al., 1960) Hoppock said that measuring job satisfaction in two ways:

(a) measure job satisfaction in general.

(b) measure job satisfaction in various job related aspects.

He argued that overall job satisfaction is not simply the sum of satisfaction with individual aspects; instead, it should be treated as a distinct construct, a separate variable in its own right This perspective implies that measuring job satisfaction as an independent outcome captures its unique impact on outcomes such as performance, turnover, and well-being, beyond what component ratings can explain For researchers and practitioners, recognizing job satisfaction as its own variable guides more targeted assessment and intervention strategies in the workplace.

The overall satisfaction level at work:

Victor Vroom of the Yale School of Management defined job satisfaction in 1964 as the emotional orientation employees have toward the role they perform in the workplace, reflecting how well outcomes meet or exceed their expectations This perspective frames satisfaction as a key indicator of how employees feel about their jobs, which in turn shapes their motivation By linking satisfaction to performance, Vroom positions job satisfaction as a core driver that propels higher workplace achievement and sustained employee motivation.

Weiss (1967) defines that job satisfaction is an attitude of work expressed by feelings, beliefs and behaviors of workers.

Hackman and Oldham (1975) introduced the Job Characteristics Model, showing that employee satisfaction is a value chain of awareness and experience built from five core job characteristics: skill variety, task identity, task significance, autonomy, and feedback These dimensions shape how workers perceive their work, exercise decision making, and experience meaningfulness in their roles, thereby regenerating motivation and boosting engagement and performance Designing jobs around these characteristics can sustain motivation, satisfaction, and productivity in the workforce.

Locke (1976) argues that job satisfaction is understood as an employee 'enjoyment of their job.

Quibb and Staines (1979) suggest that job satisfaction is a positive response to work.

Job satisfaction is the degree to which employees like their work and its various aspects, reflecting an overall attitude toward the job Spector (1997) describes it as a general judgment about one's work, an attitude variable rather than a behavior Building on this, Ellickson and Logsdon (2002) define job satisfaction as the extent to which employees like their jobs, rooted in their perceptions—positive or negative—of their job or working conditions In practical terms, when working conditions meet an employee's needs, values, and character, job satisfaction tends to be higher.

Kreitner and Kinicki (2007) define job satisfaction as the degree to which an individual enjoys their job, reflecting the employee's emotional response to work Put simply, job satisfaction captures how positively a person feels about their role, responsibilities, and work environment, and that emotional connection largely determines overall contentment with the job.

Satisfaction level with the work components:

According to Smith, Kendal, and Hulin (1969), job satisfaction is an employee's attitude toward the various components of their work This attitude reflects how workers perceive and value elements such as the nature of the job, opportunities for training and advancement, relationships with superiors and colleagues, and compensation Together, these factors shape overall satisfaction and influence employees' engagement and responses to their work environment.

Schemerhon (1993, cited by Luddy, 2005) defines job satisfaction as an emotional and emotional response to different aspects of an employee's job.

Job satisfaction has many definitions, but in this thesis it is viewed as the degree to which the nature of the work aligns with an employee’s expectations and the feeling of fulfillment when workplace needs are met Key drivers include salary and benefits, opportunities for career advancement or recognition from colleagues and supervisors, and favorable working conditions Satisfaction arises from three main mechanisms: the gap between what the job provides and what the individual expects; the extent to which the job satisfies an inner need; and the alignment of the job with the individual’s personal values.

Theories of job satisfaction

Abraham Maslow (1908–1970) is regarded as a pioneer of humanistic psychology, a movement often described as the third force in psychology that emerged when psychoanalysis and behaviorism were the two dominant schools His work highlighted human potential, self-actualization, and a holistic view of the person, offering an alternative focus on growth, motivation, and personal development.

Developed in 1943, Maslow's hierarchy of needs is a widely recognized theory of human motivation It holds that human beings have wants and desires that influence behavior when unsatisfied, and that those needs are arranged in a hierarchical structure Needs at higher levels lie dormant until lower-level needs are at least minimally satisfied, and higher-level needs are associated with individuality, humanness, and overall health The model suggests that the emergence of higher-level needs requires the satisfaction of lower-level needs first.

Figure 2.1: Abraham Maslow's Hierarchy of Needs (1943)

Source: Maslow's Hierarchy Theory in 1943

Applying Maslow's hierarchy to employee satisfaction shows that biological and safety needs are met through fair wages and robust welfare, while social needs and the need for respect are fulfilled by positive relationships with supervisors and coworkers The drive for self-expression is realized through workplace autonomy, enabling employees to act with initiative and creativity In this view, compensation, supportive leadership, a collaborative culture, and empowering autonomy are key drivers of motivation and engagement.

Even though Maslow's hierarchy of needs was introduced in 1943, it remains a valuable framework for management, helping leaders boost employee satisfaction and performance Managers can apply the model flexibly to fit their business context, identifying the level of need each employee is currently experiencing and designing targeted solutions to satisfy those needs while still achieving organizational goals Therefore, leaders must continually assess which urgent needs most effectively motivate staff and develop practical strategies to address them.

Applying Maslow's hierarchy of needs to employees' job requirements starts with securing physiological and safety needs through competitive salaries, fair remuneration, and comprehensive benefits, so staff can work with peace of mind To enable growth, organizations must first satisfy these base needs and then address social needs and esteem by fostering healthy relationships between superiors and colleagues Self-expression and achievement are cultivated through rewards and recognition programs that acknowledge individual contributions From a corporate governance perspective, income security should be provided and HR policies should be consistently implemented across all levels to build trust and collaboration within the team Modern businesses increasingly invest in team-building activities, offsite trips, and collaborative projects to reinforce solidarity and engagement, ensuring the rewards system fairly honors each employee's impact.

ERG theory, proposed by Clayton Alderfer, refines Maslow's Hierarchy of Needs into a three-factor motivation model In this model, E represents existence (basic material and physiological needs), R represents relatedness (social relationships and interpersonal connections), and G represents growth (personal development and self-improvement) Unlike Maslow’s hierarchical order, ERG theory allows needs to be pursued simultaneously and introduces the frustration-regression principle, where blocking higher-level needs can intensify motivation to satisfy lower-level ones As a content theory of motivation in psychology, ERG explains how existence, relatedness, and growth drive behavior in work and life.

Figure 2.2: ERG theory of Alderfer (1969)

Source: ERG theory of Alderfer in 1969

In Maslow's hierarchy of needs, people stay at a given level until that need is fulfilled, so workplace motivation hinges on addressing the current need; therefore, leaders should focus on helping their teams achieve one level of need at a time before progressing to the next.

Alderfer's ERG Theory shows that workers' needs can operate at existence, relatedness, and growth levels at the same time, and one need can be satisfied or offset by progress in another if it isn't met For example, an employee may feel dissatisfaction with job challenge but be motivated by commensurate salary and benefits, so lower-level needs are met even when higher-level needs are not Therefore, individuals shouldn't pursue a single level of need in isolation; motivation should flow across the ERG levels, and leaders should attend to the evolving mix of needs that people have and help their team members progress as those needs change over time.

Unlike Maslow's hierarchical model, Alderfer's ERG theory compresses needs into three core categories—Existence, Relatedness, and Growth—that are evaluated across different aspects of work and can be pursued at the same time In this framework, all three dimensions may be active simultaneously, and their interplay helps explain employee satisfaction more flexibly than fixed levels or a single priority.

Frederick Herzberg, a psychologist interested in how employee attitudes relate to motivation, proposed one of the most influential theories of work motivation and satisfaction: the two-factor theory He based his conclusions on interviews with 203 mathematicians and engineers in Pittsburgh, Pennsylvania, drawing on survey results and investigative analysis to explain the roles of intrinsic and extrinsic factors in the workplace Herzberg’s work challenged the conventional wisdom that satisfaction and dissatisfaction are simply opposites He distinguished hygiene factors (extrinsic elements such as pay, policies, and working conditions) that can prevent dissatisfaction from arising, from motivators (intrinsic factors like achievement, recognition, and meaningful work) that actually generate satisfaction Consequently, improving hygiene factors reduces dissatisfaction but does not create satisfaction on its own, while adding motivators increases true job satisfaction, a view that has been widely adopted by business managers.

Figure 2.3: Herzberg's two-factor theory (1959)

Source: Herzberg's two-factor theory in 1959

Maintenance factors, also known as hygiene factors, are elements in the workplace that can cause dissatisfaction when flawed or incomplete They are external to or independent of the work itself and include wages, job stability, corporate policies, working conditions, leadership competence, and the relationships among supervisors, subordinates, and coworkers According to Herzberg, these factors do not motivate employees, but their absence or poor quality can lead to significant unhappiness and turnover When maintenance factors are adequate, they prevent dissatisfaction but do not necessarily boost motivation Therefore, addressing maintenance factors is key for retention and a stable work environment.

Motivational factors form the second group and are tied to employee motivation, arising from the intrinsic conditions of the job itself Key motivational factors include responsibility, job satisfaction, recognition, achievement, and opportunities for growth and promotion, all stemming from the nature of the work and capable of boosting engagement, performance, and long-term retention.

Effective managers prioritize both retention factors and employee motivation to sustain job satisfaction and drive higher performance Retention factors help prevent employee discontent and turnover by addressing core needs that keep staff content and engaged At the same time, strong motivation initiatives push employees to excel, fueling continuous improvement and higher levels of performance By balancing these elements, leaders create a work environment where employees feel valued, stay longer, and contribute more effectively to organizational goals.

Many research teams favor two-factor models for designing studies and evaluating results, because these frameworks provide robust insights across different contexts Although outcomes may not align exactly with Herzberg's theory due to differences in occupational characteristics, study populations, and levels of labor intensity, the underlying theory remains a valuable and widely accepted reference model for understanding motivation and job design.

Research on employee satisfaction includes 10 motivating factors as follows:

Appropriate regulations : Define clear responsibilities, fair and consistent discipline throughout the organization, discipline implemented in a way that motivates workers rather than frustrating them.

Empathy with the individual problems workers : The superiors realize that employees are having problems and ready to help.

Interesting work : Challenging work, creating opportunities for employees to learn and develop.

Encourage participation and information sharing at work so employees can exchange ideas, discuss approaches, solve problems, plan projects, and share experiences and know-how When workers feel connected and involved, and are supported by their leaders, they stay engaged whether the project is frustrating or exciting, contribute to decisions that affect them, and feel cared for by others This collaborative culture—built on open communication, mutual respect, and shared accountability—transforms individual effort into collective progress, boosting team performance, learning, and innovation.

Stable job : (the position of the employee) is important for the organization, the operation of the organization is stable, the financial situation is good.

Working conditions : Safe working environment, adequate tools to work, reasonable working hours, happy and well-organized workplace.

Salary : The compensation is at least worthy of the results of work, the salary is high compared to the general level of the market.

Recognized : Employees are rewarded for part-time jobs, collective recognition for what they can do.

Superior : Superior integrity, grasp the work, protect the rights of workers, trust and respect workers.

Opportunities for advancement and career development : There are opportunities for advancement, being assigned more responsibilities, having higher titles, being developed in careers.

Theory X and Theory Y by Douglas McGregor (the 1960s)

Importance of job satisfaction

Job satisfaction is the most frequently studied topic among organizational researchers, reflecting its central importance to both academic inquiry and practical management This significance is recognized by scholars and by practitioners who use it as a standard measure in organizations So why is job satisfaction so important? Its importance should be understood from two perspectives: employees, who experience its impact on their daily work life, and employers, who rely on it to guide people-centered organizational outcomes.

Job satisfaction enhances employee performance and improves personal development :

Employee performance is influenced not only by ability or education but significantly by motivation that makes individuals feel a need to change Job satisfaction comes from factors like a competitive salary, job stability, clear career growth, recognition, and ongoing opportunities for advancement, all of which act as powerful motivators Every employee desires growth and work–life balance, and when they feel valued and aligned with the company, they take greater responsibility and strive to deliver higher-quality results to earn continued recognition.

Encourage employee creativity and innovation :

Creativity doesn’t come naturally to everyone, and a 2010 study by Hennessy and Amabile shows that people are most creative when their work is driven by genuine interest, enjoyment, satisfaction, and the challenge it presents Job satisfaction in the workplace fuels innovation and creativity, enhances service delivery, reduces employee turnover, and supports both mental and physical health Because work is a major part of life, job satisfaction also influences overall life satisfaction by shaping people’s emotions at work and their general well-being.

Creative thinking empowers employees to generate unique solutions to obstacles, turning challenges into opportunities to improve workflows and increase operational efficiency This problem-solving mindset drives new ways to complete tasks, boosting productivity and adding value to business operations Creativity keeps organizations moving forward with continuous innovation, extending beyond new products or services to streamlined processes and more efficient workflows.

Employee job satisfaction is an important aspect of getting the best out of them.

A satisfied employee always contributes more to the company, helps control attrition and helps the company grow Employee satisfaction should be seen in both the short and long term.

Short-term satisfaction drives work motivation and strengthens person–organization fit, helping new hires align quickly with the company’s values and goals Ensuring that employees sense positivity from day one supports rapid onboarding, because muted or negative initial perceptions can slow the pace of adjustment By prioritizing a positive early experience, organizations boost motivation, improve fit, and shorten the time needed for new hires to adapt.

Over the long run, employee satisfaction translates into greater performance and organizational value When workers feel content with their roles, they adopt a positive attitude, show deeper commitment to the company, and actively seek opportunities to learn and grow at work This engagement optimizes processes and reduces operational risks, as motivated employees take responsibility and strive to complete tasks with excellence As a result, overall productivity increases, strategic goals are more likely to be achieved, and recruitment and training costs are lowered because satisfied employees stay longer and require less external hiring.

Stable human resources support talent retention and strengthen a company's market reputation, making the business more attractive to customers and potential hires Employee satisfaction creates a sense of security that encourages ongoing contribution rather than seeking opportunities elsewhere Even during downturns, many employees remain loyal because they believe in the company's vision and leadership A workforce built from long-tenured employees fosters a distinctive culture and delivers high intrinsic value to the organization.

Employee satisfaction strengthens organizational commitment, encourages positive action, and drives excellent performance as employees invest in building and protecting their professional image If employees are not satisfied but stay, the harm can be amplified, with resentment toward the organization growing and feedback being interpreted negatively Dissatisfied employees may stigmatize the company and share negative views publicly, which can deter prospective hires and damage the employer brand This cycle underscores the importance of addressing satisfaction to protect culture, performance, and the organization’s reputation.

A bad employee in an organization is not an employee who doesn't get the job done, but an employee who just gets the job done at a mediocre level Directors can easily fire an employee who doesn't get a job done or is underperforming But with an employee working at normal performance, completing the work at an acceptable level, it is completely different With the same salary cost, an employee who is not satisfied with the assigned work will bring about acceptable work performance, but the opposite will happen to an employee who feels satisfied with the job at hand. do Satisfaction brings motivation to help them complete the work better than acceptable, work efficiency is also pushed up This results in higher profits for the business.

Thus, job satisfaction brings benefits to both the employee and the employer.However, similar to the relationship between the supply curve and the demand curve, in order for both enterprises and employees to benefit from job satisfaction,the enterprises themselves need to see the existing problems of the employees.company and find a "crossover" solution that harmonizes the interests of both parties.

Determinants of job satisfaction

According to the Association for Human Resource Management - SHRM

(2009), the employee satisfaction scale for businesses is arranged in the following order of priority:

A group of affected factor scales, including: Job safety, Welfare,

Compensation / compensation, Opportunity to use working skills, Feeling safe in the working environment;

The group of factors measures factors according to career development , including: Advancement opportunities in the organization, Career development opportunities, Development system,

A group of scale factors based on the relationship between work and leadership , including: Communication problems between employees and superiors,

Decision power and independence at work, Evaluation of work progress of employees, Working relationship with middle management.

Key factors shaping the working environment include flexible work-life balance, engaging and interesting work, and a strong sense of social responsibility within the organization The acceptance of a green working environment complements a robust organizational culture, while healthy working relationships with colleagues support collaboration and productivity Employees stay motivated by contributing their efforts to the organization's business goals through their current job, and a diverse range of tasks adds variety and growth opportunities Taken together, these elements define a sustainable and effective working environment.

Salary plays a central role in labor relations, shaping the stability and long-term viability of the employment relationship Economically, wages are the monetary expression of the value of labor power, representing the amount paid to employees upon completion of work as agreed For employers, wages are a key production input that contributes to total production costs, requiring careful balancing to support profit and sustainable investment in production and business operations.

According to Article 1 of the ILO Convention No 95 of 1949 on the protection of wages, wages are remuneration or income, whatever name or measure may be expressed in cash and fixed by agreement between the employer and the employee or by national law, payable by the employer to the worker under a contract of employment, in writing or orally, for work done or to be done, or for services done or to be done.

Employee welfare, as defined by the International Labour Organization, covers the range of facilities, services, and amenities provided under a commitment to create a healthy working environment and to harness benefits that improve health, well-being, and productivity In practice, this means organizations invest in resources and programs that support physical and mental health, safety, comfort, and work-life balance, enabling employees to perform at their best By prioritizing welfare, companies can boost morale, reduce sickness and turnover, and sustain higher levels of productivity.

Within Vietnamese enterprises, employee welfare is typically understood as a package of protections and benefits beyond the base salary, including social insurance, pensions, scholarships, along with health benefits and safety programs for staff working in Vietnam These welfare provisions may also include additional financial remuneration paid on top of the main remuneration, enhancing the overall value employees receive from their employer.

The influence of Salary and welfare factors on employee satisfaction

Ellickson and Logsdon's 2002 study, "Determinants of job satisfaction of municipal government employees," indicates that perceived job satisfaction has a significant influence on actual job satisfaction among employees The research highlights salary and benefits as central drivers of satisfaction, noting that a competitive salary, bonuses, and a strong welfare policy that covers living expenses and enables savings foster peace of mind and workplace comfort This financial security, in turn, supports higher productivity and greater overall satisfaction by ensuring that workers and their families are protected and supported when needed.

Factor “Salary and Welfare” can be measured through the following attributes

Table 2.1: Attributes of "Salary and Welfare" factor

Salary and Welfare commensurate with working efforts

Salary and Welfare are relatively competitive compared to similar positions at companies in the same industry

3 Salary is enough to pay for basic living Wiley (1997)

4 Salary is paid in full and on time Bhattacharya & Mukherjee

5 Employee welfares are fully implemented Mullany and fortifications

The company has a clear and reasonable salary increase policy

Career advancement means moving up in an organization, either through promotion to a higher position or by taking on more responsibilities in your current role It covers more than just a title change; it includes experience, training, education, and ongoing development that broaden an individual's qualifications Promotion is the formal elevation of an employee's role, accompanied by increased responsibilities, higher status, greater financial benefits, and additional opportunities for professional growth and impact within the company.

The influence of Promotion factors on employee satisfaction

Many researchers believe that if there is a promotion opportunity, job satisfaction will increase and vice versa (Levinson, 1983; Tutuncu and Kozak,

Clear career opportunities and a defined advancement plan are especially powerful motivators for employees Based on his experience as a manager across many firms, Forbes’ Victor Lipman notes that when career paths are clear, individuals set tangible goals and stay motivated; conversely, when advancement options are dim or nonexistent, motivation wanes and focus falters The 2018 Report on Recruitment Demand and Labor Supply, with forecasts for 2019, also highlights why roughly 74% of workers consider changing jobs.

With limited chances for promotion in 2019, organizations of all sizes benefit from developing and maintaining structured career advancement plans When employees believe their employer cares about their growth and provides clear pathways to achieve personal career goals while advancing the company mission, engagement rises and retention improves Ongoing, rewarding advancement opportunities sharpen employees’ skills and knowledge, helping them excel in their current roles, advance into new positions, and take on broader responsibilities This investment boosts morale, career satisfaction, motivation, productivity, and responsiveness to departmental and organizational goals.

Factor “Promotion” can be measured through the following attributes

Table 2.2: Attributes of "Promotion" factor

PR1 There are opportunities for advancement in the company

PR2 Employees clearly understand the factors considered for promotion

PR3 Internal employees are actually considered for open positions

Employee morale directly influences product quality and work efficiency, making rewarding and recognizing employee contributions an effective, easy-to-implement strategy When rewards reflect productivity, dedication, and completed results, organizations can offer in-kind gifts, cash incentives, or other forms of appreciation In addition to the basic welfare policies prescribed by the Labor Law, many businesses now implement diverse reward programs to sustain performance, improve overall efficiency, and stand out in the competitive market for talent.

An effective reward and recognition policy not only boosts employee satisfaction by ensuring their efforts are acknowledged and valued, but also aligns with Forbes' finding that rewarded employees are often more loyal and perform at higher levels More frequent rewards give employees clearer visibility into changes and progress in their career paths, encouraging timely improvements and continuous skill development The Reward and Recognition factor can be measured through attributes that gauge impact on motivation, retention, performance, and perceived fairness.

Table 2.3: Attributes of "Reward and Recognition" factor

RR1 Leaders and colleagues recognize employees' work efforts

Bhattacharya & Mukherjee (2009); Charl Van Wyk

The company has a policy of recognizing and honoring the outstanding achievements of individuals

The truth about the manager (1946)

Performance at work is one of the factors that determine the level of job completion; promotion to new position and bonus of each employee

According to Newstrom and Davis (1993), leadership style is the approach and method a leader uses to direct and implement plans, and to motivate people It is determined by the synthesis of a leader’s implicit and explicit actions Specifically, it describes how a leader guides team members to perform tasks, how the leader motivates and trains employees, and how the leader communicates with subordinates.

The influence of Leadership factors on employee satisfaction

Job satisfaction is closely tied to leadership style, with Barling et al (2002) showing a direct link between how leaders guide their teams and employee happiness Flexible organizations that embrace participatory management and foster an interactive work environment tend to report higher workforce satisfaction, as Gong, Huang, and Farh (2009) observed In addition, leadership style is strongly associated with enhanced job satisfaction, a finding supported by Lok and colleagues Together, these studies imply that adopting participatory, responsive leadership within flexible organizations can boost employee morale, engagement, and overall organizational performance.

& Crawford, 2004; Medley & Larochelle, 1995) One study also showed that leadership also improves employee awareness and commitment to the organization (Ojokuku, Odetayo, & Sajuyigbe, 2012; Barling, Weber, & Kelloway, 1996).

In today’s business environment, organizational success hinges on the leadership styles practiced by its leaders When effective leaders provide clear direction and guide their teams toward shared goals, employees with high job satisfaction are better positioned to perform at a high level, delivering meaningful benefits to the business and driving sustainable performance.

Factor “Leadership” can be measured through the following attributes

Table 2.4: Attributes of "Leadership" factor

Employees are encouraged by their superiors to innovate and be flexible in the way they work

Leaders always listen, respect the opinions and timely acknowledge the contributions of employees

LS3 Employees are guided and instructed by their superiors when working Harter (1978)

LS4 Leaders clearly assign tasks and make reasonable judgments

Extensive research on job satisfaction’s intrinsic dimension shows a positive relationship between working conditions and job satisfaction, and it also identifies a “context” aspect that includes physical and social working conditions (Sousa-Poza & Sousa-Poza, 2000; Gazioglu & Tansel, 2006; Skalli, Theodossiou, & Vasileiou, 2008) Working conditions are a broad construct covering all elements that directly affect operation and development and enhance employees’ working capacity Studies highlight key factors such as management practices and foundational theories like Herzberg (1959) and Spector (1985), with later contributions from Hameed & Amjad (2009) and Akinyel (2010) The criteria used to define working conditions typically include the working environment, working hours, corporate culture, and in-office relationships.

Research Model and Scale

Figure 2.5: Factors affecting employee‘s satisfaction

2.5.2 Hypotheses about the relationship between the independent variable and the dependent variable

Based on the theoretical model proposed above, the author proposes hypotheses to serve as a basis for research design and model testing in the next chapters as follows:

Table 2.6: Relationship between independent variable and dependent variable

H1 The factor “Salary and Welfare” positively affects the level of job satisfaction of employees

H2 The factor “Promotion” positively affects the level of job satisfaction of employees

H3 The factor “Reward and Recognition” positively affects the level of job satisfaction of employees

H4 The factor “Leadership” positively affects the level of job satisfaction of employees

H5 The factor “Working Condition” positively affects the level of job satisfaction of employees

Table 2.7: Measurement scale of variables

Part 2.1: Factors affecting employee Satisfaction

SW1 Salary and Welfare commensurate with working efforts

SW3 Salary is enough to pay for basic living Wiley (1997)

SW4 Salary is paid in full and on time Bhattacharya &

SW5 Employee welfares are fully implemented Mullany and fortifications (2007)

SW6 The company has a clear and reasonable salary increase policy

PR1 There are opportunities for advancement in the company

PR2 Employees clearly understand the factors considered for promotion

PR3 Internal employees are actually considered for open positions

RR1 Leaders and colleagues recognize employees' work efforts

Bhattacharya & Mukherjee (2009); Charl Van Wyk (2011)

The truth about the manager (1946)

Employees are encouraged by their superiors to innovate and be flexible in the way they work

LS3 Employees are guided and instructed by their superiors when working Harter (1978)

LS4 Leaders clearly assign tasks and make reasonable judgments

WC1 Professional working environment, complete and safe equipment Herzberg (1959)

WC2 Flexible working time Spector (1985)

WC3 Corporate culture is clearly built and is always reinforced

Encourage employees to give opinions on common issues of the organization with an emphasis on openness, sharing, help and cohesion among members of the company

O1 Overall, I'm satisfied with my current job

O2 I want to stick with the company for a long time

CHAPTER 3: ANALYSING PCM1 EMPLOYEES’ JOB

3.1 Introduction of Eurowindow Holding and Construction and project management No 1 JSC

3.1.1 Introduction about Eurowindow Holding JSC and Construction and Project Management No 1 JSC

Eurowindow Holding (EWH) was established in March 2007 as a holding company to manage its investment capital in the form of shares in member companies, indirectly owned companies, and investments in a large financial institution operating in the banking sector Through its capital contributions to member companies, EWH participates in managing, controlling, and arranging capital for investment activities within these companies.

To date, EWH has been effectively managing capital contributions to companies operating in civil construction, the manufacturing and trading of construction materials, real estate development, management and trading, and banking.

EWH ranks among Vietnam’s leading private enterprises, renowned for its strength in the real estate sector The company develops most projects through self-financing, with less reliance on commercial bank loans than many other Vietnamese investors This conservative financing strategy helps EWH remain resilient and stand firm even during the market’s toughest periods.

EWH focuses its project portfolio in prime locations within major economic centers, both domestically and overseas, and is recognized for its project execution, quality management, and steady construction progress Its shopping mall developments frequently feature leading global retailers such as MM Mega Market (Thailand) and Big C (France), which lease all or a significant portion of the space under prepaid terms for the duration of the project Additionally, EWH leases the remaining retail space within these centers and offers other items through mixed-use components.

An integrated, tightly coordinated business model across related industries—construction materials, construction, and real estate—creates strong value-chain synergies EWH leverages this by sourcing, delivering, and installing large glass and door products from its member company Eurowindow Plastics for key real estate projects developed by EWH and its construction-investment affiliates This alignment reduces costs, enhances competitiveness, and ensures construction quality through streamlined procurement, manufacturing, and on-site execution.

PCM1 stands for Project Construction and Management No.1 Joint Stock Company, a subsidiary of Eurowindow Holding – Joint Stock Company It specializes in managing and constructing engineering projects within the construction industry, supported by a workforce of about one thousand civil engineers and managers.

Some well-known construction projects include: Eurowindow River Park, Mửvenpick and Radisson BLU Resort Cam Ranh, Eurowindow Twin Park, Eurowindow Garden City, Eurowindow Office Building, VICENTRA tower, Nghia

Do new urban area, Multi-functional combination: Eurowindow Multi Complex, Melinh Plaza, Ha Noi – Mátxcơva, etc.

Radisson BLU Resort Cam Ranh Eurowindow Office Building

Eurowindow Garden City Eurowindow River Park

Eurowindow Twin Park Eurowindow Green Park

Quang Xuan Luxury Wonder City Van Phong Bay

In the past 3 years, the company has implemented the following projects:

Eurowindow River Park: Located on Truong Sa Boulevard, Dong Hoi

Located in Ward, Dong Anh District, Hanoi, this development spans 4.2 hectares and is designed in a modern European style The project includes 137 shophouses, 92 officetel units, 65 adjacent villas, and five apartment buildings ranging from 30 to 39 floors, totaling more than 2,562 luxury apartments.

Melinh PLAZA Yên Bái: Located on Dien Bien Street, Minh Tan Ward, Yen

Bai City, Yen Bai Province Total area 1.25 ha The project construction includes: 1 commercial and service building 4 floors, 18 Sapphire villas, 12 Diamond commercial townhouses, 10 Ruby commercial townhouses.

Eurowindow Twin Park: Located on Trau Quy, Gia Lam, Hanoi Total area

9.6 ha, including: 275 shophouses, 96 villas and 3-storey garage.

Nghia Do new urban area - Resettlement building CT03: Located on Alley

106 Hoang Quoc Viet street, Cau Giay District, Hanoi City Total area 0.16 ha. The apartment building includes: 21 floors and 2 basements.

In addition, the company continues to complete, hand over and provide warranty for other projects under the Eurowindow Holding Group.

Organization chart model of Project Construction and Management No.1 Joint Stock Company and parent company relationships with Eurowindow Holding:

Source: Internal documents of PCM1

PCM1 operates as an independent business unit, yet it remains shaped by the parent company's influence on human resources and accounting Its specialized departments carry out work assignments and are managed under a decentralized model, enabling autonomy within a structured framework.

3.1.3 Current policies and management practices of PCM1 related to employee job satisfaction

Project Construction and Management No 1 Joint Stock Company is a member of Eurowindow Holding Group, so the group’s general policies apply to PCM1 and its units; consequently, PCM1’s labor rules and policies are aligned with Eurowindow Holding Group’s document No: 374/2020/EWH The document is founded on the Labor Code No 10/2012/QH13 (issued June 18, 2012) and Decrees No 45/2013/NĐ-CP (May 10, 2013), No 05/2015/NĐ-CP (January 12, 2015), and No 148/2018/NĐ-CP (October 24, 2018).

2018 and the company's own policy In the labor policy, the things related to employee's job satisfaction can be mentioned as follows:

1 Working time: 8.75 hours/day (48 hours/week and 5.5 days/week) The employee's overtime will be calculated by the Company into compensatory time off or overtime salary according to the regime issued by the State In addition, reduce working time to 60 minutes/day and do not arrange remote work for female employees who are raising children under 12 months old.

2 Holiday regime: according to the state's regulations 10 days a year.

Employees are entitled to one day of annual leave each month, totaling 12 days per year After completing 12 months of service, an additional day of leave is granted, bringing the total to 13 days In addition, leave is provided for specific life events: marriage, the marriage of their children, maternity, and the death of relatives.

3 Working condition: The company provides full equipment, facilities and a safe working environment for employees

4 Training and Development: Employees are facilitated and sent by the company to study, train, foster professional skills and participate in social and professional activities In case the company sponsors the training expenses, the employee must make a commitment to work in accordance with the Company's regulations.

5 Salary and Bonus: Depending on the job position and job performance results, employees are paid a salary by the enterprise according to the time, product or contract as agreed in the Labor Contract The salary increase regime will apply according to the contract agreed with the employee.

6 Reward mechanism: rewarding collectives and individuals who have made achievements that benefit the Company and have achievements in emulation movements Annually, based on production, business achievements and profit growth rate of the Enterprise, the Board of Directors will consider rewarding employees according to the following criteria: the level of work completion, sense of discipline, contribution achievements, working seniority, the company's profit level in the year.

7 Allowances and benefits: comply with the laws, regulations of the

Company or collective labor agreements (if any).

8 Corporate culture: the company develops standards of behavior and codes of conduct within the company as well as for partners and customers Besides, the company also developed a number of rules on dress and communication culture, such as: greeting culture, talking culture, listening culture, phone communication culture, style walking and working style.

Respondents' profile

In a survey across all departments of PCM1 Company, 200 questionnaires were distributed and 191 were collected After screening, 180 responses were valid and 11 were deemed incorrect and removed from the analysis The final valid sample of 180 responses meets the minimum sample size requirements for reliable analysis Data classification was performed according to the predefined criteria outlined in the survey design.

In 180 valid questionnaires, we got 146 from male (equivalent to 81.1%) and

34 from female (equivalent to 18.9%) This exactly reflected the labour structures of the company as well as the features of the civil constrution industry with actual labor gender ratio is 80:20.

In 180 valid questionnaires, there were 47 persons in the group of age under

Within the study sample, 30 participants accounted for 26.1% of the group, 114 individuals were aged 30–40 (63.3%), 17 were aged 41–50 (9.4%), and 2 were over 50 (1.1%).

From 180 valid questionnaires, the distribution of respondents by affiliation is: 5 from College (2.8%), 165 from University (91.7%), 9 from Postgraduate programs (5.0%), and 1 holding a PhD degree (0.5%).

College University Post Graduate Ph.D's degree 0

Based on 180 valid questionnaires, the position distribution shows that Staff constitutes the majority at 76.7% (138 people), followed by Deputy/Team Leader at 10.5% (19 people), Other at 8.9% (16 people), and Director/Chief at 3.9% (7 people).

Director / Chief Deputy/ Team Leader Staff Other 0

In a survey of 180 valid questionnaires, respondents were distributed across departments as follows: Design Management Department, 22 respondents (12.2%); Quality and Progress Management Department, 27 respondents (15.0%); Project Control Department, 28 respondents (15.6%); Bidding Department, 21 respondents (11.6%); Independent Project Management Board, 54 respondents (30.0%); and Other Department, 28 respondents (15.6%).

P QLTK P QLCL&TĐ P KSDA P ĐT BQLDA doc lap Other 0

Survey results from 180 valid questionnaires show the distribution of employment tenure: 75 respondents (41.7%) have less than one year of work experience, another 75 respondents (41.7%) have 1–3 years, 21 respondents (11.6%) have 3–5 years, and 9 respondents (5.0%) have more than five years.

In 180 valid questionnaires, there were 22 employees who had income lower than 10 millions/month (equivalent to 12.2%), 92 employees had income from 10 millions to 20 millions/month (equivalent to 51.1%), 57 persons had income from

20 millions to 30 millions/month (equivalent to 31.7%), 9 persons had income higher than 30 millions/month (equivalent to 5.0%).

Scale verification

Reliability of the latent factors identified in the research model was assessed to support conclusions about their influence Internal consistency was evaluated using Cronbach’s Alpha, following guidelines from Nunnally (1967), Hair et al (2006), and Zikmund (2010) According to these references, a Cronbach’s Alpha value above 0.60 and a corrected item-total correlation above 0.30 indicate acceptable reliability for the scales used in the analysis.

The scale verification results are summarized and presented as follows:

SW1 Salary and Welfare commensurate with working efforts 0.545 0.673

SW3 Salary is enough to pay for basic living 0.549 0.772

SW4 Salary is paid in full and on time 0.269 0.780

SW5 Employee welfares are fully implemented 0.601 0.777

SW6 The company has a clear and reasonable salary increase policy 0.651 0.772

PR1 There are opportunities for advancement in the company 0.778 0.761

PR2 Employees clearly understand the factors considered for promotion 0.741 0.791

PR3 Internal employees are actually considered for open positions 0.770 0.769

RR1 Leaders and colleagues recognize employees' work efforts 0.648 0.704

LS1 Employees are encouraged by their superiors to innovate and be flexible in the way they work 0.768 0.767

LS3 Employees are guided and instructed by their superiors when working 0.645 0.793

LS4 Leaders clearly assign tasks and make reasonable judgments 0.652 0.819

WC1 Professional working environment, complete and safe equipment 0.537 0.535

WC3 Corporate culture is clearly built and is always reinforced 0.694 0.650

Encourage employees to give opinions on common issues of the organization with an emphasis on openness, sharing, help and cohesion among members of the company

Overall job satisfaction O1 Overall, I'm satisfied with my current job 0.640 0.685

O2 I want to stick with the company for a long time 0.568 0.727

Source: The author’s survey and SPSS 20.0 program

The above results show that the Cronbach's Alpha coefficient of the factor

Analysis indicates that the "Salary and Welfare" factor shows a correlation of 0.687, exceeding the 0.6 benchmark However, the total correlation for SW4, "Salary is paid in full and on time," is 0.269, below the 0.3 threshold, which led to the removal of this item After removing the item, Cronbach's Alpha increased to 0.756, confirming that the scale remains reliable and retained for use.

Thus, the analysis results show that, all five factors mentioned above haveCronbach's Alpha coefficient greater than 0.6, satisfying the requirements and used for further studies.

Exploratory Factor Analysis

Scales were validated using Exploratory Factor Analysis (EFA), with Principal Component Analysis (PCA) and Varimax rotation with Kaiser normalization Following Kaiser’s criteria (Kaiser, 1970, 1974) and Hair et al (1998), a KMO measure of sampling adequacy greater than 0.5 and a significance level p < 0.05 at 95% confidence were required The cumulative percentage in the Extraction Sums of Squared Loadings had to exceed 50%, the Initial Eigenvalues had to be greater than 1, and the Rotated Component Matrix loadings had to be above 0.3 If a factor yielded more than two component values, the offset between the maximum and minimum loadings was used to determine the component structure The scale verification results are as follows:

3.4.1 Factor analysis with the independent variables

Exploratory Factor Analysis (EFA) was conducted on the independent variables using SPSS The Kaiser–Meyer–Olkin (KMO) measure of sampling adequacy was 0.917, indicating excellent sampling adequacy, and Bartlett’s Test of Sphericity was significant (p = 0.000), confirming the suitability of the data for factor analysis Four components had eigenvalues greater than 1, with the fourth component’s initial eigenvalue at 1.056, and the Extraction Sums of Squared Loadings explained 61.605% of the variance (above the 50% threshold) All factor loadings exceeded 0.3, indicating meaningful item–factor associations The variable RR2 did not meet reliability criteria and was removed from the factor analysis.

Variables are deemed satisfactory when every component value exceeds 0.3, and for factors with more than two components the variability is measured by the difference between the maximum and minimum component values After the rotated component analysis, any variable whose component value or range falls below 0.3 is excluded, including the observed variables PR2 (0.251), LS3 (0.253), WC1 (0.054), and WC4 (0.120) The analysis is then repeated with the remaining items.

Exploratory Factor Analysis (EFA) was conducted in SPSS The Kaiser–Meyer–Olkin (KMO) measure of sampling adequacy was 0.870, well above the threshold of 0.5, and Bartlett’s Test of Sphericity was significant (p < 0.001), indicating factorability of the correlation matrix The variance explained at component 3 shows an initial eigenvalue of 1.015 (greater than 1), and the Extraction Sums of Squared Loadings yielded a cumulative 60.207% of variance, surpassing the 50% criterion All factor loading coefficients exceeded 0.3, although the variables SW4, RR2, PR2, LS3, WC1, and WC4 were removed from this verification step.

After the second Rotated Component, the following variables have value or the difference lower than 0.3 are excluded, including 1 observed variables: SW1 (0.115), Testing again with 13 variables.

In the third run of exploratory factor analysis (EFA) using SPSS, the KMO measure of sampling adequacy was 0.870 (>0.5) and Bartlett’s test of sphericity was significant (p = 0.000 < 0.005) In the three-component solution, the third component had an initial eigenvalue of 1.053 (>1), and the cumulative extraction sums of squared loadings explained 65.020% of the variance (>50%) All factor loading coefficients were not lower than 0.3 However, the variables SW4, RR2, PR2, LS3, WC1, WC4, and SW1 were deleted from this verification step.

After the third Rotated Component, 13 remaining ensured the reliability of the scale moving to the next step.

3.4.2 Factor analysis with the dependent variables

The results from EFA analysis tested dependent variables “Overall job satisfaction” by SPSS software The KMO Measure of Sampling Adequacy is 0.684

Bartlett’s Test of Sphericity is highly significant (p = 0.000 < 0.005), indicating that the correlation matrix is not an identity matrix and that factor analysis is appropriate For component 1, the initial eigenvalue is 2.083 (greater than 1), and the Extraction Sums of Squared Loadings explain 69.426% of the variance (cumulative), exceeding 50% All factor loading coefficients are greater than 0.3, supporting meaningful associations for this factor.

Regression analysis

After the above test steps, the factors that meet the requirements are eligible to deploy the regression equation, including:

SW factor comprises four components: competitive compensation and benefits relative to peers in the same industry; wages that are sufficient to meet basic living expenses; comprehensive employee welfare programs; and a transparent, reasonable salary increase policy PR factor comprises two components: real opportunities for career progression within the company, and genuine consideration of internal candidates for open roles.

The RR factor consists of two components: first, recognition from leaders and peers for employees' hard work and contributions; second, work performance, a key determinant of job completion and career progression, which influences promotions to higher positions and eligibility for bonuses.

The LS factor centers on empowering employees and fostering adaptive leadership It encompasses encouraging staff to innovate and stay flexible in their approach to work, and leaders who listen, respect employee opinions, and promptly acknowledge their contributions.

(3) Leaders clearly assign tasks and make reasonable judgments.

+ Factor “WC” includes two contents: (1) Flexible working time, (2) Corporate culture is clearly built and is always reinforced.

Analysis of linear regression model is to consider the linear relationship of factors to the level of job satisfaction of employees The linear regression equation is built as follows:

Yi = βo + β1*SW + β2*PR + β3*RR+ β4*LS + β5*WC

In which: Y is the level of job satisfaction of employees at the Project

Construction and Management No 1 JSC

SW, PR, RR, LS, and WC are the independent variables of the scale, with β0 as the intercept and β1, β2, β3, β4, and β5 as the regression coefficients After completing the outlined test steps, any newly qualifying factors must preserve a meaningful correlation between the independent variables and the dependent variable, meeting the stated requirements.

From the model summary, an Adjusted R-squared greater than 0.5 indicates adequate explained variance, and a Sig value below 0.05 confirms 95% confidence in the model’s estimates The unstandardized coefficients represent the raw effect sizes of the predictors on the outcome, while a Variance Inflation Factor (VIF) under 10 signals no multicollinearity among predictors, a conclusion supported by Julie Pallant (2008).

Table 3.2: Model summary of regression analysis

Model R R Square Adjusted R Square Std Error of the Estimate Durbin-Watson

1 0.777 a 0.604 0.590 0.613 1.498 a Predictors: (Constant), SW, PR, RR, LS, WC b Dependent Variable: O

Source: The author’s survey and SPSS 20.0 program Table 3.3: ANOVA of regression analysis

Model Sum of Squares df Mean Square F Sig.

Total 164.036 179 a Dependent Variable: O b Predictors: (Constant), SW, PR, RR, LS, WC

Regression analysis shows an adjusted R-squared of 0.590, exceeding 0.5 and indicating a reasonable model fit The Sig values for the SB and JC factors exceed 0.05, indicating these variables are not statistically significant and should be rejected from the model; the remaining factors have Sig values below 0.05, demonstrating statistical significance and inclusion All VIF values are below 10, indicating no multicollinearity among predictors.

Table 3.4: Coefficients of regression analysis

B Std Error Beta Tolerance VIF

Based on the collection and analysis of survey questionnaires, this study develops a research model of employee job satisfaction for Project Construction and Management No 1 Joint Stock Company and identifies the key influencing factors The results indicate that different study times, fields of work, and corporate culture significantly affect employees’ job satisfaction and peace of mind These findings support targeted HR and management interventions to optimize scheduling, work assignments, and organizational culture in construction project management to boost employee well-being and productivity.

Salary and Welfare (SW) influence employee psychology and job satisfaction, but analysis results indicate these factors do not meet the inclusion criteria for the evaluation model Consequently, the current research model excludes SW, and the study outlines plans for separate investigations to examine salary and welfare factors in future research.

The study shows that job satisfaction is directly influenced by four key factors: Promotion (PR), Reward and Recognition (RR), Leadership (LS), and Working Conditions (WC) Regarding Promotion, Schmidt's research indicates that greater advancement opportunities are linked to higher job satisfaction, highlighting the importance of fair promotion practices Together, these findings underline how improving promotion pathways, recognition programs, leadership quality, and working conditions can boost overall employee satisfaction and engagement.

Employee satisfaction arises from the interplay between training quality, promotion opportunities, and recognition, and improving these elements enhances employees’ capabilities and their roles within the enterprise Herzberg’s two-factor theory shows that praise and recognition are key motivators that raise job satisfaction, while leadership shapes the autonomy and protection employees receive to perform their tasks, reflecting a two-way leader–subordinate relationship at the heart of how the business runs Working conditions matter too—adequate working hours and properly equipped jobs—so organizations should optimize schedules, foster a positive corporate culture, and leverage technology to boost performance and satisfaction When employees feel respected and well-treated, they are more likely to remain committed and stay with the company long term.

Overall, the level of job satisfaction is relatively low, so employers should take more measures to increase it When job satisfaction is high, employees work more efficiently and stay longer with the company Regression analysis shows that the factors affecting job satisfaction include promotion, reward and recognition, leadership, and other related factors.

The regression analysis quantifies the influence of factors on employee job satisfaction, using the regression coefficient to indicate where to focus improvements for faster impact The model’s constant is -0.420, and the factor mean coefficients average 0.270, with Leadership (LS) at 0.381—the highest—and Working Conditions (WC) at 0.204—the lowest This pattern suggests relatively uniform influence levels across factors and an overall average impact In the case study, factors are ranked by decreasing influence as follows: Leadership (0.381); Reward and Recognition (0.248); Promotion (0.246); Working Conditions (0.204).

Influential factor analysis

3.6.1 Analysis of Overall job satisfaction

Table 3.5: Analysis of Overall job satisfaction

Overall, I'm satisfied with my current job O1 2.45 0.999

I want to stick with the company for a long time O2 2.08 1.181

An analysis of the statistical results table shows low job satisfaction among employees Specifically, PCM1 employees scored 2.45 for feeling satisfied working here and viewing the company as a second home, and 2.08 for intending to stay with the company long term, signaling limited attachment and commitment This indicates that Construction and Project Management No 1 JSC should prioritize targeted actions to boost employee job satisfaction and retention.

There are opportunities for advancement in the company PR1 2.62 1.062

Internal employees are actually considered for open positions PR3 2.68 1.053

The mean value of PR: 2.65

Descriptive statistics for promotion opportunities show average scores of 2.6–2.7, well below the acceptable level of 3.0 The data also indicate that the highest level of agreement on any item is only 4/5 (Agree), with a very small portion of respondents—about 3%—reaching that level An official from the Quality and Progress Management Department notes that roughly 80% of leadership positions are filled by external hires, and over the past three years many peer roles have left the organization While several factors drive turnover, the lack of promotion prospects stands out as one of the most important reasons employees resign.

Many capable employees who leave the company secure primary and mid-level leadership roles elsewhere, underscoring a gap in internal career progression Leadership slots are tightly limited by the organizational structure—each department typically offers only one head and one deputy position—restricting internal promotions Moreover, ineffective talent assessment methods prevent employees from advancing, forcing the company to rely on external recruitment to fill mid-level leadership gaps.

3.6.3 Analysis of Reward and Recognition

Table 3.7: Analysis of Reward and Recognition

Leaders and colleagues recognize employees' work efforts RR1 1.78 0.949

The mean value of RR: 1.92

Similar to the promotion opportunity attribute, the reward and recognition attribute shows consistently low average scores in the survey, with all related variables posting very low levels These results are even lower than those for the promotion opportunity attribute itself Although the AR2 item records a few responses at the top level of 5, this extreme-satisfaction category accounts for only about 0.1% and comes solely from the company’s leaders Across all three reward and recognition variables, the most frequent rating is level 2, comprising roughly 47% of responses.

52% This is also the property that receives the most rating at level 1 compared to the remaining properties.

At year’s end, the company honors staff through an annual ceremony To qualify for the award, employees must have completed at least two months of work with no month in which performance fell short, and rewards are limited to employees in business units; production units are evaluated only on job completion The year-end reward equals 80% of the employee’s monthly salary Compared to peers in the same industry, this incentive is relatively modest, as typical bonuses range from two to three months’ salary annually.

Organizations that value growth empower employees to innovate and embrace flexible work practices, creating a more adaptable and productive workplace Leaders actively listen, respect diverse opinions, and acknowledge employees' contributions in a timely manner, strengthening engagement and fostering a collaborative culture.

Leaders clearly assign tasks and make reasonable judgments LS4 2.51 1.025

The mean value of LS: 2.53

Survey results for the Leadership factor show that all measured variables reached a high level of 4 out of 5, based on 180 valid responses Yet none of the respondents fully agreed with the leadership statements The four leadership-related variables yielded mean scores ranging from 2.44 to 2.53, indicating that employees at Construction and Project Management No 1 JSC have a very low level of satisfaction with the current leadership style.

The relationship between leaders and employees is strained by a short-term interaction pattern that prevents genuine understanding Department leaders often exert intense pressure on decisions and productivity, pushing employees to follow their directions to avoid mistakes This transactional dynamic undermines trust and open communication The company has not prioritized team-building events or exchange sessions, missing opportunities to build strong cohesion between leadership and staff and to boost overall employee engagement.

Table 3.9: Analysis of Working condition

Corporate culture is clearly built and is always reinforced WC3 3.14 1.007

The mean value of WC: 3.02

This is the factor that received the highest rating from employees of PCM1 with the average score for all four variables being 2.53 - temporarily satisfied.

To support operational efficiency, the company provides adequate equipment and resources for employees, understanding that timing and tool needs vary by task While staff may propose changes or additional purchases, the approval process can be a hurdle, but the company typically addresses these needs and suggestions to ensure job completion In exceptional cases, departments are given budgetary authority to act proactively and invest in the tools required to meet objectives.

Sumary of findings

Figure 3.1: Factors affecting employee‘s satisfaction

(1) Employees always receive guidance and instruction from their superiors when working: Employees are trained from the moment they start working at the company from basic operations.

Effective leadership relies on smart workload management and fair task distribution By tailoring assignments to each employee's capacity and processing speed, managers create a smooth workflow and ensure projects are completed on time.

Regarding: Reward and Recognition – RR

Although the company has established basic policies for evaluating and recognizing work achievements in accordance with Vietnamese Labor Law, these policies are currently underdeveloped and not fully compliant with the law.

The mean: 3.02 Regression coefficients: 0.204 working conditions of the enterprise Need to detail and supplement other regimes so that employees can feel humanity and recognition from the company.

(1) The policy of promotion to a higher level position is clearly and transparently established.

To maintain a professional and safe working environment, we provide complete equipment, supplies, and labor protection gear, and uphold office culture and ethical standards across all work and communication On construction sites, workers are consistently reminded to stay vigilant, follow established safety procedures, and adhere strictly to protocols to ensure occupational safety throughout the working process.

Initially, the company should build a corporate culture aligned with its actual business conditions by establishing a clear vision, mission, core values and action motto, along with standards of conduct, a code of conduct, culture communication, and a dress code However, the specific type of corporate culture the company intends to pursue has not been clearly highlighted, creating a disconnect between foundational cultural elements and the targeted cultural profile.

Providing employees with access to internal documents and data sources for daily work, the company has started building and applying information technology and pursuing digital transformation to strengthen management and business operations; however, there are still many issues to address and continuous improvements needed across systems, processes, and data governance to realize full benefits.

Overly principled and inflexible leadership can greatly dampen the creativity and innovation of junior employees When leaders enforce strict adherence to a predetermined path, they restrict the evolution of employee performance and compel teams to follow the business’s established direction This rigid, one-size-fits-all approach stifles initiative, limits adaptability, and undermines growth potential.

In many organizations, superiors reserve most decision-making power, requiring employees to seek approval for every task and leaving decisions waiting for authorization This culture of consultation and control places workers in a passive role and slows workflow, reducing both speed and productivity Delegating authority and clarifying decision rights can accelerate completion times, boost morale, and improve overall performance.

Employee contributions are not being properly and promptly recognized, even though leaders receive extensive feedback from employees on many aspects of their work While input is gathered, changes are slow to occur or fail to materialize, with leadership persisting in old practices and not acknowledging comments in a timely manner This gap between feedback and recognition can erode trust and dampen motivation, signaling that employee input is not valued quickly enough.

Constant leadership turnover among middle managers disrupts workflow and reduces employee productivity, as each new leader brings a different mindset and operating style Leadership changes may build on the prior foundation or introduce a completely new approach, often causing confusion for staff as they navigate tasks and processes To maintain continuity during transitions, organizations should implement clear change management, document standard procedures, and establish transitional leadership practices that align aims, reduce ambiguity, and keep daily operations on track.

Regarding: Reward and Recognition – RR

Reward systems should be grounded in clear evaluation criteria that reflect employee effort and innovative contributions, rather than being overly formal Although employees propose new ideas and achieve strong results, reviews often rate the work as incomplete because steps are trimmed, exposing a gap between recognition and actual performance The company needs to develop specific, detailed policies for different situations and establish transparent reward-evaluation criteria Avoid evaluating machines; leaders should base assessments on defined metrics and conduct evaluations openly and transparently to ensure fair recognition of both effort and creativity.

(1) The policy has not been put into practice

(2) Internal employees are rarely considered for higher positions, but mainly recruit new people from companies in the same industry

Construction site workers face long hours and frequent overtime, disrupting personal lives and challenging work‑life balance In the contemporary workplace, work‑life balance is a hot topic, and research shows that reducing working hours can raise employee happiness and well‑being For the construction industry, shortening overtime and improving scheduling not only enhances workers’ quality of life but also boosts productivity and overall job performance.

Occupational safety and health are not adequately aligned with job requirements in the construction sector, leaving workers exposed to elevated risk in potentially hazardous environments The inherent characteristics of construction work require operating in settings where danger can arise anywhere Despite full provision of safety equipment, training, and guidelines, accidents and casualties still occur This persistent gap highlights a systemic weakness in the industry that needs targeted attention.

Based on the analysis and the actual situation at Construction and Project Management No.1 Joint Stock Company, the author identifies several underlying causes that contribute to organizational limitations and, consequently, to employee dissatisfaction These findings highlight the link between operational constraints and morale, underscoring the need for targeted improvements to enhance performance and worker satisfaction.

One core issue is that leadership has given insufficient attention to employee satisfaction To date, the organization has prioritized business growth and profit optimization, while neglecting policies and initiatives that enhance employee satisfaction and engagement across the workforce.

From the above cause, another consequence is that the long-term human resource policy cannot be implemented to maintain the stability of the organization.

In today’s tight labor market, the rising unemployment rate and our lack of a competitive edge in employee satisfaction are driving weak retention, with employees not staying long As a result, departments continually recruit to fill vacancies, wasting time and resources and harming overall productivity This ongoing cycle also damages the company culture.

SOLUTIONS TO ENHANCE PCM1 EMPLOYEES’ JOB SATISFACTION

Tiêu đề	Enhancing Employees’ Job Satisfaction at Construction and Project Management No 1. JSC
Tác giả	Nguyen Duy Cuong
Người hướng dẫn	Dr. Nguyen Quoc Duy
Trường học	National Economic University NEU Business School
Chuyên ngành	Business Administration
Thể loại	Thesis
Năm xuất bản	2022
Thành phố	Hanoi

Định dạng
Số trang	88
Dung lượng	2,11 MB