The factors affecting the taking charge at pnj

23 3.2.2 Job Characteristics Work – related Expectancies, Supervisory Support, Perceived Organizational Support ..... There are many factors that impact on this behavior, but in this st

RESEARCH PROJECT (BMBR5103)

THE FACTORS AFFECTING THE TAKING CHARGE AT PNJ

STUDENT’S FULL NAME : LE NGOC QUYNH NHU

ADVISOR’S NAME & TITLE : DR NGUYEN THE KHAI (DBA)

August, 2015

Advisor’s assessment

Advisor’s signature

ACKNOWLEDGEMENT

I would like to take this opportunity to acknowledge the assistance of some individual that without them my study would not have been completed First of all, I would like to express my gratitude to Dr Khai Nguyen who has given me a lot of knowledge and information about the Business Research Management Moreover,

he has not only given a lot of advice, but also supported me whenever I needed help He has passed on to me the great motivation to be able to complete this study Secondly, I would like to thanks employees of PNJ, whom had helped to do the survey and collect data which is essential for me to conduct the research

Last but not least, I also wish to give my truthful thanks and my sincerest to my family and all of my friends for their encouragement, and great support

TABLE OF CONTENTS

ACKNOWLEDGEMENT 3

ABSTRACT 7

CHAPTER I: INTRODUCTION 8

1.1 Company Introduction 8

1.1.1 Organizational Structure 12

1.1.2 Organizational Culture 12

1.2 Research Problem Statement 13

1.3 Purpose Of The Research 13

1.4 Scope Of The Research 14

1.5 Significant Of The Research 14

1.6 Limitation Of The Research 14

CHAPTER II: LITERATURE REVIEW 15

2.1 Taking Charge 15

2.2 Career Satisfaction 17

2.3 Work – Related Expectancies 17

2.4 Supervisory Support 19

2.5 Perceived Organizational Support 20

CHAPTER III: RESEARCH METHODOLOGY 23

3.1 Research Model 23

3.2 Hypothesis 23

3.2.1 Job Satisfaction (Career Satisfaction) 23

3.2.2 Job Characteristics (Work – related Expectancies, Supervisory Support, Perceived Organizational Support) 27

3.2.3 Workplace Behaviors (Taking Charge) 34

3.3 Data Analysis 38

CHAPTER IV: ANALYSIS AND RESULTS 39

4.1 Cronbach’s Alpha 39

4.2 Descriptive Analysis 40

4.3 Hypothesis Testing 41

4.3.1 Hypothesis 1: Career Satisfaction is positively related to Taking Charge 42

4.3.2 Hypothesis 2: Work – Related Expectancies is positively related to Taking Charge 42

4.3.3 Hypothesis 3: Supervisory Support is positively related to Taking Charge 43

4.3.4 Hypothesis 4: Perceived Organizational Support is positively related to Taking Charge 43

CHAPTER V: CONCLUSION 44

5.1 Summary Of The Results 44

5.2 Discussion and Recommendation 46

5.3 Limitation 47

REFERENCE 48

APPENDIX 1 51

APPENDIX 2 57

LIST OF TABLES

Table 1: Measurement of Career Satisfaction……….… ………27

Table 2: Measurement of Work-Related Expectancies…….… ……….….29

Table 3: Measurement of Supervisory Support………….………… … ………31

Table 4: Measurement of Perceived Organizational Support….…… … … 32

Table 5: Measurement of Taking Charge……….… … ……….37

Table 6: Analysis results of Cronbach’s Alpha in the research…… …………40

Table 7: Descriptive Statistics……….….…… …40

Table 8: Model Summary……… ……… ……….41

Table 9: Coefficients……… ……….42

ABSTRACT

The willing to take charge of the employees is highly appreciate and is considered

as one of an important factors that promote the development of the company There are many factors that impact on this behavior, but in this study, I suppose that Career Satisfaction, Work – Related Expectancies, Supervisory Support and Perceived Organizational Support are affected the Taking Charge of employees at PNJ Company The theoretical framework of this study is tested by the data which collected from 274 employees at PNJ’s Headquarter

The finding of this research will provide very important information for PNJ’s management in order to help them to improve the policy, strategy, working environment…that is aimed to gain more skillful and talent employees

Key words: Career Satisfaction, Work – Related Expectancies, Supervisory Support, Perceived Organizational Support, Taking Charge

CHAPTER I: INTRODUCTION

1.1 Company Introduction

PNJ is a “top of mind” brand in customer’s awareness

whenever mentioned about the jewelry PNJ is short

named of Phu Nhuan Jewelry which has been established

since 1988 Putting customers' benefits and social benefits

to the corporate interests is PNJ's business philosophy

PNJ constantly improves customer’s satisfaction on the

basis of combining the interests of the company, customers and society, by consistently maintaining and improving the quality system PNJ has built its development orientation by confirmed its leading position on the creativity, flair, reliable and fashionable in jewelry

Since early 2004, PNJ has accelerated on all aspects of investment in machinery and equipment, system development, human resources development by regular training programs in the country and abroad The activity of company is showing the PNJ’s jewelry manufacturers by professional designs and unique style of PNJ The company is proud of the modern technology production, extensive distribution system throughout the country with dedicated and experienced sale teams

PNJ is proud of being an enterprise, who can meet the strict criteria of foreign enterprises, becoming the only enterprise export jewelry in Vietnam In the recent years, PNJ has exported to the US, Canada, Denmark, Australia, Japan and more

in the future

Type of business Joint stock company

Registered capital 600 billion VND

 Logo definition: Converge to Shine

- Five glimmers are simple, but powerful and equally soft and flexible, which

is the feature of jewelry creation – the main business of PNJ Besides, 5 glimmers also imply five basic elements (metal, wood, water, fire, earth, according to Eastern philosophy), reflecting the active and ongoing development of PNJ

- PNJ is the abbreviation of the company name – a valuable asset being established and developed during the last 20 years

 Color

The main colors are golden yellow and PNJ blue

- Golden yellow is the color of gold – the main material in jewelry creation

as well as the symbol of prosperity and wealth

- PNJ blue is the color of the sky and sea – a symbol of trust It is the color of cooperation, success and sustainability

The combination of golden yellow and PNJ blue demonstrates the fashion, style and belief

- Lawful profits and business morality are the bases for all PNJ conducts

- Build confidence and transparency in the organization to win trust

- Declare wars to eliminate any symptoms of dishonesty

 Quality

Quality is the backbone for survival and the standard to which the value of each individual and organization should be measured

- Ensure the quality of all resource for the creation of high quality products

Each individual commits to carry out his/her duties at the highest standard of quality ensure zero faulty items and handing out such items to others

Innovation is the key to sustainable development in any organization

- Do not become arrogant with past glories Ready to learn, ready to listen, ready to apply something new and acquire new knowledge, experience, as well as expertise

- Innovate continuously in order to leverage benefits for the organization

 Creativity

Creativity is the essence to make a difference and stands out from the crow

- Meeting customer expectations is the directive of the creativity

- Each individual and organization commits to empower creativity without fails, combining this merit with the working spirit, sense of responsibility, and passion to create new products and features that truly excel

1.1.1 Organizational Structure

1.1.2 Organizational Culture

The culture of PNJ is encapsulated in the phrase "PNJ’s common roof" The

"Common roof PNJ" is built successfully thanks to the specific identity, a key factor and especially is the core values which were forged in the journey over 25 years of PNJ, namely: Responsibility, Honesty, Quality, Innovation and Creativity The five values are the foundation that makes PNJ people, PNJ strength, PNJ spirit, become compass direction in every PNJ’s developing decision, in each specific plan and help each individual and collective behavior have unified, standards of work and life

PNJ’s culture has an important contribution to create the position of company Making competitive advantages, help the team grow stronger and attract more

talent, gathering employee that makes as the foundation and confidence for the sustainable development of PNJ

1.2 Research Problem Statement

It can be seen that, to maintain the number one position in the gold industry, aside from having unique business strategies, creative designs, and fashionable style… the contribution of over 1,000 employees to PNJ’s success is not small Human resource is an invaluable asset of the company and should always be invested and grow Employees need to diversify the work to improve their skills and create something new for not only the company but also their personal However, investing in people is an issue that PNJ has faced Most employees are not eager to change their work because of the following reasons:

- They do not like the new procedure at work

- They do not want to change their usual work

- Their current work load is too much

- They do not have enough time to handle new work

- They cannot see the value and the goal of new work

- The new job is not set clear plan and structure which made employee afraid

to take on

1.3 Purpose Of The Research

The purpose of this study is investigating the relationship between career satisfactions, work – related expectancies, supervisory support, perceived organizational support and taking charge among employees at PNJ

It is expected that regarding with the result, the PNJ’s management can find out what is the strong and the weak factors which affect the employee’s taking charge behavior Once the issue is identified specifically, it will be easier to improve at PNJ Company

1.4 Scope Of The Research

The research was conducted on 274 employees who are working at PNJ’s Headquarter The survey was sent to 320 employees personally for 2 weeks in July

2015 Only 307 surveys were returned in which 274 were used The rest 33 questionnaires were not completed and duplicated respond which could not be used

to conduct the research

1.5 Significant Of The Research

There are a lot of factors that affect the taking charge behavior However, the aim of this study is to clarify the influence of career satisfaction, work – related expectancies, supervisory support, and perceived organizational support on the employee’s taking charge behavior of PNJ It would be provided the specific and more comprehensive for the management about the problem that company has been faced This helps the company not only improve the working environment but also support and motivate the employees

Understanding the relationship between these factors, PNJ not only fix the problem but also to leverage on that to create opportunities and power for itself

1.6 Limitation Of The Research

Aside from the advantage and effort to make this study more realistic and perfect, there also some limitation that restrict the outcome It should be some certain reasons that make the staff are not provide the real information about this concern In addition, the survey was conducted in short time that leads the employees do not think carefully about the responds They just stick the answers automatically that causes the findings are incorrect and unreliable

CHAPTER II: LITERATURE REVIEW

In addition, Morrison and Phelps (1999) introduced the "taking charge" construct

to capture the idea that organizations need employees who are willing to challenge the status quo to bring about constructive change Taking charge is defined as constructive efforts by employees to effect functional change with respect to how work is executed At its essence, taking charge is change-oriented and geared toward improvement

Taking charge builds on the premise that OCB and extra – role behaviors among employees are beneficial for organization (Organ, 1990; Organ & Ryan, 1995), yet are insufficient to bring out important organizational changes Morrison and Phelps define taking charge as “voluntary and constructive efforts, by individual employees, to effect organizationally functional change with respect to how work is executed within the contexts of their job, work units, or organizations” (1999: 403) They further characterize taking charge as being discretionary, and specifically oriented toward improving the organization This definition, because of its change orientation, clearly distinguishes taking charge behavior from other in – role behaviors and extra – role behaviors that reinforce status quo processes It is also characterized as a situation – specific behavior, rather than purely an individual disposition As such, this construct definition is the most consistent with the

individual innovation effort construct, and is the basis for the measurement items used in this study

According to Graham (1986) and Miceli & Near (1992), taking charge also differs from other change-oriented behaviors such as principled dissent and whistleblowing

In general, taking charge can be understood that entails any discretionary behavior intended to effect organizationally functional change with respect to how work is executed within the context of one’s job, work unit, or organization, and which is executed through organizationally-sanctioned means

Evidence from a variety of sources highlights the potential value of taking charge In their work on socialization, Van Maanen and Schein (1979) argued for the importance of role innovation, where new employees reject and redefine aspects

of their work roles Similarly, Staw and Boettger (1990) highlighted the importance

of what they called task revision, where employees take action to correct a faulty task or misdirected work role As they pointed out, an employee who goes beyond the call of duty to accomplish an incorrectly specified role maybe highly dysfunctional for an organization Research on organizational innovation also highlights the potential benefits of employee initiated change for long – term organizational adaptability

In their work on issue selling, Ashford, Rothbard, Piderit, and Dutton (in press) argued that actions of top management provide clues that employees use to predict management’s likely response to risky initiatives If employees perceive that management will respond to taking charge favorably (or at least not negatively), they may feel more confident that they can bring about change successfully and be less concerned about political risk Hence, they will be more likely to initiate change

Workgroup norms that support and encourage change will also motivate employees to take charge When there are clear group norms, individuals have guidance as to which types of behavior are considered appropriate and inappropriate

by their peers Most individuals attach positive value to meeting the behavioral expectations of the group and try to meet those expectations (Ajzen & Fishbein, 1980) Norms also affect expectations about outcomes If workgroup norms support change, individuals will tend to perceive that taking charge entails fewer risks

2.2 Career Satisfaction

Career satisfaction has been linked to several important organizational outcomes, such as organizational commitment (e.g., Carson, Carson, Phillips, & Roe, 1996; Igbaria, 1991), intentions to leave, or “turnover intentions” (e.g.,Igbaria, 1991), and support for organizational change (Gaertner, 1989)

In the view of Greenhaus, Parasuraman, & Wormley (1990), career satisfaction

is the satisfaction that individuals derive from the intrinsic and extrinsic aspects of their careers, including pay, advancement, and developmental opportunities

Jen-Ruei Fu (2010) defined career satisfaction as the level of overall happiness experienced through one's choice of career Employees’ career satisfaction reflects how they feel about their career-related roles, accomplishments and success

Barnett & Bradley (2007) stated that significant predictors of career satisfaction include goal-specific environmental support and resources which provide social and material support for an employee’s personal goals

Career satisfaction measures the extent to which individuals believe their career progress is consistent with their own goals, values and preferences (Erdogan, Kraimer, & Liden, 2004; Heslin, 2003; Seibert & Kraimer, 2001)

2.3 Work – Related Expectancies

Vroom (1964) stated that expectancy theory could explain the work-related variables of occupational preference, morale, need achievement, group cohesiveness, and motivation for effective performance Expectancy theory focuses

on the proposition that work-related behavior can be predicted if the subjective

probabilities of outcomes and anticipated value of outcomes to individual are known

According to Lawler (1973), individual characteristics and learning play an important role in the formulation of an individual's perceived work-related expectancies

Employees believe that higher levels of job performance will be rewarded and employee expectancies about the relationship of better performance with increased pay, promotion, and job security It also assesses employee expectancies that better performance will lead to increased influence, supervisory approval, and recognition (Eisenberger, Fasolo, and Davis-LaMastro.,1990)

The Expectancy Theory of Motivation is best described as a process theory It provides an explanation of why individuals choose one behavioral option over others "The basic idea behind the theory is that people will be motivated because they believe that their decision will lead to their desired outcome" (Redmond, 2009) "Expectancy theory proposes that work motivation is dependent upon the perceived association between performance and outcomes and individuals modify their behavior based on their calculation of anticipated outcomes" (Chen & Fang, 2008) This has a practical and positive benefit of improving motivation because it can, and has, helped leaders create motivational programs in the workplace "This theory is built upon the idea that motivation comes from a person believing they will get what they want in the form of performance or rewards Although the theory

is not "all inclusive" of individual motivation factors, it provides leaders with a

foundation on which to build a better understanding of ways to motivate subordinates" (AETC, 2008) Expectancy theory is classified as a process theory of motivation because it emphasizes individual perceptions of the environment and subsequent interactions arising as a consequence of personal expectations

The theory states that individuals have different sets of goals and can be motivated

if they believe that:

- There is a positive correlation between efforts and performance.

- Favorable performance will result in a desirable reward

- The reward will satisfy an important need

The desire to satisfy the need is strong enough to make the effort worthwhile (Lawler, Porter L., Vroom, 2009)

House iand Dessier (1973) stated that four classes of variables may impact on any individual's expectancy perception:

- Leader behavior, concerning the function of the leader in clarifying expectations, guiding, supporting and rewarding subordinates;

- Individual characteristics, relating to the subjects' perceptions of their abilities with respect to performing their assigned tasks;

- Nature of the task, concerning whether the individual receives the necessary cues, reinforcements, and rewards directly from the accomplishment of his task; and (d) the practices of the organization, relating to the reward system, control system, rules, and constraints associated with the general functioning

of the organization

2.4 Supervisory Support

Supervisor support is defined as employees’ belief concerning the extent to which supervisors value their contributions and care about their well-being Employees need motivation to expend greater efforts and more personal resources

in innovative tasks when supervisor exhibit their individual consideration toward followers, followers are likely to perceive the warmth and consideration from their supervisors Similarly, employees who perceive support from their supervisors often feel obligated to pay back supervisors’ favors or kindness by helping supervisors to reach their stated goals (Eisenberger et al 2002)

Jung et al (2003) indicated that leadership is positively associated with employee-perceived empowerment and support for innovation Creativity and

innovation is an area where supervisors can have a strong impact on employee creativity through their influence on the context within which employees work (Shalley and Gilson, 2004) In order for innovative behavior to occur, supervisor needs to foster, encourage, and support creativity (Shalley and Gilson, 2004)

Oldham and Cummings (1996) found that supportive, non-controlling supervisors created a work environment that fostered creativity

Just as employees form global perceptions concerning their valuation by the organization, they develop general views concerning the degree to which supervisors value their contributions and care about their well-being (perceived supervisor support, or PSS; Kottke & Sharafinski, 1988) Because supervisors act as agents of the organization, who have responsibility for directing and evaluating subordinates’ performance, employees would view their supervisor’s favorable or unfavorable orientation toward them as indicative of the organization’s support (Eisenberger et al., 1986; Levinson, 1965) Additionally, employees understand that supervisors’ evaluations of subordinates are often conveyed to upper management and influence upper management’s views, further contributing to employees’ association of supervisor support with perceived organizational support

Supervisors are perceived as representatives of the organization, and have responsibility to direct and evaluate performance of subordinates, employees would view their supervisor’s encouraging or critical orientation toward them as indicative

of the organization’s support (Eisenberger, Huntington &Huchison, 1986; Levinson, 1965; as cited in Eisenberger, Stinglehaumber, Vandenberghe, Sucharski& Rhoades, 2002) It indicates to the beliefs of the employees about the extent to which their supervisors care for their well-being (Eisenberger et al., 2002)

2.5 Perceived Organizational Support

Organizational support theory (Eisenberger, Cummings, Armeli, & Lynch, 1997; Eisenberger, Huntington, Hutchison, & Sowa, 1986; Rhoades & Eisenberger, in press; Shore & Shore, 1995) supposes that to meet socioemotional needs and to

determine the organization’s readiness to reward increased work effort, employees develop global beliefs concerning the extent to which the organization values their contributions and cares about their well-being (perceived organizational support, or POS) Accordingly, employees showed a consistent pattern of agreement with various statements concerning the extent to which the organization appreciated their contributions and would treat them favorably or unfavorably in differing circumstances (Eisenberger, Fasolo & Davis-LaMastro, 1990; Eisenberger et al., 1986; Shore & Tetrick, 1991; Shore & Wayne, 1993) Employees evidently believe that the organization has a general positive or negative orientation toward them that encompasses both recognition of their contributions and concern for their welfare Perceived organizational support is employees’ “perception of being valued and cared about by the organization” (Eisenberger, et al 1990) Employees’ perceived organizational support makes employees feel obliged to be committed to the organization (Eisenberger et al., 1990) They also found positive relationships between perceived organizational support and performance

According to Tourangeau and Cranley (2006), perceived support is an important factor that indirectly affects the intention to remain employed

Eisenberger, Huntington, Hutchison, & Sowa (1986) stated that exchanges between

an employee and employing organization are called perceived organizational support

Eisenberger and colleagues (1986) developed the concept of perceived organization support to explain the development of employee commitment to an organization They proposed that “employee develop global beliefs concerning the extent to which the organization values their contributions and cares about their well-being” (1986:501), and they refer to those global beliefs as perceived organization support Adopting a social exchange framework, Eisenberger and colleagues argued that such beliefs underlie employees’ inferences concerning their organization’s commitment to their organization High level of perceive organizational support create feeling of obligation, whereby employees not only feel

that they ought to committed to their employers, but also feel an obligation to return the employer’s commitment by engaging in behaviors that support organization goals That is, employees seek a balance in their exchange relationship with organizations by having attitudes and behavior commensurate with the degree for employer commitment to them as individuals (Eisenberger, Fasolo, & Davis-LaMastro 1990)

CHAPTER III: RESEARCH METHODOLOGY

3.1 Research Model

The primary goal of this research is to clarify the relationship of career satisfaction, work – related expectancies, supervisory support, perceived organizational support and taking charge in PNJ Company This relationship is proposed in the following Hypothesized Research Model

and outcomes such as job performance or turnover Meta – analyses have shown that the relationship between performance and job satisfaction is positive, but small (George & Jones, 1997) However, analysis at the organizational level has shown that organizations with higher average levels of job satisfaction out perform other organizations (Ostroff, 1992) Some have suggested that we still lack a workable understanding of the way different factors such as work values, job satisfaction, and performance interact with one another (George & Jones, 1997)

Job satisfaction is generally defined as an employee’s affective reactions to a job based on comparing actual outcomes with desired outcomes (Cranny, Smith, & Stone, 1992) It is generally recognized as a multifaceted construct that includes employee feelings about a variety of both intrinsic and extrinsic job elements (Howard & Frink, 1996) Porter and Steers (1973) argued that the extent of employee job satisfaction reflected the cumulative level of met worker expectations That is, employees expect their job to provide a mix of features (e.g., pay, promotion, autonomy) for which the employee has certain preferential values The range and importance of these preferences vary across individuals, but when the accumulation of unmet expectation becomes sufficiently large there is less job satisfaction, and greater probability of withdrawal behavior (Pearson, 1991) Indeed, some interest in job satisfaction is focused primarily on its impact on employee commitment, absenteeism, intentions to quit, and actual turnover (Agho, Mueller, & Price, 1993) However, across studies, the proportion of variance in turnover explained by level of satisfaction may be smaller than originally thought (Hom & Griffeth, 1991; Lee, Mitchell, Holtom, McDaniel, & Hill, 1999) On the other hand, a 2 – year longitudinal study showed that employees who changed job and moved into a new occupation had higher level of work satisfaction in the new job than employees who changed jobs and stayed in the same occupation and employees who did not change jobs at all (Wright & Bonett, 1992) In particular, satisfaction with the facets of meaningful work and promotion opportunities were significant predictors of intentions to leave an organization Mathieu’s (1991) tests of the causal ordering of job satisfaction and organizational commitment found

that the effects of a variety of antecedents on organizational commitment were mediated by their impact on job satisfaction (Tsui, Egan, & O’Reilly, 1992)

Aspects of the work situation have been shown to be determinants of job satisfaction (Arvey, Carter, &Buerkley, 1991) For example, a broad situational factor, job level, is positively correlated with satisfaction with all aspects of the job probably because higher – level jobs tend to have better working conditions, pay, promotion prospects, supervision, autonomy, and responsibility (Robie, Ryan, Schmieder, Parra,

& Smith, 1998) Zeitz (1990) found that perceptions that employees have about numerous aspects of their work environment (management climate, job content, reward fairness, employee influence on work group, and promotion opportunities) explained job satisfaction This study also found distinct patterns of work satisfaction at different age levels for non – college graduates (U shape), non – elite professionals (down – ward sloping), and elite professionals (up – ward sloping) Personal characteristics such

as age, gender, education level, and pay grade did not contribute incrementally to explaining the variance in work satisfaction beyond that explained by variables describing the job situation In Agho, Price, and Mueller (1992), evaluation of alternative confirmatory factor models found that job satisfaction and the personality tendencies of negative and positive affectivity were empirically distinct

Judge and Hulin (1993) tested the differential effects of employee affective disposition on job satisfaction The study found that affective disposition was antecedent to general well - being, and well – being was reciprocally related with job satisfaction Judge and Watanabe (1993) found in a longitudinal study that the effects

of life satisfaction on job satisfaction were considerably larger than the effects of job satisfaction on life satisfaction It is possible that people with higher levels of satisfaction with life pay more attention to the positive aspects of job and less attention

to be negative aspects However, it appears that under conditions of organizational change, job satisfaction has larger effects on life satisfaction, suggesting that job satisfaction is an essential component of an employee’s life (Judge & Watanabe, 1993)

A qualitative study (Bussing, Bissels, Fuchs, & Perrar, 1999) suggested that job satisfaction is develop through assessment of the match among expectations, needs, motives, and the work situation Based on this assessment, a person builds up satisfaction (steady feeling of relaxation as a result of met expectations and needs) or dissatisfaction (feeling of tension as a result of unsatisfied needs and expectations) with her or his work In the case of dissatisfaction, employee may maintain or reduce their level of aspiration Maintaining aspirations in the face of work dissatisfaction can result

in pseudo work satisfaction, fixated dissatisfaction, and constructive dissatisfaction Fixated and constructive work dissatisfaction may result in mobilization of an employee’s problem – solving behavior (Bussing et al., 1999) Problem – solving behaviors seem to depend largely on variables such as control or social support at work Alternately, a more cynical view is that decreases in aspirations may lead to

“resigned” job satisfaction That is, some proportion of satisfied workers found in attitudinal studies may be explained by some workers who have passively resigned or given up on their work situation (Bussing et al., 1999)

b Measures of construct of Career Satisfaction

This measure was developed by Greenhaus, Parasuraman, and Wormley (1990) It measures satisfaction with career success, an internally generated and defined career outcome Besides general satisfaction with career progress, the measure assesses the extent to which an employee has made satisfactory progress toward goals for income level, advancement, and development of skills

The coefficient alpha ranged from 83 to 89 (Aryee, Chay, & Tan, 1994; Greenhaus et al., 1990; Seibert, Crant, & Kraimer, 1999)

Responses are obtained on a 5 – point Likert – type scale where 5 = strongly disagree,

4 = disagree to some extent, 3 = uncertain, 2 = agree to some extent, and 1 = strongly agree

Table 1: Measurement of Career Satisfaction

1 I am satisfied with the success I have

achieved in my career

5 – point Likert – type scale

2

I am satisfied with the progress I have

made toward meeting my overall career

goals

3

I am satisfied with the progress I have

made toward meeting my goals for

income

4

I am satisfied with the progress I have

made toward meeting my goals for

advancement

5

I am satisfied with the progress I have

made toward meeting my goals for the

development of new skills

3.2.2 Job Characteristics (Work – related Expectancies, Supervisory Support, Perceived Organizational Support)

a Definition

Job characteristics refer to the demand for valid measures of job characteristics

is driven by continuing efforts in organizations to determine the features of jobs that induce employees to work harder and perform better One of the most widely used perspectives of how aspects of jobs affect employee Willingness to consistently perform better is the job characteristics model (JCM) developed by Hackman and Oldham (1980) This model predicts that if a job is well designed, it leads to higher levels of three critical Psychological states These are experienced meaningfulness

of the work, such as results from the job that are meaningful within the employee’s system of values; experienced responsibility for the outcomes of the work, or belief

that the employee has personal accountability for the outcomes; and knowledge of the results of the work activities, including judgments of others about the quality or quantity of the work performed (Hackman & Oldham, 1980) The JCM predicts that jobs that are well designed have live key characteristics:

- Skill variety, which is the extent to which a job requires the use of different skills and talents

- Task identity, which describes the extent to which a job involves completing

a whole identifiable outcome

- Task significance, which is the degree to which a job has impact on the lives

of people in an organization or society in general

- Autonomy, which describes the extent to which a job provides the employee with discretion to choose how the work is done and to set the schedule for completing the work activities

- Job feedback, which indicates the extent to which carrying out the work activities provides the employee with clear information about his or her performance

Jobs with these characteristics create higher levels of the critical Psychological states, which in turn leads to higher levels of internal work motivation (Hackman & Oldham, 1980) Research on the JCM has generally found that employees in jobs that etc may affect the relationship between job dimensions, the psychological states, and internal motivation (Spector, Jex, & Chen, 1995)

The JCM has provided the framework from which to view the effects that job characteristics have on employee outcomes such as satisfaction, organizational commitment, and intention to remain with an organization (Hochwarter, Zellars, et al., 1999) Other approaches to describing and assessing job characteristics have been developed that provide an expanded view of jobs including engineering and biological perspectives (Campion, 1988) Many studies have attempted to isolate particular aspects of jobs, such as control, interdependence, and complexity that may have significant effects on workers (Dean & Snell, 1991; Karasek, 1979) An

increasing amount of attention has been paid to the role that contextual variables play in the perceptions that employees form about their jobs For example, perceptions of the extent to which employees believe they are empowered in their jobs and the extent to which employees believe the organization appreciates their efforts may affect the way that employees view I he identity, significance, variety, autonomy, and feedback in their jobs (Eisenberger, Huntington, Hutchinson, & Sowa, 1986; Gagne Senecal, & Koestner, 1997; Spreitzer.1995)

c Measures of construct of Work – Related Expectancies

This measure was developed by Eisenberger, Fasolo, and Davis – LaMastro (1990)

to describe the extent to which employees believe that higher levels of job performance will be rewarded This measure assesses employee expectancies about the relationship of better performance with increased pay, promotions, and job security It also assesses employee expectancies that better perfoemance will lead to increased influence, supervisory approval, and recognition

The coefficient alpha values for the subscales for pay/promotion reward expectancies and approval/ recognition expectancies ranged between 77 and 89 (Eisenberger et al., 1990; Smith & Brannick, 1990)

Responses are obtained on a 5 – point Likert – type scale where 1 = definitely not part of my job and 5 = extremely true of my job

Table 2: Measurement of Work – Related Expectancies

Pay/ promotion expectancy items

5 – point Likert – type scale

1

It is more likely that I will l be given a pay

raise or promotion at PNJ if I finish a large

amount of work

2

It is more likely that I will be given a pay

raise or promotion at PNJ if I do high-quality

work

3 Getting work done quickly at PNJ increases

my chances for a pay raise or promotion

4 Getting word done on time is rewarded with

high pay at PNJ

Approval/recognition/influence expectancy

items

5

Completing my work on time gets me greater

approval from my immediate supervisor at

PNJ

6

My immediate supervisor at PNJ gives me

more recognition when I get a lot of work

done

7

If I get my job done on time, I have more

influence with my immediate supervisor at

PNJ

8 My immediate supervisor at PNJ pays added

attention to the opinions of the best workers

9 When I finish my job on time, my job is

more secure at PNJ

d Measures of construct of Supervisory Support

This measure was developed by Greenhaus, Parasuraman and Wormley (1990) to assess employee perceptions of the extent to which they receive supervisory support

in their job In general, supervisory support may include career guidance, performance feedback, challenging work assignments, and work opportunities that promote employee development and visibility

This construct’s reliability was 93 (Greenhaus et al., 1990)

Responses are obtained using a 5 – point Likert – type scale where 5 = strongly disagree, 4 = disagree to some extent, 3 = uncertain, 2 = agree to some extent, and 1

= strongly agree

Table 3: Measurement of Supervisory Support

1 My supervisor takes the time to learn about

my career goals and aspirations

5 – point Likert – type

scale

2 My supervisor care s about whether or not I

achieve my goals

3

My supervisor keeps me informed about

different career opportunities for me in the

organization

4

My supervisor makes sure I get the credit

when I accomplish something substantial on

the job

5 My supervisor gives me helpful feedback

about my performance

6 My supervisor gives me helpful advice about

improving my performance when I need it

7

My supervisor supports my attempts to

acquire additional training on education to

further my career

8

My supervisor provides assignments that

give me the opportunity to develop and

strengthen new skills

9 My supervisor assigns me special projects

that increase my visibility in the organization