Graduation thesis international business administration the impact of job satisfaction on employees’ job performance a study of white collar millennials in ho chi minh city

GRADUATION THESISMajor: International Business Administration THE IMPACT OF JOB SATISFACTION ON EMPLOYEES’ JOB PERFORMANCE: A STUDY OF WHITE-COLLAR MILLENNIALS IN HO CHI MINH CITY Ho

GRADUATION THESIS

Major: International Business Administration

THE IMPACT OF JOB SATISFACTION ON EMPLOYEES’ JOB PERFORMANCE:

A STUDY OF WHITE-COLLAR MILLENNIALS

IN HO CHI MINH CITY

Ho Chi Minh City, May 2020

GT Code KL93

LIST OF ABBREVIATIONS IV LIST OF TABLES AND FIGURES V

CHAPTER 1 INTRODUCTION 1

1.1 Rationale of the research 1

1.2 Research background 5

1.2.1 In the world 5

1.2.2 In Vietnam 6

1.3 Objectives of the research 7

1.4 Subject and scope of the research 8

1.4.1 Subject 8

1.4.2 Scope 8

1.5 Research methods 8

1.6 Research contribution 9

1.7 Research structure 10

SUMMARY OF CHAPTER 1 10

CHAPTER 2 LITERATURE REVIEW 11

2.1 Job satisfaction 11

2.1.1 Definition of job satisfaction 11

2.1.2 Measurements of job satisfaction 12

2.2 Employee’s job performance 14

2.2.1 Definition of employee’s job performance 14

2.2.2 Measurements of employee’s job performance 14

2.2.3 The impact of job satisfaction on job performance 15

2.3 The Millenials 16

2.3.1 Definition of Millennials generations 16

2.3.2 Characteristics of Millennials in general 17

2.3.3 Millenials at work 17

SUMMARY OF CHAPTER 2 18

CHAPTER 3 METHODOLOGY 19

3.1 Research model design 19

3.2.3 Variable Definition 25

3.2.4 Statistical Research Model 27

3.3 Questionnaire design 28

3.4 Data collection and analysis 33

3.4.1 Data collection and processing 33

3.4.2 Data analysis techniques 34

SUMMARY OF CHAPTER 3 38

CHAPTER 4 RESEARCH RESULTS 39

4.1 Descriptive Statistics 39

4.1.1 Statistical description of determinants affecting Job Satisfaction 39

4.1.2 Statistical description of Job Satisfaction - Job Performance 40

4.1.3 Demographic statistical description 41

4.2 The impact of demographic factors on Job satisfaction 43

4.2.1 Job satisfaction level between two groups of ages 44

4.2.2 Job satisfaction level between two groups of genders 44

4.2.3 Job satisfaction level among different work positions 44

4.2.4 Satisfaction among different working time at current company 45

4.3 Impact of job satisfaction on job performance 45

4.3.1 Statistical Results 45

4.3.2 Interpretation and Discussion 58

SUMMARY OF CHAPTER 4 64

CHAPTER 5 CONCLUSION AND RECOMMENDATIONS 65

5.1 Conclusion of research question 65

5.2 Recommendations for enterprises to enhance job satisfaction and performance of millennials white-collar employees in Ho Chi Minh City 66

5.2.1 Recommendations for “Nature of Work” factor 66

5.2.2 Recommendations for “Pay and Benefits” factor 67

5.2.3 Recommendations for “Training and promotion opportunities” 69

5.3 Research limitation and further reseaches 70

5.3.1 Research limitation 70

5.3.2 Proposal for further reseaches 71

REFERENCES 75 APPENDIX 80

ANOVA Analysis of Variance CFA Confirmatory Factor Analysis

MSQ Minnesota Satisfaction Questionnaire SEM Structural Equation Modeling

Figures Page

Figure 1.1 GDP Growth Percentage in Asia in 2019 1 Figure 1.2 FDI inflows into Vietnam in the period of 2009 – 2017 2 Figure 1.3 Vietnamese labour productivity in 2011 – 2017 3 Figure 1.4 Vietnamese labour productivity compared with countries in

Figure 4.2 Gender structure of survey respondents 41 Figure 4.3 Education level structure of survey respondents 42 Figure 4.4 The structure of working time at current companies 42 Figure 4.5 Working position structure of survey respondents 43

Table 3.1 Research Hypotheses 32

Table 4.1 Statistical description table of independent variables 40

Table 4.3 Initial result of EFA analysis for independent variables 47 Table 4.4 Final result of EFA analysis for independent variables 48 Table 4.5 EFA initial result for Job Satisfaction – Job Performance 49 Table 4.6 EFA final result for Job Satisfaction – Job Performance 50 Table 4.7 Standardized Regression Weights – CFA Test Result 52 Table 4.8 Composite Reliability and Average Variance Extracted 53 Table 4.9 Regression Weight – SEM Model on 1st try 54 Table 4.10 Regression Weight – SEM Model on 2nd try 55 Table 4.11 Standardized Regression Weight – SEM Model on 2nd try 55

CHAPTER 1 INTRODUCTION

This chapter as the beginning research provides a clear introduction of many fundamental aspects, consisting of rationale, research background and methods, aims and objectives, subject and scope, contribution as well as topic structure The chapter also presents a general perspective on the contents of the remaining four ones

1.1 Rationale of the research

The Vietnam economy has skyrocketed over the last years, which makes Vietnam be one of the most considerable growth in percentage of GDP growth in

2019 (just behind Lao and Cambodia)

Figure 1.1 GDP Growth Percentage in Asia in 2019 (Unit: %)

Source: Asian Development Bank, 2019

Besides, Vietnam economy also receives many valuable investments from foreign organizations and enterprises, and the total inflows into Vietnam value recorded at the end of 2019, including newly and additionally registered capital as well as additional existing capital ones, reach 38 billion USD, which raised by 7.2%

when comparing to the same period in 2018 and this is also the highest recorded value

in the last 10 years This actually brings Vietnam economy into both opportunities and challenges, especially in private sector ones where the competition happens fiercely day by day

Figure 1.2 FDI inflows into Vietnam in the period of 2009 – 2017

(Unit: billion USD)

Source: Ministry of Planning and Investment, 2017

In addition to this significant economic development, in terms of human resources or personnel aspect, according to a survey in the second quarter, 2016 of JobStreet.com, Vietnam has more than 13.000 employees, of which nearly 85% of employees surveyed feel dissatisfied with current jobs Also, according to the Vietnam Economic Annual Report 2018, Vietnam's labor productivity experience relatively considerable growth which has been expressed by the fact that with the economic growth in 2018 of 7,08 %, the labor productivity of the whole economy at current prices in 2018 was estimated at 102,2 million VND/labor (equivalent to US

$ 4.521 / labor which increased by 6% compared to 2017 Generally, in the period of 2011-2018, the labor productivity increased by an average of 4,88% / year (General Statistics Bureau, 2018) Nevertheless, Vietnamese productivity still ranked lowest

in Asia The average productivity level in Vietnam increased by 36%, however,

of Thailand and China (General Statistics Bureau); this makes enterprises in VietNam

in general or the economic center like Ho Chi Minh City in particular, consider again the relationship between job satisfaction and employee’s job performance and how

to effectively maximize these factors

Figure 1.3 Vietnamese labour productivity in 2011–2017

(Unit: million VND per labour)

Source: General Statistics Bureau, 2017

Figure 1.4 Vietnamese labour productivity compared with countries in area

Source: General Statistics Bureau, 2016

5,7

14,3

1 1,9 2,6 2,9 2,9

14,1

1 1,9 2,6 2,9

6,6

15,7

Vietnam Philippines Indonesia Thailand Malaysia Singapore

2016 2014 2010

Additionally, before solving that problem, businesses need to determine their employees belonging to what kind of generation, which can be The Baby Boomers, GenX, Gen Z or espcially Gen Y (Millennials) According to the Socio-Economic Situation Report (General Statistics Bureau, 2016), the Millennials accounts for the majority (about 51%) of the Vietnamese labor force In addition, the Millennials has many different characteristics compared to the previous ones, especially in the fashion of life, of thinking and ways of doing business making many firms difficult because of facing risks such as low performance or job-hopping Therefore, if an enterprise wishes to understand its employees, to implement appropriate human resources strategies to fulfill employees’ needs, maintain and promote, retain talents

so as to improve the business results of the company, the clear understanding about the impact of job satisfaction on Millenials employee’s job performance is a must-have This research is also a worldwide trend when it is forecasted that the Millennials will reach 75% of the global workforce by 2025

With those above notable emerging and existing problems, however, the studies drawing solutions or giving a comprehensive understanding about them have been relatively limited, which just appeared and got attention in abroad with some studies, and in Vietnam, just be around satisfaction, not mentioned clearly and concretely the job performance and the relationship between them, especially for the Millennials white-collar

Realizing the importance of above issues, the author decided to conduct the

research on the topic “The impact of job satisfaction on employees’ job performance: A study of white-collar millennials in Ho Chi Minh City” in order

to examine, evaluate and display the comprehensive picture about this consequence

to support businesses as well as corporations build and implement proper personnel management with the aim of maximizing not only human capital capabilities but also business performance

1.2 Research background 1.2.1 In the world

Since the late 1950s, the impact of job satisfaction on employees’ job performance has been a topic being much interested and studied all over the world

To examine this issue, most authors like Brayfield & Crockett (1955), Herzberg et al (1957) and Pushpakumari (2008) have used both primary and secondary data collection methods, through that building and analyzing models to draw conclusions Specifically, the following outstanding research papers are included

Firstly, this impact received inconsistent and weak results from the first periods, especially which happened before 21st century In details, prior to raising the

“Motivation - Hygiene factor theory” in 1964, Herzberg et al (1957), although having

a positive look about this relationship, the correlations they examined were generally low and came to the conclusion that further attention to satisfaction in relation to employee’s job performance need to be warranted Besides, despite finding that people derive intrinsic value from work, with the studies of Iaffaldano and Muchinsky (1985) as well as Brown and Peterson (1993), the relationship between job performance and job satisfaction has also been found to be inconsistent and weak, which was the same results with the research “Employee Attitudes and Employee Performance” (Brayfield & Crockett, 1955)

On the other hand, the effect of Job Satisfaction on Work Performance is considered as strong, even positive in other research For instance, employee performance is described as an explicit consequence of satisfying the needs of employees in the enterprises by stating that "it was typically assumed by most people associated with the human relations movement that job satisfaction was positively associated with job performance In fact, human relations might be described as an attempt to increase productivity by satisfying the needs of employees" (Work and Motivation, Vroom, 1964) Moreover, when it comes to this modern century – the 21st, this impact has again affirmed strongly positive with the support from a lot of

of research findings Notably, with the recent paper having close topic to this research, studying the employees in private sector organizations in Sri Lanka “The Impact of Job Satisfaction on Job Performance: An Empirical Analysis” (2008), Pushpakumari

confirmed firmly that: There is a significant impact of job satisfaction on job performance of employees working in private-sector organizations

In general, succeeding studies around the world have begun to explore employee satisfaction issues early and made significant discoveries about factors that affect employee satisfaction Nevertheless, there have not been many articles focusing

on Millennials white-collar employees, namely job satisfaction of Millennials collar employees Besides, previous abroad studies have also shown an influence of employees’ job satisfaction on their individual job performance but no studies have shown particularly millennials white-collar workers subject

White-1.2.2 In Vietnam

Being researched much worldwide, however, in Vietnam, the issue of the effect of job satisfaction on job performance or job performance separately have not been received much attention There is few researches mentioning this topic, although job satisfaction has still been studied individually

Concretely, in terms of Job Satisfaction subject, many valuable studies remarks reliable relevant findings across from the North to the South Vietnam which can be listed as “Đo lường mức độ thỏa mãn công việc trong điều kiện Việt Nam” which conducted in Ho Chi Minh City (Tran Kim Dung, 2005), “Đánh giá các nhân

tố ảnh hưởng đến sự hài lòng công việc của nhân viên khối văn phòng tại Hà Nội – Ứng dụng phân tích bằng mô hình cấu trúc tuyến tính” which prioritizing white-collar

Ha Noi (Dao Trung Kien, 2014) and also “Các nhân tố ảnh hưởng đến sự thỏa mãn công việc của nhân viên khối văn phòng ở TPHCM” (Chau Van Toan, 2009) Almost notable research, the amusement in job of Vietnamese as well as staffs in Ho Chi Minh city above average but not very strong; and factors having most significance on Job Performance are frequently Job Nature as well as Pay and Benefits

Nevertheless, with Job Performance as separate topic as well as when it comes

to the influence of Job Satisfaction on Job Performance, the number of official papers

is really limited, which are only listed some as “Would Better Earning, Work Environment, and Promotion Opportunities Increase Employee Performance? An Investigation in State and Other Sectors in Vietnam” indicating positive impact of

on job satisfaction, but also employees’ individual performance; the studies like “Job Stress, Involvement, Satisfaction and Performance of Employees in Garment 10 Corporation in Vietnam” (Viet Duc Than & Cuong Hung Pham & Long Pham, 2016) and “Determinants of job satisfaction on its impact on Job Performance in PVI HaNoi” (Phan Ngoc Tram, 2017) with the unique conclusion of the significantly positive relationship between the satisfaction when doing jobs and employees’ individual performance

In summary, the above studies help managers at the enterprises realize the need

to strengthen job satisfaction as well as job performance of workers in compaship However, none of the research focuses on Millennials' employees born from 1981 to

1996, who have new and complex personalities in their perceptions, lifestyles and ways of working Facing the situation that Millennials is gradually becoming a core workforce, it is essential to study the factors that influence the satisfaction and job performance of this generation, especially white-collar employees working for private-sector enterprises which has seen the significant growth in the last recent years In addition, the relationship between Satisfaction and Performance must also

be considered more carefully and more detailed to find out whether Millennials collar employee who is satisfied with his or her job will contribute the most valuable outcome or not

white-Overall, the research conducted in Viet Nam mentioning Job Satisfaction quite abundant, but still rare regarding Job Performance as individual and the relationship between them However, almost of those all come to the posititve findings which are firm foundation for further deep investigation

1.3 Objectives of the research

With investigation of both theories and empirical research together with survey conduction, the purpose of this thesis is to examine primarily whether or not the enjoyment when doing jobs can influence the effectiveness through accomplishing these subsequent objectives:

Firstly, to review theoretical framework and researches which have relationships with contain information examing the impact of job satisfaction on job performance of millennials white-collar employees in Ho Chi Minh City companies

Secondly, to determine the impact level of job satisfaction on job performance

of millennials white-collar workers contributing for enterprises in Ho Chi Minh City

Thirdly, by the way, to find out factors affecting job satisfaction of targeted subject in Ho Chi Minh City and discrepancy in influence level among distinctive demographic factors

Finally, to suggest possible solutions for businesses in Ho Chi Minh City to boost and strengthen job satisfaction of millennials white-collar and develop practical personnel strategies to enhance and strengthen employee’s job performance and business results

1.4 Subject and scope of the research

This thesis uses a combination of qualitative and quantitative methods

In terms of qualitative method, this research goes through process of asking people in forms of both focus group and in-depth interviews about their viewpoints and feeling of link between job satisfaction and employee’s job performance as well

as the factors impacting enjoyment in job separately, to more thoroughly understand the prevailing insights of targeted subjects through that can optimize the determinants chose to build each measurement scale and whole model research further

Besides, to check out those relationships in more logical and explicit way, the quantitative method is employed With the preliminary model, scale and hypotheses built from previous studies, the statistics are conducted by the method of non-probability convenience sampling of respondents Primary data are achieved through

an online structured questionnaire which consists of close questions with explicit choices This research utilizes the Five-point Likert scale, SPSS and AMOS software

to measure the value and meaning of variables Additionally, statistical analysis techniques including Cronbach’s Alpha, EFA, CFA, Pearson’s correlation, SEM Model as well as ANOVA Test are employed to inspect the reliability of the scale, proposed model and figure out impact of job satisfaction on job performance of millennials white-collar employees working in Ho Chi Minh City, together with investigating impact of some potential elements influencing that satisfaction

1.6 Research contribution

Theorectically, the paper focuses on a relatively modern subject which no previous studies domestically and internationally mentioned before, which is millennials white-collar employees With self-composed model, this contributes more comprehensive empirical understanding about impact of enjoyment when doing jobs on job effectiveness and distinguished characteristics of each element when examined on millennials white-collar in Ho Chi Minh City – the most prosperous economic center in Vietnam, which can fill the gap in huam resources related research aspect between Vietnam and the world outside

On the other hand, when it comes to practical aspect, as clarified in the rationale section, the Millennials generation plays an important part in the contemporary business development and sustainability Due to diversity in the personal attributes and mindset when compared to previous generations like Gen X, Baby Boomers or the later one like Gen Z as well as when compared to blue-collar workers, millennials white-collar ones appear to have their own typical set of job satisfaction as well as the way to perform job productively Therefore, this paper will

be the reliable resources for managers or leaders to carefully refer and catch up more effectively with millennials employees through that can review and make appropriate

modifications and improvements to current human resources policies with aim of enhancing business performance in contemporary competition context

- Chapter 4: Research results

- Chapter 5: Conclusion and recommendations

SUMMARY OF CHAPTER 1 With the aim of thorough investigating “The impact of job satisfaction on employees’ job performance: A study of white-collar millennials in Ho Chi Minh City”, this beginning chapter represents briefly the whole research content which

points out explicitly the emerging serious problems about the personnels in Viet Nam

as well as Ho Chi Minh together with not abundant related research globally and locally Furthermore, this chapter also gives general perspective in terms of methods comprising not only mainly quantitative but also qualitative, subject and scope as well as contribution and structure topic

CHAPTER 2 LITERATURE REVIEW 2.1 Job satisfaction

2.1.1 Definition of job satisfaction

Job satisfaction is a complicated concept with many different meanings depending on each person's conception in scientific research

If according to Locke (1976), job satisfaction is defined as “a pleasurable or positive emotional state”, which is “a function of the perceived relationship between what one wants from a job and what one perceives it is offering.”, Job satisfaction is described as a result of employee's perception of how well their job provides those things that are considered as important according to Mitchell and Lasan (1987) The fact that jobs satisfaction is the most vital and constantly studied attitude, is generally admitted in the organizational behavior field

Besides, Griffin & Bateman (1986) and Hackman & Oldman (1979) also suggest that job satisfaction may be defined as: “a cluster of positive and negative dispositions which are acquired and learned through experience, positive or negative attitudes based upon a person’s genetic inheritance, an outcome of an individual’s construction of his or her workplace reality, experience and mutuality of colleagues and supervisor’s evaluation, and an individual’s job characteristics and the extent to which an individual attempts to fit in with these characteristics according to his requirements from a job.”

Moreover, one of job satisfaction descriptions often cited in studies is the definition of Spector (1985) According to him, job satisfaction is defined as degree

to which people love (being satisfied) or not liking (not satisfied) work Therefore, job satisfaction affects how employees feel about different aspects of the job

Or recently, in the study of Theresa & Henry (2016), job satisfaction is considered as a result of employees’ perception of how well their job provides those things which are viewed as important, which the author found that was most appropriate based on the characteristics of Millennials' generation that the author decided, among many other concepts of job satisfaction used in many related research projects around the world This definition will be used throughout the study

2.1.2 Measurements of job satisfaction

In order to measure the amusement when doing jobs of personnel, two kinds

of methods are discovered and developed with distinctive features The first and more popular way is Job Facets measurements which focuses specifically on checking satisfaction of each aspect contributing to Job and the other is Global Scale which measures generally Job Satisfaction in simple opinion scale

2.1.2.1 Job Facets Measurements

Firstly, Job Descriptive Index (JDI) of Smith, Kendall and Hulin (1969) is

also widely used in more than 1200 studies to assess employee satisfaction at work JDI examines job satisfaction of employees through five factors:

- Nature of work: Regarding the nature of the job, the fit of the job assigned with competency and personality of the employee

- Training and advancement opportunities: Regarding awareness of training, advancement and self-development opportunities in organizations

- Leadership: Relates to the relationship between superiors, subordinates, support, superior attitude, ability and leadership style

- Colleagues: Relates to relationships, behaviors, competencies of colleagues

- Income: Related to fairness in paying employees inside and outside company

Big drawback of this is not having scale to examine job satisfaction in general

Besides, with Job Satisfaction Survey (JSS) of Paul E Spector (1985),

although the model was originally built and developed specifically for the service industry, JSS is currently applicable to all kinds of enterprises and organizations, from profit to non-profit In JSS, Spector expresses 09 factors to survey employee attitudes and satisfaction about the job and the facets of the job, including: (1) Salary, (2) Opportunity for promotion, ( 3) Supervision, (4) Contingent Rewards, (5) Coworkers, (6) Nature of work, (7) Operating conditions, (8) Communication, (9) Benefits

Thirdly, the Minnesota Satisfaction Questionnaire (MSQ) of Weiss, Dawis, England and Lofquist proposed in 1967 is quite popular because compared to JDI

and JSS, this is very specific and uncomplicated to comprehend, simple to apply

(Spector, 1997) MSQ uses one of the following two tables: a long table of 100 entries (1977 version and 1967 version) with each aspect being measured by a 5-point Likert scale ((1) very dissatisfied with the this aspect of the job; (2) not satisfied with this aspect of the job; (3) cannot decide whether or not satisfied with this aspect of the job; (4) satisfied with this aspect of the job ; (5) very satisfied for this aspect of the job) and a shorter measurement table of 20 items (corresponding to 20 elements) evaluating the overall level of satisfaction in each aspect The answers for each evaluation factor are added to the total or average score, creating a total score The lower the total score, the lower the employee's job satisfaction level at work However, the biggest weakness of MSQ is that the questionnaire is too long If using the shorter form of 20 questions, deviations are large and not fully reflect the feelings of the staff

Last but not least is the Adjust Job Descriptive Index which comes out in the

study “Nhu cầu, sự thỏa mãn của nhân viên và mức độ gắn kết đối với tổ chức”

of Tran Kim Dung in 2005, based on study of Maslow's demand pyramid model

With this exciting topic, besides 5 elements in JDI, the author has added 02 extra components ("Benefits" and "Working conditions") to suit the current conditions of Vietnam The model consists of 07 factors having an influence on employee job satisfaction as follows: (1) Salary, (2) Working conditions, (3) Nature of work, (4) Benefits, (5) Colleagues, (6) Training and advancement opportunities, (7) Supervisor

2.1.2.2 Global Scale Measurement: Single Global Rating

Single global rating is simply a response to one question Example: all things considered, how satisfied are you with your job? Here respondents decide among the answers indicating from “highly satisfied” to “highly dissatisfied”

To summarize, amusement when performing jobs is the topic receiving much interest all over the world which have been shown through lots of studies The results for the elements having an impact on this also get great attention, which appear quite commonly and popularly as Salary, Coworkers, Nature of work, Training and advancement opportunities, Supervisor Working Conditions and Contingent Rewards

2.2 Employee’s job performance

2.2.1 Definition of employee’s job performance

In contrast to the huge volume and last-long period studies of job satisfaction, the concept of employee’s job performance just recently has been studied carefully from the beginning of 21st century up to now

One of the first definitions of employee’s job performance is that it is regarded

as “the behaviours individuals engage themselves in or produce that are in line with and contribute to an organization’s goal” (Viswesvaran & Ones, 2000) Over ten years later, Ahmad and Khurram (2011), also argue that employee performance symbolises the broad belief of the personnel about their behaviour and contributions towards the achievement of the organization Besides, according to Nmadu (2013), employee’s performance is a degree of accomplishment of task(s) that form an employee’s job This definition was appropriate with the one given by Business dictionary (2010), that employees performance is “the accomplishment of a given task measured against pre-set standards of accuracy, completeness, cost and speed”

In author’s point of view, employee’s job performance, especially millennials’ ones nowadays, not just only related to accomplishment but also relying on behaviours expressing in routine to support for business performance; hence, it is found as the most suitable among above concepts of job applied throughout the study

2.2.2 Measurements of employee’s job performance

Firstly, Validity of Self-Evaluation of Ability: A Review and Analysis of Mabe and West's (1982) indicated, though both subjective ratings types:

Meta-reports and supervisory ratings have potential problems like bias, distortion,

self-reports may be a more valid indicator of performance which has been widely accepted

In second place, about Performance Rating, in The motivational bases of job satisfaction and job performance (Wofford, 1971), supervisors assessed

performance of their subordinates on a rank order form which focused on output quantity, ouput quality, work effort expended If an employee was rated in upper half

of work group for any two of these criterias, he was placed in high-performance group

Additionally, in 2008, with The Impact of Job Satisfaction on Job Performance: An Empirical Analysis, M D Pushpakumari measured employee

performance in terms of effort extended to job The questionnaire included seventeen close-ended questions to assess relevant variables that required answers can be gained more easily Respondents were requested to determine their level of effort extended

to the job by using a five point Likert scale ranging from great extend to very little

Last but not least, recently, in 2013, on International Journal of Productivity

and Performance Management, study of Development of an individual work performance questionnaire indicated Individual work performance consists of four

dimensions: Task performance defined as “proficiency or competency with which one performs central job tasks, which include work quality, work quantity and job knowledge”, Contextual Performance which are “individual behaviors that support the organizational, social and psychological environment in which the technical core must function”, Adaptive Performance known as “the extent to which an individual adapts to changes in a work system or work roles” and Counterproductive work behaviours, the ones can restrict, harm and destroy the development of organisation

in general as well as the productivity in particular Among 47 questions representing

47 small variables belonging to 4 above dimensions, the study showed clearly which ones appropriate to measure individual work performance in all occupational sectors

in general and white-collar employees in specific, which is the good and firm base for author to rely on and establish performance measure scale for this study

2.2.3 The impact of job satisfaction on job performance

There is few research with this topic, yet lead to two results Firstly, in abroad,

it was insignificant before 21st century along with the “Motivation - Hygiene factor theory” (Herzberg et al, 1964) Though having a positive look about this relationship,

the correlations they examined were generally low and came to the conclusion that further attention to satisfaction in relation to employee’s job performance need to be

warranted On other hand, recent ones in Vietnam and abroad as “The Impact of Job Satisfaction on Job Performance: An Empirical Analysis” (Pushpakumari, 2008),

“Job Stress, Involvement, Satisfaction and Performance of Employees in Garment 10 Corporation in Vietnam” (Viet Duc Than & Cuong Hung Pham &

Long Pham, 2016) and “Determinants of job satisfaction on its impact on Job Performance in PVI HaNoi” (Phan Ngoc Tram, 2017) with unique conclusion of

significantly positive relationship

All in all, Job Performance concept have proved as crucial when it comes to personnels quality With consensus in findings all over world, this concept not only focus on outputs directly related to each staff’s scope mentioned in job description, but also emphasizes relevant facets like efforts, soft skills (flexible, communication), positive attitude; which all constitue to the complete and overall assessment Also, this concept has been strongly recognized as positive resulted from job satisfaction

2.3 The Millenials

2.3.1 Definition of Millennials generations

The term Millennials is often used to refer to individuals who reach adulthood around the beginning of the 21st century However, there are many different concepts about this generation Neil Howe and William Strauss, author of the book

"Generations: The History of America's Future, 1584 to 2069" (1991) are supposed

to be the ones who created Millennials term Howe and Strauss defined the Millennials generation to include individuals born from 1982 to 2004

However, up to now, the age limit of Millennials has been determined by many different points of view In the book "The Lucky Few: Between the Greatest Generation and the Baby Boom" by Elwood in 2008, the definition of this generation was the ones born during 1983-2001 In the 2013 report, professional service firm Price waterhouse Coopers (PwC) suggested that the Millennials were born between 1980-1995 Besides, according to Synchrony Financial (2014), one of the leading consumer financial services companies in the US, Millennials were born in the period from 1976 to 1992 Or recently, in 2018, regards to Pew Research Center – the institute in Washington D.C informs publicly the demographic research, trends or social issues, the year born of this typical generation is officially between 1981 and

1996 (ages 24 to 39 in 2020) With the reliability of the institute and the updating in terms of date, the author decides to choose the definition of Millennials generation is people who were born between 1981 and 1996 as the range for further analysis

In addition, this generation is also known by different names like Generation

Y, Global Generation, Generation Next, and even called Net Generation (Internet Generation), Screenagers (Generations along with computer screens), or Facebookers for being first generation to grow and intimately connected with digital devices

2.3.2 Characteristics of Millennials in general

The prominent feature of Millennials is their interest in the technology, as they were born and raised during the booming and skyrocketing development phase of information technology throughout the world as well as in Vietnam These tech-savvy multi-taskers grow, mature and work via the internet, laptops, smartphones, tablets when the access to information sources is endless and extremely fast (Jessica Brack

& Kip Kelly, 2012) It can be said that social networks are extremely familiar, so they can learn good knowledge and communicate effectively with people half a world away from them This learning contributes to their positive, "can-do" thinking when confronting challenges and the desire to interact, expand more and more relationships

They are people with high self-esteem, high assertiveness and especially love flexibility and require promotion faster than previous generations Hence, Millennials are also known for: irregular, impulsive, lack of long-term attachment Besides, they are the most diverse generation up to now This diversity is manifested in many areas:

in work, life, hobbies, relationships, etc., and that diversity is found throughout the world, not just one race or one ethnic group (Jessica Brack & Kip Kelly, 2012)

2.3.3 Millenials at work

Firstly, about desires of businesses they contribute, Millenials value concept

"Money is not everything", besides there are many other factors equally important like the interest of self-development, the balance between work and life becomes important which is, they both desire a career and hope to spend time with the world around them outside of their work Besides, high desire for leadership and expectation for advancement quickly on the career path Therefore, they expect immediate dedication to the organization and expect rapid promotion, not willing to contribute and wait a few years to be recognized and progressed slowly on their career path;

Moreover, Millennials is generation having desire to receive immediate feedback from higher level with optimistic attitude to improve, because they attach

great importance to self-development Also, training are one of ways benefiting them most in addition to salaries Employees who choose training and development is more than three times that of choosing bonuses, because training brings personal development and has long-term future benefits (PwC, 2008) Hence, effect of satisfying employees just by raising wages will be less effective for Millennials

Secondly, about work-related perspectives such as work nature, superiors and working environment, firstly, Millennials appreciate importance of tasks and expect work to be done in accordance with their ability Moreover, Millennials also has their own distinguished characteristics Millennials do not consider superiors to be experts (like previous generations), because in current technology era they know where to find information, even broader rather than just getting from superiors Instead, they see superiors as coaches or mentors - a greatly important factor for development

And finally, regarding salary and benefits-related issues, majority of

millennials express that salaries partly reflect their position, role and competency, and are necessary tools to serve their aspirations, passion or self-development Since then, unlike the previous generation, they are not trying to find places with higher wages for the reason of living, but for a way of reflecting their competence as well as serving diverse life outside work Therefore, salary still plays extremely important role for Millennials, only different from previous generation in terms of purpose (Deloitte Millennial Survey, 2017)

To finalize, Millennials is the tech-savvy generation with plenty of typical characteristics due to born, growing and striving in this booming phase of technology, which can be listed as individualism, optimisim, can-do attitude, achievement - oriented and continuous learner Hence, thorough understanding about this generation which contribute major workforce in 10 years later is indispensable

SUMMARY OF CHAPTER 2

In chapter 2, 02 main parts are established On one hand, the author synthesizes definitions along age limits and characteristics of Millennials with theories and research Also, the author gathers previous papers of many authors about employee satisfaction and performance at workplace In chapter 03, the author clarifies impact

CHAPTER 3 METHODOLOGY 3.1 Research model design

In order to evaluate factors affecting job satisfaction and whether job satisfaction influences millennials white-collars’ performance in Ho Chi Minh City

or not, the research is carried out through two main phases: preliminary research with qualitative method in phase of questionnaire design through focus group together with in-depth interview and official research mainly by quantitative one The research process is carefully established through the survey design together with correlational design and causal comparative design as below visual illustration of procedure

Figure 3.1 Research process

In preliminary research period (February, 2020), from purpose of research, the theoretical basis, the related studies, the author proposed a research model and build

a scale for the concepts in model, questionnaire design Next, the author conducted a survey of 80 office workers aged 24 to 39 in Ho Chi Minh City to adjust the scale and complete the questionnaire The official questionnaire is attached to appendix 09

During the official research phase, the authors conducted data collection in the form of online survey Next, assessing the reliability of the scale through Cronbach's

Proposed model, hypotheses, scale building from previous researches

Preliminary interviews - adjustment

Official model, scale, hypotheses Cronbach’s alpha analysis

Exploratory factor analysis (EFA) Confirmatory factor analysis (CFA) Pearson correlation analysis

SEM model analysis Demographics factors influence analysis

Data collection and analysis

Results and Suggestions

Source: The author’s own processing

Alpha reliability coefficient, EFA discovery factor analysis method, Pearson correlation and CFA affirmative factor analysis method Finally, the entire model and research hypotheses are tested through Pearson analysis method and SEM analysis.

3.2 Research model selection and Hypothesis Development

3.2.1 Research model selection

The focus group discussion and in-depth interview method are two of the qualitative tools that helps researchers discover, adjust and supplement the scales for the concepts of the proposed research model before conducting formal research (Chirchull, 1979; Stewart and Shamdasani, 1990) Using Tran Kim Dung's Adjust Job Descriptive Index (2005) and references the model in Paul E Spector's Job Satisfaction Survey – JSS (1985) as a basis for studying the satisfaction of millennials' white-collar employees working for private-sector companies in Ho Chi Minh City, group discussios and in-depth interviews were conducted for the target group of office workers who had been working for 3-6 years or more between the ages of 25 and 30

In this paper, based on empirical results brought about by focus group discussions, the author sets out three main tasks for this activity Firstly, verification

of factors affecting job satisfaction and the effect of this on job performance of Millennials' white-collar workers which have been learned from research models in previous studies Through that, factors not initially included in the previous proposed research models will be discovered further to have more comprehensive picture After that, the author will adjust and supplement the scale for observed variables, build a questionnaire to survey Millennials' office workers working in Ho Chi Minh City

As mentioned in Chapter 2, about components positively affecting job satisfaction, there are findings being discovered such as Salary, Benefits, Nature of Work, Operating conditions, Colleagues, Training - promotion opportunities and Supervision turn out as all apparently impact amusement in job in a positive way despite difference in research scope: abroad and Viet Nam (Spector, 1985 & Tran Kim Dung, 2005), which shows consensus regardless of geographic

The Communication which was marked as employees’ satisfaction with communication in organization (Spector, 1985), is not considered here as Millennials

communication which is switched conveniently from face-to-face to online via Mail, social media,…Moreover, this factor is relevant to Operating conditions and Colleagues – Supervision so pleasant in communication is omitted to avoid repetition

So, a scale to measure job satisfaction of millennials' white-collar employees in Ho Chi Minh is constructed with these 7 subsequent elements:

(1) Pay and benefits

Figure 3.2 Proposed research model

Source: The author’s own processing

Pay and benefits

Operating conditions and procedures

Job satisfaction

Job performance

Training and Promotion

3.2.2 Hypothesis Development

3.2.2.1 Pay and benefits

Pay is considered as an important factor for each individual and needs to be reasonable and worthy of the work the employee does; because salaries partly reflect the appreciation of companies for their employees (Spector, 1994)

In terms of benefits, in Spector's model, he divided benefits into cash benefits and non-cash benefits (insurance, pension, etc) The benefits for employees in the same organization should be equal and the benefits of this organization should be as good and competitive as those of other organizations Increasing welfare also attracts the attention of employees and subsequently increases productivity (Suliman & Iles 2000) In fact, studies of Tran Kim Dung (2005) and Nguyen Thi Mai Trang (2013) also came to the conclusion that job satisfaction of employees is affected positively

by benefits

H1: The pay and benefits have positive impact on job satisfaction of millennials white-collar employees in Ho Chi Minh City

3.2.2.2 Operating conditions and procedures

Operating conditions and procedures comprise of physical conditions, company rules, administrative procedures and working time in company The enterprises having wonderful working conditions bring convenience and ease to the working process, make employees pleasant, safe and support employees so that they can contribute and dedicate themselves with high productivity Therefore, besides creating good environments and reasonable working time for employees, working procedures also need simplified, especially when Millennials enjoy flexibility and simplicity but effective at work (PwC, 2011)

H2: Operating conditions and procedures has positive impact on job satisfaction of millennials white-collar employees in Ho Chi Minh City

3.2.2.3 Nature of work

The satisfaction with nature of work is defined as the employee's satisfaction with the type of job, or the task they are assigned (Spector, 1997) The work nature

staff's abilities and qualifications Employees tend to like appropriate jobs so they have the opportunity to employ their own competencies; in other words, work itself has been viewed as one of key elements constituting pleasant in job (Castillo, 2004

& Shah et al 2012)

H3: Nature of work has positive impact on job satisfaction of millennials white-collar employees in Ho Chi Minh City

3.2.2.4 Training and Promotion Opportunities

Training and advancement opportunities mean that employees receive training opportunities on skills to improve and expertise to support their employees work better, thereby getting promoted to the higher position Maslow's demand hierarchy model also shows that self-affirmation is the highest demand in the demand hierarchy

In addition, according to the survey of Generation Y (Millennials) employees of Vietnamworks (2016), the factor of training and development opportunities is one of the factors that concern the considerable number of Millennials employees (30%) Therefore, creating more opportunities for employees to be trained and promoted will contribute to improve the employee satisfaction with their own careers (Spector 1997)

H4: Training and promotion opportunities has positive impact on job satisfaction of millennials white-collar employees in Ho Chi Minh City

3.2.2.5 Leadership

The 2016 survey of Vietnamworks about Generation Y employees represents that the trust in the leadership is one of the five indispensable factors Millennials employees care about most In addition, after many in-depth interviews with Millennials, the Supervisor element in Spector's research (1985) is found to be not wide and comprehensive enough because Supervisor is just the ones who directly in charge the job of employees whereas Leadership factor involves both the top managers as well as the direct superiors of the employee whose decisions the employee's job depends on Leaders are the ones who bring satisfaction to employees through communication, showing care, guidance, fair treatment, and acknowledging employee contributions

Besides, the leaders through the speaking as well as sharing information and knowledge, give feedback to help employees improve their work (Situational Leadership Theory, Paul Hersey and Ken Blanchard, 1970s - 1980s) In addition, the leader is an inspirational, exemplary person for employees to learn and strive for Therefore, the element of leadership style affects employee satisfaction when conducting their own jobs

H5: Leadership has positive impact on job satisfaction of millennials collar employees in Ho Chi Minh City

white-3.2.2.6 Contingent rewards and recognition

The enjoyment in work through recognition and reward for a job well done is

in line with the Skinner's Reinforcement theory, explaining that people tend to repeat the behaviors they are rewarded for, and in this case, the behavior of good work At the same time, the fact that employees are rewarded and recognized properly shows the care and the attention of the company's employees and fairness in the working environment It is said that both intrinsic (autonomy, respect, upcoming given challenges…) and extrinsic (incentitves, commissions) rewards are able to greatly boost not only the employees’ satisfaction at work but also the performance of them (Reio & Callahon, 2004)

H6: Contingent rewards and recognition has positive impact on the job satisfaction of millennials white-collar employees in Ho Chi Minh City

3.2.2.7 Colleagues

Colleagues are defined as people who work together in one organization (Spector, 1997) Harmonious working atmosphere, mutual affection, friendly colleagues, willingness to support each other help increase job satisfaction Smith & colleagues' JDI (1969) and Weiss, Dawis, England & Lofquist's MSQ (1967) model also referred to colleagues as one of indispensable factors having a positive influence

on job satisfaction of staffs

H5: Colleagues has positive impact on job satisfaction of millennials collar employees in Ho Chi Minh City

white-Last but not least, with the aim of investigating the impact of the satisfaction

in job on the effectiveness when performing work, there are also many studies turnings up to confirm and validate the prominent positive relationship between them like Vroom (1964) and Pushpakumari (2008) Although also still having some conclusions and findings mentioning the unsteady and insignificant consequences, the other studies still demonstrate and determine the relatively great likelihood that Job Satisfaction has considerable significance on Performance of staffs (Brayfield and Crockett, 1955)

H8: Job satisfaction has positive impact on performance of millennials collar employees in Ho Chi Minh City

white-3.2.3 Variable Definition

3.2.3.1 Pay and benefits

Satisfaction in Pay and Benefits (PB) is one of things being much cared for long time, including: money amount the employee receives periodically or after successful outcome, the employee's salary rise, insurance… This factor is measured

by the appropriateness of salary and welfare with the effort contributed, the clear path for salary increase, the satisfaction level with the chance to have salary boosted, with other relevant companies in industry as well as among internal employees These are indicated by PB1, PB2, PB3, PB4, PB5 respectively

3.2.3.2 Operating conditions and procedures

Satisfaction in operating conditions and procedures (OPE) expresses employees’ pleasant with company rules, responsibilites, working time and equipments in both safety and privacy issues They are represented by OPE1, OPE2,

OPE3, OPE4, OPE5

3.2.3.3 Nature of work

The satisfaction with nature of work (NOW) is evaluated through 4 aspects: meaningfulness, joy, pride and excitement (NOW1, NOW2, NOW3, NOW4) with simply the type of job they are contributing

3.2.3.4 Training and Promotion Opportunities

Pleasant in chances for training, advancement (OPP) is factor Millennails employees pay attention when contributing efforts in any company (30%) This amusement is also measured by attitudes of employees with number of chances in current company and compared to others in industry, overall satisfaction with chances for promotion and personal development (OPP1, OPP2, OPP3, OPP4)

3.2.3.5 Leadership

Leaders bring satisfaction to employees through communication, showing care, guidance, fair treatment, and acknowledging contributions Also, leaders through speaking and sharing information and knowledge, give feedback to help employees improve their work (Situational Leadership Theory, Paul Hersey and Ken Blanchard, 1970s - 1980s) Therefore, the element of leadership style affects employee satisfaction when conducting their own jobs; and in this research, the pleasant in Leadership (L) is assessed with five elements L1, L2, L3, L4, L5 indicating respectively feelings of employees about how leaders can motivate, give clear and prompt feedbacks as well as make subordinates aware importance of contribution

3.2.3.6 Contingent rewards and recognition

Both intrinsic (autonomy, respect, upcoming given challenges…) and extrinsic (incentitves, commissions) rewards are able to greatly boost not only the employees’ satisfaction at work but also the performance of them (Reio & Callahon, 2004) This satisfaction is measured by how employees feel about way colleagues give recognition with REW1, REW2 , REW3 variables in particular and REW generally

3.2.3.7 Colleagues

Colleagues forms as one of the most ìnfluential factors to the satisfaction and performance of each employee in any company They are the ones employees spend most time collaborating when making efforts and bringingoutcomes So, Colleagues satisfaction (COW) is measured through feelings of employees about performance

of coworkers, love for them, conflicts frequency (COW1, COW2 and COW3)

3.2.3.8 Job Satisfaction

The Job Satisfaction variable (SAT) itself is the prominent topic which has experienced many scales to measure And in this research, this variable is constitued through three elements SAT1, SAT2, SAT3 which individually stand for the basic pleasant of job, the view of job as a hobby and excitement when coming to work

3.2.3.9 Job Performance

Compared to Job Satisfaction, Job Performance (PER) has appeared as less popular but having more explicit constituted elements, which can be listed as Task Performance, Contextual Performance, Adaptive Performance and also Counter Productive Behaviours All those elements can comprehensively describe and illustrate the full picture of Job Performance

3.2.4 Statistical Research Model

Figure 3.3 Statistical research model

With established hypotheses and Variables Definitions, Statistical Research Model is established as below which shows in shorter forms, positive expected relationships between not only Pay-Benefits, Operating conditions- Procedures, Nature of work, Opportunities for training-promotions, Leadership, Contngent Rewards and Coworkers to Job Satisfaction, but also Satisfaction to Performance Statistical research model will be firm foundation for later examinations

PB

OPE

OPP NOW

+ +

+ +

3.3 Questionnaire design

Figure 3.4 Questionnaire design process

Source: The author’s own processing Specially, in first step, the author makes choice of observed variables for Job

Satisfaction and Factors affecting it The observed variables to measure the scale Job

Satisfaction and factors impacting on it, are initially built based on the research about Job Satisfaction and Cohesion of Tran Kim Dung (2005) and the Job Satisfaction Survey (Spector, 1985) After many trial surveys and in-depth interview, those variables have been amended to suit with the targeted subjects which are white-collars

in Ho Chi Minh City ranging from 24 to 39 years old – which belongs to Millennials

generation (Appendix 1)

Obbserved variables for Job Satisfaction & impacting factors choice

Observed variables for Job Performance choice

Likert scale choice

Self-report method choice

Preliminary scale

Trial survey Official questionnaire

-Secondly, observed variables for Job Performance were taken into

consideration to put into the scale They are chosen based on the scale of Individual Work Performance (IWP) due to the fact that Individual Work Performance is considered as behaviors of employees which are relevant to the objectives of enterprises, not just the result of those actions (Koopsman, 2013) which is appropriate definitions with the ones of Job Performance chosen above With this choice, the Task Performance, Contextual Performance and Adapting Performance factors are taking into consideration

Specially, Task Performance is described as the proficiency which workers perform the core technical tasks central to his or her job (Campbell, 1990), which often include work quantity and quality, job skills, and job knowledge (e.g Rotundo and Sackett, 2002; Campbell, 1990) or related to assigned duties as well as prescribed fulfilled responsibilities (Williams and Anderson, 1991) Besides, when it comes to Contextual Performance, this dimension can be defined as “behaviors that support the organizational, social, and psychological environment in which the technical core must function” (Borman and Motowidlo, 1993) Those behaviors can consist of

“effort, facilitating peer and team performance, cooperating, and communicating” (Rotundo and Sackett, 2002; Campbell, 1990) And finally, the Adaptive Performance which was a new and discovered lately in 2000s, is also included to measure Job Performance This dimension focuses on the extent to which an individual adapts to changes or in uncertain environment (Griffin et al., 2007)

Another noticeable point is that some researches also mention Counterproductive work behavior as a reliable dimension However, with definition

as behaviors harming growth of organization which is considered completely contrast with Contextual Performance, so it will not be elected to avoid replication Therefore, seven elements of three separate dimensions above: Task, Contextual, Adaptive Performance showing most appropriate with White-collar workers (Koopsman, 2013) were chosen to check out Effectiveness when doing jobs in this study (Appendix 1)

After that, Likert-scale choice need to be taken as the third step Likert Scale

is a set of questions which uses a 5 or 7-point scale, that ranges from one extreme side to another and includes a moderate or neutral option in its scale A five-point

Likert scale which “3” value considered as neutral was conducted because it has been most recommended by the researchers that it would reduce the frustration level of

patient respondents and increase response rate and response quality

Specifically, to measure Job Satisfaction and Factors affecting it, a five-pint Likert scale ranging from “Strongly disagree” to “Strongly agree” is extremely trustful to be exploited to check out how Millennials office employees in Ho Chi Minh city feel about each separate aspect in their workplaces such as Colleagues, Nature of job, Opportunities for training and promotion, Operating conditions and procedures, Leadership, Recognitions - rewards and Pay and Benefits (Spector, 1985

& Tran Kim Dung, 2005)

However, when it comes to examine Job Performance conditions of targeted objects, participants are required to rate bases on the frequency of their behavior Frequency ratings are more favorable ways compared to agreement ratings used in Job Satisfaction scale, because agreement ratings typically require individuals to consider whether he or she is likely to engage in each behavior, and may evaluate attitudes toward the behavior rather than actual behavior (Dalal, 2005) Frequency ratings expect individuals to recall how often one engaged in each behavior (Schwarz and Oyserman, 2001), and were therefore considered to be more valid and accurate

In the fourth step, the choice of way to fill the questionnaire is also need to be taken into consideration, and self-report is the prioritized chosen methof in this study

Self-report is one of most popular and useful methods when it comes to fulfill questionnaires Through this, results from questionnaires can be conveniently conducted to save times to analyze the problems Moreover, it can be conducted with most privacy and anonymization so respondents can frankly show opinions without doubt of sensitive information Although it still has many disadvantages like bias, this questionnaire can partly solve problem by limiting recall of opinions of experience

as three latest months to make answer reflecting more exactly feeling and conditions

Besides, to practice a deep analysis with the aim of having more thorough insight of what job satisfaction results in job performance, the next step in questionnaire design is forming preliminary scale Specifically, each scale will be

constituted by many smaller and more specific observed variables to help respondents

can easily answer with most relevant opinions relating to their current circumstances Subvariables for Job Satisfaction scale and 07 elements which may influence it, are chosen, gathered and developed based on Job Satisfaction Survey Questionnaire (Spector, 1994), a highly reliable source in which opinions are pretty general, almost congruous with the majority all over the world (Appendix 1) Furthermore, about the Job Performance scale, there are totally 07 opinions describing Job Performance comprehensively, in which variables PER1, PER2, PER3 defining Task Performance which is the core dimension; PER4, PER5 standing for Contextual Performance and the two last ones are directly related with Adaptive Performance (Appendix 10) Through that, overall, the main content of the preliminary questionnaire consists of

45 questions (39 quantitative questions and 06 personal informational questions people who conduct the survey) Of which 39 quantitative questions, there are 07 elements affecting Job Satisfaction, including in details: Salary and Benefits (05 questions); Contingent rewards, recognition (03 questions); Operating, working conditions (05 questions); Nature of work (04 questions); Colleague (03 questions); Training, promotion opportunities (04 questions); Leadership style (05 questions) as well as 03 questions of Satisfaction and 07 questions of Job Performance

Finally, after designing questionnaire, a trial survey is conducted with over

60 people who are office workers aged 24-39 working at offices or eating at convenience stores (Bsmart, Circle K, GS25) in District 1 and 10, Binh Thanh and Phu Nhuan District After conducting, received some suggestions from the surveyed respondents on how to use words, how to ask questions and rearrange the order of questions in a scientific way Specifically, initial questionnaire is written in English and given statements are arranged randomly, not belong to group, which seem quite struggle to comprehend and express exact feelings However, there were no comments referring to removal or supplement of questions Thus, author corrected aforementioned errors to finalize official questionnaire (Appendix 09)

Table 3.1 Research Hypotheses

Research Hypotheses Expected

outcomes Hypotheses basis

Related Variables

naire Items H1: The pay - benefits has

Question-positive impact on job

satisfaction of millennials

white-collar employees in Ho Chi

Minh City

+

Smith (1969), Spector (1985), Tran Kim Dung (2005), Dao Trung Kien (2014)

PB1, PB2, PB3, PB4, PB5

Question 1

to 5 and Question 30

to 32

H2: Operating conditions and

procedures have positive impact

on the job satisfaction of

millennials white-collar

employees in Ho Chi Minh City

+

Spector (1985), Tran Kim Dung (2005), Phong D Nguyen &

Chuong X Dang &

Lam D Nguyen (2015)

OPE1, OPE2, OPE3, OPE4, OPE5

Question 9

to 13 and Question 30

to 32

H3: Nature of work has positive

impact on job satisfaction of

NOW1, NOW2, NOW3, NOW4

Question 14

to 17, Question 30

to 32

H4: Training, promotion

chances have positive impact on

job satisfaction millennials

white-collar employees in Ho

Chi Minh City

+

Smith (1969), Spector (1985), Tran Kim Dung (2005)

OPP1, OPP2, OPP3, OPP4

Question 21

to 24 and Question 30

to 32

H5: Leadership has positive

impact on job satisfaction of

millennials white-collar

employees in Ho Chi Minh City

+

Smith (1969), Tran Kim Dung (2005), Dao Trung Kien (2014)

L1, L2, L3, L4, L5

Question 25

to 29 and Question 30

to 32

H6: Contingent rewards and

recognition positively impacts

job satisfaction of millennials

white-collar employees in Ho

Chi Minh City

+ Spector (1985), Tran Kim Dung (2005)

REW1, REW2, REW3

Question 6

to 8 and Question 30

to 32

H7: Colleague has positive

impact on job satisfaction of

millennials white-collar

employees in Ho Chi Minh City

+

Smith (1969), Spector (1985), Tran Kim Dung (2005)

COW1, COW2, COW3

Question 18

to 20 and Question 30

SAT1,SAT2, SAT3 PER1,PER2, PER3,PER4, PER5,PER6, PER7

Question 30

to 32 and Question 30

to 39

3.4 Data collection and analysis 3.4.1 Data collection and processing

The author collects data based on the key method which is online survey Through electronic media, social networking sites of Zalo, Telegram, Facebook, Gmail the author sent a survey link based on the data source already available The data examining methods applied in this study consist of Cronbach's alpha measurement, exploratory factor analysis (EFA), confirmatory factor analysis (CFA), linear structure model analysis (SEM) and ANOVA test Theorectically, these methods rely on large sample distribution theory and require relatively large sample sizes (Raykov & Widaman 1995) Specificly, the optimal sample size is five times the number of observed variables (Hair et al., 2006); so, for the 39 observed variables currently, the minimum number of samples is 195 In addition, to perform linear analysis, the sample size must be collected based on the formula n> = 8m + 50, where

n is the sample size and m are independent variables (Tabachnick and Fidell, 1996) Therefore, with 07 independent variables, the number of samples required is at least

106 Combined all compulsory minimum values for numbers of sample through many methods of data analysis, the author decided to set a sample number standard of 220 (over 195 which is the highest minimum compulsory value)

Besides, survey was directly distributed to buildings, companies and places familiar with Millennials' office workers such as convenience stores, cafes, next to companies and buildings, etc areas of districts 1, 10, Binh Thanh, Phu Nhuan and directly explain the question if the respondent has difficulty understanding the question, too After that, the author gathered 361 survey samples, of which 68 observations were obtained through paper questionnaires directly surveyed and 293 online questionnaires via Google form support tool and some social medias like Messenger, Zalo, Telegram to collect opinions and ideas about job satisfaction and performance of Millennials' office workers aged 24-39 in Ho Chi Minh City

With non-probability convenience sampling method, after omitting some invalid and inappropriate answers which are responded by the ones under 24 or over

39 years old, or the workers who not belongs to white-collar type, the author screened

323 satisfactory samples to officially put into implementation of study