Chuyên đề thực tập study on employee job satisfaction at danko logistics limited company

NATIONAL ECONOMICS UNIVERSITY EXCELLENT EDUCATIONAL PROGRAM BARCHELOR THESIS Topic Study on Employee Job Satisfaction at Danko Logistics Limited Company Student Bui Nguyen Mai Anh Speciality Business[.]

NATIONAL ECONOMICS UNIVERSITYEXCELLENT EDUCATIONAL PROGRAM

BARCHELOR THESIS

Topic: Study on Employee Job Satisfaction at Danko

Logistics Limited Company

Student: Bui Nguyen Mai AnhSpeciality: Business AdministrationClass: Enterprise Management 55Student’s ID: 11130135

Supervisor: MSc Le Phan Hoa

HANOI, 2017

During the learning process at National Economics University, with the effort tolearn and a dedicated teaching of lecturer of corporation finance faculty, I haveacquired and accumulated a lot of knowledge To reinforce the knowledge at schoolinto practice, I practiced at "Danko Logistics Limited Company" - a privatecompany which owns three branches in Vietnam

During the three-month period internship, I received the enthusiastic help fromthe company Board of directors, Operations department have created lots ofopportunities for me to access to the company works and operations

With respect and deep gratitude, I would like to thank to:

- Master of Science: Le Phan Hoa has guided carefully and give the valuablefeedback to help me complete the General report and Bachelor Thesis

- My parents who have been side by side and supported me in every step of mylife

- Board of Directors and all employees of Danko who have created chance for

me to practice and work at the company

Thank you sincerely! StudentAnh Bui Nguyen Mai

TABLE OF CONTENT

INTRODUCTION 1

CHAPTER 1: THEORETICAL BACKGROUND OF EMPLOYEE JOB SATISFACTION 3

1.1 Job satisfaction definition 3

1.2 Studies related to job satisfaction 5

1.3 Factors affecting employee job satisfaction 9

1.4 Proposed a research model 12

1.4.1 Leadership: 12

1.4.2 Working environment: 13

1.4.3 General employee job satisfaction 13

CHAPTER 2: SITUATION OF EMPLOYEE JOB SATISFACTION AT DANKO LOGISTICS LIMITED COMPANY 14

2.1 Overview about Danko logistics limited company 14

2.1.1 Foundation and development process 14

2.1.2 Functions, duties 14

2.1.3 Organization chart 16

2.1.4 Business results 17

2.2 Level of employee job satisfaction at Danko Limited Company .19

2.2.1 Working environment 19

2.2.2 Wage and welfare schemes 19

2.2.4.ZZManagementZandZpromotionZconditions Human Resources Department is pooled with the Accounting Department, so the policies and training programs, promotion for staff has not been paid attention, building and development 20

2.3 Factors affecting employee job satisfaction at Danko 20

2.3.1 Research method 20

2.3.2 Reliability scale assessment 23

2.3.3 Evaluate survey results of Employee job satisfaction at

Danko Limited Company 24

2.4 General evaluation of employee job satisfaction at Danko 28

2.4.1 Advantages 28

2.4.2 Disadvantages and reasons 29

CHAPTER 3: THE PROPOSED SOLUTION TO ENHANCE EMPLOYEE JOB SATISFACTION AT DANKO LIMITED COMPANY 31

3.1 Improve the quality of Leadership 31

3.2 Improve working environment 32

CONCLUSION 33

REFERENCES 35

APPENDIX 37

STATUTORY DECLARATION

I herewith formally declare that I myself have written the submitted BachelorThesis independently I did not use any outside support except for the quotedliterature and other sources mentioned at the end of this paper

I clearly marked and separately listed all the literature and all other sourceswhich I employed producing this academic work, either literally or in content

Hanoi, 31/05/2017

Signature

LISTS OF ABBREVIATIONS

JDI: Job Description Index

MSQ: Minnesota Questionnaire

LIST OF TABLES

Table 2.1: General business situation over the years

Table 2.2: Gender ratio at Danko Limited Company

Table 2.3: Working age at Danko Limited Company

Table 2.4: Cronbach’s Alpha of Leadership Scale

Table 2.5: Cronbach’s Alpha of Working Environment Scale

Table 2.6: Cronbach’s Alpha of General Employee Job Satisfaction ScaleTable 2.7: Descriptive Statistics of Danko employee job satisfaction

Table 2.8: Statistical results of "Leadership" items

Table 2.9: Statistical results of "Working environment" items

Table 2.10: Statistical results of "General job satisfaction" items

LIST OF FIGURES

Figure 1.1: Recommended research model

Figure 2.1: The company structure

Figure 2.2 : Sales and Net profit chart of Danko in period 2016

2012-Figure 2.3 : Capital structure of Danko

Figure 2.4: Education level of Danko’s employees

Figure 2.5: Job title of Danko’s Employees

Figure 2.6: Actual income of Danko’s employees

Along with the development of Vietnamese economy in recentyears, the demand for high quality human resources has also risenrapidly Enterprises focus on establishing solid human resources,especially suitable people for company However, choosing theright one is not enough, employers need to know how to keep theretention, especially with core positions that play key roles in theircompany Due to the current lack of qualified human resources,keeping good employees is a matter of great concern to businessowners

The steadiness and firmness of staffs will save time and money(recruiting, training, etc.), reducing mistakes (new employees donot expert in the new job), building confidence and spirit ofsolidarity within the enterprise Therefore, employees will view thebusiness as an ideal place for them to develop their capabilities aswell as to be committed to the company Finally, moreimportantly, this stability will help business operate moreeffectively, bolstering the trust of customers in the quality ofenterprise’s products and services

The question is how to build a committed staff for yourcompany? Most of domestic and foreign studies claim that jobsatisfaction need to be created for workers When job satisfaction

is achieved, employees are more motivated to work harder,resulting in higher productivity and efficiency This is also what thebusiness owners want to gain from their employees According toLuddy (2005), unsatisfying employees will lead to low laborproductivity, both mental and physical Employees with jobsatisfaction are less likely to change jobs and to resign

This research was conducted to find out and evaluate thecurrent job satisfaction status of employees at Danko LogisticsLimited Company and find out the factors that affect their

satisfaction That's why I chose the topic “ Study on Employee JobSatisfaction at Danko Logistics Limited Company”

Objective of the study

The objective of this study as follows:

- To assess the employee job satisfaction level in DankoLogistics Limited Company

- To identify the factors influencing the employee jobsatisfaction of Danko Logistics Limited Company

- To find out solutions to improves the satisfaction level ofemployees

Research subjects and research scope of the study

- Research subjects: This research focuses on employee jobsatisfaction

- Research scope: At Danko Logistics Limited Company

CHAPTER 1: THEORETICAL BACKGROUND OF

EMPLOYEE JOB SATISFACTION

1.1 Job satisfaction definition

It is said that job satisfaction is a multidimensionalphenomenon Hence, there are many definitions of jobsatisfaction The paper will review some various literature aboutjob satisfaction

Definition of general level of job satisfaction:

Abraham Maslow(1954) proposed that human needs from afive-level hierarchy extending from physiological needs,protection, belongingness and love, regard to self-actualization.Based on Maslow’s theory, job satisfaction has been approached

by some researchers from the viewpoints of need fulfilment(Kuhlen, 1963; Worf, 1970; Conrad et al., 1985)

According to Vroom (1964), job satisfaction is a state in whichworkers are clearly oriented towards work in the organization.Weiss (1967) defined job satisfaction as the attitude of workexpressed by the worker's perceptions, beliefs and behaviors

J.P Wanous and E.E Lawler (1972) mentions job satisfaction isthe amount of job facet satisfaction through all aspects ofoccupation

Locke (1976) argues that job satisfaction is understood tomean that workers are really interested in their work

Quinn and Staines (1979) argue that job satisfaction is apositive response to work

C.R.Reilly (1991) describes job satisfaction as the feeling that

an employee has about his job or a general attitude towards workand it is shaped by the awareness of one’s job

Spector (1997) refers to job satisfaction regarding of howpeople feel about their jobs and diverse aspects of their jobs Due

it is a conventional judgment, it is an attitude variable

Dormann and Zapf (2001) define job satisfaction as the mostinteresting attitude toward leaders and leaders

Ellickson and Logsdon (2002) support this view by defining jobsatisfaction as the extent to which employees like their work Toput it simply, the more the working environment that meets thedemands, values and personality of employees, the higher thelevel of job satisfaction

Definition of level of satisfaction with job satisfaction components:

One of the first definitions of job satisfaction and most cited isRobert Hoppock's definition (1935, cited by Scott et al., 1960) Hedefined employee job satisfaction as any combination ofpsychological, physiological and environmental conditions thatmake employees straightforwardly to state “I am satisfied with myjob” The author said that job satisfaction measurement has twomajor ways: (a) measure job satisfaction in general and (b)measure job satisfaction in different aspects relating to work Healso said that job satisfaction in common is not only a totalsatisfaction of various aspects, but also can be viewed as aparticular variable generally

Schermerhorn (1993, cited by Luddy, 2005) defines jobsatisfaction as emotional and emotional responses to variousaspects work The author emphasizes the reasons for jobsatisfaction including position, superior, relationships with co-workers, job content, treatment, and rewards including promotion,working environment condition, as well as company’s structure.Job satisfaction is complicated phenomenon with multi sides(Fisher and Locke, 1992; Xie and Johns, 2000); it is affected by theelements such as income, working environment, independence,communication, and organizational commitment (Lane, Esser,

Holte and Anne, 2010; Vidal, Valle and Aragón, 2007; Fisher andLocke, 1992; Xie and Johns, 2000).

Many people clarify compensation in their own way Therecompense is named by American Association is “cash and non-cash remuneration provided by the employer for servicesrendered” (ACA, p 9) Wage was found to be the key factor for themotivation and job satisfaction of salaried employees at carindustry in the results of the survey conducted by Kathawala,Moore and Elmuti (1990) The survey endeavored to evaluate thevarious job characteristics and the way that employees rank them

as stimulus and satisfaction The results recorded thatcompensation was ranked as the number one factor influencingjob satisfaction, and a rise in salary for performance wascategorized as the first element for motivation Compensation is

an indispensable implement to the situation of retention andturnover Moreover, it is an instigator for an employee inorganization commitment enhancing attraction and retention ofemployees (Zobal, 1998; Moncarz et al., 2009; Chiu et al., 2002) Lower convenience costs, higher organizational and social andintrinsic remuneration would rise job satisfaction (Mulinge andMullier, 1998; Willem et al., 2007) Job satisfaction and displeasurenot only depends on the characteristics of the job, it also depend

on the expectation what the job provide an employee (Hussami,2008)

According to Kreitner and Kinicki (2007), job satisfactionmainly reflects the extent to which an individual enjoys his or herjob It can be passion or emotion of workers to their job

In consequence, there are many different kind of jobsatisfaction definitions but it can be summarized that an

employee is considered to have job satisfaction when he/ she feels free and pleasurable with his/ her job Job satisfaction and

dissatisfaction are not only depend on job’s nature, they also rely

on the extent to which employees expect All of them said that to bring about job satisfaction, managers need to bring satisfaction

for a certain need of employees In other words, employee job satisfaction is the fulfillment of a particular demand or craving for their work In addition, the more the working environment that

meets the needs, values and personalities of employees, thehigher the level of job satisfaction they have Regarding thecauses of job satisfaction, each researcher has their own viewsand explanations through their research The next section willcover practical research related to job satisfaction

1.2 Studies related to job satisfaction

Job satisfaction theories have been reviewed, applied andstudied by later researchers to identify and verify which factorsactually affect job satisfaction of employee Let's take a look atsome of these studies

Weiss and colleagues (1967), the University of Minnesotacreated elements for job satisfaction measurement through theMinnesota Questionnaire (MSQ) including questions about theability to use personal ability, achievement, progress, authority,corporate policy, treatment, colleagues, creativity, independence,moral values, recognition, responsibility, assurance social status,superiors' supervision and working conditions, so on

Smith, Kendall and Hulin (1969) in University of Cornell havedeveloped their job description indicators (JDIs) to measure aperson's job satisfaction through factors such as job quality,salary, promotion, co-worker, and supervision

徐徐徐 (Cheng-Kuang Hsu, 1977) used the JDI index by Smith andcolleagues to conduct a job satisfaction survey of workers at atextile factory in Taiwan The result shown that JDI index reflectthe job satisfaction of workers here Among the nine individualfactors, there are four factors (sex, age, education level, andfamily opinion of the job) that have a certain relationship with jobsatisfaction Of the eight organizational factors, there are sixfactors (nature of work, position, corporate policy, organizationalrecognition, sense of leisure time and intention to quit) much

influence on job satisfaction Hsu's research also provides someuseful results for HR managers in the textile industry in Taiwan.For individual factor such as gender, women are most satisfiedwith their salary while men are most satisfied with their jobcharacteristics and relationships with colleagues Age 21-25 is thehighest job satisfaction age Unmarried people are more satisfiedwith wages, promotions and relationships with superiors whilemarried people are more satisfied with work and colleagues.Workers from the countryside are more satisfied than workersfrom the city For organizational factors such as the nature ofwork, the results of this study show that workers have differentlevels of satisfaction for different job characteristics Workingposition also affects the level of satisfaction, the higher theworker's position, the higher level of job satisfaction, etc.

Sweeney (2000) has researched and explored the jobsatisfaction of staff support professionals of the AmericanAssociation of Employee Support Professionals The study usedWeiss's MSQ questionnaire to gather information and examine thesatisfaction of these professionals In general, professionals arehappy with their work Executives who work outside theorganizations they serve are more satisfied with the work they dothan those who work in the association Factors such as age, sex,race, job related to agriculture, government certification have nosignificant impact on their job satisfaction Sweeney also madesome recommendations such as opening more channels for careeradvancement and organizational policy, gender inequality is anobstacle to job satisfaction, and a master's degree is necessitatedfor these specialists

Worrell (2004) used the modified version of MSQ in 1977 (ashort questionnaire - 20 queries) to conduct a research about jobsatisfaction of the school psychologists The results of hisresearch indicate that 90 percent of school psychologists in theUnited States are satisfied or totally satisfied with their job It alsoshows that overall satisfaction has grew over from 1982 to 1992.Respondents to the research also propose to continue identifying

themselves to their jobs at least 5 years The opportunity forpromotion continues to be the cause of displeasure, but it is not akey component influencing the displeasure of the schoolpsychologists They are not satisfied with the policies andprocedures belonging to the job itself The purpose to remainattached to work and job- related certificate are two things thatreally influence job satisfaction.

Schjoedt (2005) conducted a study of the factors that triggerthe job satisfaction of small business owners on the basis ofprevious research that found that business owners were verysatisfied with their work The researcher used three models:Hackman & Oldman's Job Characteristics Model (1980), Goldberg'sBig Five, and Chatman and Spokan's Person Fit Environment (P fit)

In particular, the JCM model that job satisfaction depends and jobdesign, the Big Five model shows that the level of job satisfactionrelies much on the nature of the employee, while the PE model Fitsays that workers only attain satisfaction when they are really inharmony with their working environment Schjoedt's researchsuggests that P-E fit model is the most suitable for solving the jobsatisfaction of tiny company owners in the United States

In Viet Nam, Tran Kim Dung (2005) conducted a study tomeasure job satisfaction in Vietnamese context using JobDescription Index (JDI) by Smith Nonetheless, beside the fivefactors put forward in the JDI, the author inserted two morefactors, namely welfare and working conditions, fitting specificsituation in Vietnam The main objective of this research is toassess the validity of the JDI scales as well as to determine howthese factors affect Vietnamese’s job satisfaction The seven-levelLikert scale, Explore factor analysis (EFA) and Confirmatory factoranalysis (CFA) have been brought into One drawback of this study

is the characteristics of the sample, the respondents to theresearch questionnaire were employees who were doing eveningcourses at the University of Economics in Ho Chi Minh City Theyare considered to be more academically oriented and orientedtowards the future, and they are also considered to have higher

non-material needs than physical needs Furthermore, the resultssuggest that the nature of job and the opportunity to be promotedare assessed as the most important for the job satisfaction ofrespondents Therefore, the results may not affect the attitude ofall employees in Ho Chi Minh City as well as in Vietnam

Luddy (2005) used the JDI to discover employee job satisfaction

at the Public Health Institute in Western Cape of South Africa.Luddy has tested satisfaction with the five aspects of jobsatisfaction: income, promotion, supervision, colleagues, and thenature of work The result suggested that staffs at the WesternCape Institute of Public Health are more satisfied with theircolleagues, followed by the nature of job and superior Promotionand wage are two components that workers here feel dissatisfiedwith Also, the type of occupation, race, gender, education level,seniority, age, income and job position also have a considerableeffect on job satisfaction Although the result of Luddy’s researchsuggests that all five factors job nature, treatment, supervision,promotion and co-workers are related to job satisfaction (With asample size of 203), he argues that further studies need to becarried out beyond to confirm this connection One outstandingfeature of Luddy's study was that he endeavored to divide thefactors influencing job satisfaction into two discrete groups Thefirst group is personal components such as race, sex, educationallevel, seniority, age and social status The second group calledorganizational factors is the nature of job, remuneration /income,superior, promotion and job position

Boeve (2007) conducted a study about job satisfaction oftrainers in physician assistant faculty at American medical schoolsdepended on Herzberg's two-factor theory and Job descriptionindex of Smith, Kendall & Hulin (1969) Accordingly, jobsatisfaction is classified into two groups: the internal factor groupconsisting of the nature of job and opportunity for promotion; theexternal factors including salary, support of employer andrelationship with colleagues The purpose of this study is toexamine the validity of both theories In Boeve’s study,

quantitative statistics such as Cronbach's alpha coefficient,Spearman's correlation coefficient, and linear regression were put

in operation In general, the results of correlation analysis for fivefactors of the JDI to job satisfaction have shown that the nature ofwork, relationship with colleagues and promotion are moststrongly associated with job satisfaction while the support fromemployers and income have a weak correlation with the jobsatisfaction of trainers Regression analysis concealed that inaddition to the four factors involving of the nature of job,relationship, promotion opportunities and the support fromemployers, seniority also affected the satisfaction of trainers (thestronger attachment to faculty the more satisfied to their jobs).This also explains that job satisfaction in the study is greater thanthe one of each JDI factor Obviously, together with the factorsmentioned in the JDI, there are extra factors that impinge on jobsatisfaction known as seniority Seniority affects job satisfaction inthis case owning to peculiarities of work in faculty Among theinfluencing elements reported in this study, the nature of work isthe effective determining factor of job satisfaction in general Bymeans of his research, Boeve also tested the validity of Herzberg'stheory and the JDI

As a result, it can be seen that JDI and MSQ are indicators and criteria for evaluating employee job satisfaction used in job

satisfaction studies By studying job satisfaction in different fields

as well as in various countries, we can get the message that the Job Descriptive Index (JDI) was extensively used by most of researchers in the study on level of employee job satisfaction in

dissimilar fields and countries The majority studies haveconfirmed that factors within the JDI reflect the job satisfaction of

employees, either in another country or in other field It also asserts that employee job satisfaction may count on five factors: income, promotion, supervision, colleagues and the nature of job.

In addition, some of research has shown that employee job satisfaction is different due to demographic as well as personal

factors such as age, gender, education level , seniority, position, income

1.3 Factors affecting employee job satisfaction

According to Kreitner & Kinicki (2007) and Alam & Kamal

(2006), there are five causes of job satisfaction

The first is the response to needs These needs are not limited

to demands to accomplish a good job but must include individualand family needs of employees

The second factor that leads to job satisfaction is the level of

employee expectations and what they get from their corporations.When expectations go beyond the actuality of receiving, workerswill feel dissatisfied In contrast, if employees receive many thingsbeyond their expectations, they will be led to extreme satisfaction

The third origin of job satisfaction comes from individual's

awareness of job values Consequently, employees will pleasedwhen their job provide them some significant personal values.With the purpose of improving employee satisfaction, managersneed to create a delightful working environment with excellentremuneration and recognize the contribution of their staff

Fairness is the fourth factor that takes the lead to satisfaction.

Employees might compare the endeavor they have made andachievements they have accomplished with others If they feelthey are being treated fairly, they will be satisfied and pleased

Genetic factors are considered to be the last factor that affects

satisfaction If with the four factors above the employer canimpact less or more on them, for this factor, they can hardlyaffect Due to the genetic characteristics or personality of eachperson, same capacity and treatment, but two people with typicalpersonalities will have distinctive levels of satisfaction

Another research illustrates that job satisfaction is measured in two ways:

- General measurement with one question: general satisfaction with the job.

- Measure according to the aspects of work and regroup

The overall satisfaction survey gives managers a more generalview of employee satisfaction with the organization, but in thisstudy the author would like to emphasize personal satisfaction toelements of work From that, manager knows the employee'sspecific assessment to each factor and takes appropriate actions.There have been many studies on employee satisfaction indifferent approaches and classifications of job factors are also

different The Job Descriptive Index (JDI) set by Smith et al

(1969) consists of the following five elements:

The nature of job: involves work challenges, the opportunity to

use personal abilities, and an interest in job

Opportunity for training and promotion: involves perceptions of

employees about opportunities for training, personal development,and promotion opportunities

Leadership: involves the relationship between the employee

and the immediate supervisor, support from supervisor, leadershipstyle and ability of manager to perform managerial functions inorganization

Colleagues: relates behavior, co-worker relationship.

Wage: refers to the employee's sense of fairness (internal and

external) in payment

This categorization fully reflects the aspects of work that employees encounter, but the author finds that the "co-worker" factor makes managers hard to influence

According to Foreman Facts (1946), employee job satisfaction includes the satisfaction of 10 motivational factors:

 Tactful Discipline: Defining clear responsibilities, equal

discipline among people and consistent in organization, discipline

is enforced in a way that motivates employees rather thandiscourages them.

Sympathetic help on personal problems: The boss is aware of

the problem and is willing to help

Interesting work: Challenging work, giving employees the

opportunity to learn and develop

Be interactive and share in the work (Feeling of Being In Things): employees are able to discuss, solve problems, plan,

share information, ideas, work experience Employees might to beconnected, being involved emotionally and shared by thesuperiors whether they are feeling frustrated or excited about theproject they are doing and are involved in decision related tothem, be shared ideas and be concerned about it

Job security: Job stability, the position of employees is

important for the organization, operation of the organizationstable, good financial position

 Good working conditions: a safe working environment, full

tools to work, reasonable work hours, fun and well-organizedworkplace

 Good wages: Compensation is at least worth work

accomplishment, high wages over to the market

Full appreciation for work done: Employee is rewarded for extra

work, is recognized in front of the staff of the company about what

to do

Personal Loyalty of Manager: The manager is integrity, takes

care of the work, protects the rights of the employee, trusts andrespects the employees

Promotion/ growth opportunities: opportunities for

advancement, greater responsibility, higher titles, and bettercareer development

The advantage of this model is the more specific classification

of aspects that may affect employee satisfaction, in which the

"leadership" element of the JDI model is expressed in the factors

"To be loyal to the superiors," “ fully evaluate the work done," “empathize with the employees' personal issues," " interact andshare all information at work", "Tactful discipline"

Similarly, the "nature of work" element in the JDI model can bereflected in the "interesting work" factor, "Guaranteed work",

"Working conditions" Obviously, the separation of these elements

is essential for managers to understand the importance of eachfactor as perceived by employees In particular, this division showsmore clearly emotional factors that managers can use to motivatetheir employees

1.4 Proposed a research model

The research model is based on the theory of job satisfactionand the research results of some authors at home and abroad thatdetermine the factors that affect job satisfaction of employeesaccording to individual characteristics

Based on the JDI (Job Descriptive Index) system, Smith et al(1969) was modified by Crossman and Bassem (2003) and based

on the company's actual situation, this study will Select the factorsthat affect job satisfaction respectively leadership and workingenvironment

These factors are determined to affect the level of satisfaction

in the workplace, the change of these factors in good or bad willincrease or decrease the level of satisfaction in the workplace ofemployees Factors influencing job satisfaction in the studyincluded:

1.4.1 Leadership:

It is the perceptions of behavior, relationships with the superior

or leader, the motivation and support of the leader to know thescope of responsibility and accomplish a good job Leadershipfactors considered include 5 items which measured on the 5-point

Likert scale, according to Liden et al.’s (2014) Servant

Leadership Scale (SLS):

1 Manager considers employees’ career development as apriority

2 Employees would seek help from their manager if they hadany personal problems

3 Manager puts employees’ interests ahead of his/her own

4 Manager gives employees the freedom to handle difficultsituations in the way that they feel is best

5 Manager would NOT compromise ethical principles in order

to achieve success

1.4.2 Working environment:

Problems which relate to the perception and feeling ofemployees about their relationship as well as coordination withteammates Factors of working environment to be consideredinclude 5 items which measured on the 5-point Likert scale,

according to Munro (2002) Employee Environment

Diagnostic Survey (EEDS):

1 Employees may receive support from their colleagues

2 Employees have a close relationship with their colleagues

3 Employees experience smooth cooperation with theircolleagues in working

4 Employees receive respect from their colleagues

5 Employees have conflict with their colleagues

1.4.3 General employee job satisfaction

Similarly, the variables measuring employee satisfaction werealso measured on the 5-point Likert scale and used for the

following three variables according to Intrinsic and Extrinsic Job

Satisfaction (IJS, EJS)(Weiss et al., 1967):

1 The way job provides employees for steady employment

2 The chance to do something that makes use of workers’abilities

3 Salary and the amount of work employees do

4 The way company policies are put into practice

5 The chances for advancement on this job

Figure 1.1: Recommended research model

(Source: Designed by Author )

Working environment

Danko General Employee Job Satisfaction Leadership

CHAPTER 2: SITUATION OF EMPLOYEE JOB SATISFACTION AT DANKO LOGISTICS LIMITED

COMPANY

2.1 Overview about Danko logistics limited company

2.1.1 Foundation and development process

DANKO Logistics Co.,Ltd was established in August 2002 inHanoi, providing international warehousing services includinginternational road, air and sea freight services With the aim ofassisting clients to minimize time and costs in their internationalbusiness operations In today's global business world, cutting back

on time and cost in delivering and shipping goods is an importantfactor contributing to the competitiveness of businesses.Therefore, when an international business company is inoperation, they need the support of a company capable ofproviding them with transportation, customs services in quick,convenient and economical way With its network containing 130countries, Danko Logistics is able to provide full package servicesfor any import and export activity with the most competitive priceand quality

After 4 years of foundation and development, in 2005, Dankoopened two more branches in Ho Chi Minh City and Hai Phong, two

of the biggest seaports in Vietnam Together with the head office

in Hanoi, the two branches have created the convenience ofwharves, warehouses as well as the implementation of businessprocedures

2.1.2 Functions, duties

2.1.2.1 Functions

Danko Logistics is a company that performs international functions

of transportation, delivery, import and export of goods,consultancy, agent for domestic and foreign enterprises

The company has the following functions:

- Organizing co-ordination with other organizations at local andabroad to organize the transportation and delivery of import andexport goods, diplomatic goods, transit goods, private goods,documents

- Services of transporting, warehousing, renting and leasing ofwarehouses, freights, means of transport (ships, cars, aircraft,barges, containers ) by package contracts (Door to door) andother services related to the above goods, such as the collection,division of goods, import and export procedures, customsprocedures

- Providing consultancy services on delivery, transportation,warehousing and other related matters at the request oforganizations and individuals at local and abroad

- Carrying out services of forwarding and transporting commoditiesfor export and import of goods in transit through the Vietnameseterritory and vice versa by means of transportation by othermeans

- Joint venture, linking with domestic and foreign economicorganizations in the fields of forwarding, shipping, warehousing,chartering

- Purchasing, constructing, supplementing and regularly improvingand upgrading the material and technical facilities of theCompany.

- Through joint ventures and domestic and foreign partnerships tocarry out the delivery and handling of goods by advanced, rationaland safe means on transport

- To study the situation of the market for forwarding andwarehousing services, proposing the improvement of tariffs andcharges of relevant transport organizations according to thecurrent regulations

2.1.2.3 Main business activities

Danko business scope covers worldwide & one-stop logisticsservices, diplomatic services & international trading services Theyoffer services of seafreight and airfreight forwarding,consolidation, trucking, warehousing, customs clearance, projectcargoes & exhibition cargoes handling

Danko offers intergrated and standardised logistics services,including:

- Customs consultancy

- Customs brokerage

- Ocean freight service

- Air Freight service

- Overland transportation service

- Railway transportation service

- Project service

- Removals relocation service

- Fairs and Exhibition service

- Warehousing & distribution service

2.1.3 Organization chart

Head of the company is the director, who is responsible beforethe law for the activities of the company There are deputydirectors and functional divisions such as marketing and salesdepartment, planning department, accounting department arearranged according to the following:

Figure 2.1: The company structure

(Source: Danko Administration and personnel Department)

In 15 years of operation and development, the size and quality

of human resources of Danko Logistics is constantly improving tomeet the increasing demands of work With a staff of qualified,trained in foreign trade as well as other important operations plusthe dynamics of young staff under the guidance of the leaders.Danko has been developing and demonstrating its expertise inproviding customers with the best services

2.1.4 Business results

Table 2.1: General business situation over the years