Factors affecting the helping behaviors of employees in ivac

ABSTRACT The purpose of the study is to discuss factors affecting to the helping behaviors of employees in Institute of Vaccines and Medical Biologicals IVAC through a questionnaire.. Th

RESEARCH PROJECT

(BMBR5103)

FACTORS AFFECTING THE HELPING BEHAVIORS OF EMPLOYEES

Advisor’s assessment

Advisor’s signature

TABLE OF CONTENTS

LIST OF TABLE 4

ABSTRACT 5

CHAPTER 1 – INTRODUCTION 6

1.1 COMPANY BRIEF INTRODUCTION 6

1.1.1 Name of the Company 6

1.1.2 Headquarters 6

1.1.3 The structure of organization and management of the company 10

1.1.4 Characteristics of this particular company model 11

1.1.5 Directorate, Councils and Officials 16

1.2 RESEARCH PROBLEM STATEMENT 18

1.3 SCOPE OF THE RESEARCH 18

1.4 SIGNIFICANCE OF RESEARCH 18

CHAPTER 2 – LITERATURE REVIEW 19

2.1 DEFINITION OF CONSTRUCT 19

2.1.1 Helping Behaviors 19

2.1.2 Perceived Person-Organization Fit 20

2.1.3 Supervisory Support 21

2.1.4 Procedural Justice 22

2.1.5 Overall Job Satisfaction 22

Chapter 3: RESEARCH MODEL AND HYPOTHESES 24

3.1 RESEARCH MODEL 24

3.1.1 Dependent Variables: 24

3.1.2 Independent Variables: 24

3.2 RESEARCH HYPOTHESES: 25

3.3 DATA COLLECTION 25

3.4 MEASURE OF EACH CONSTRUCT 25

3.4.1 Helping Behaviors 25

3.4.2 Perceived Person-Organization Fit 27

3.4.3 Supervisory Support 29

3.4.4 Procedural Justice 30

3.4.5 Overall Job Satisfaction 32

Chapter 4: RESULTS AND FINDINGS 35

4.1 RELIABILITY STATISTIC 35

4.2 DESCRIPTIVE STATISTIC 35

4.3 HYPOTHESIS TESTING RESULT: 36

Chapter 5: DISCUSSION 39

REFERENCE 41

APPENDIX 45

LIST OF TABLE

Table 1: Measurement of Helping Behaviors……… 27

Table 2: Measurement of Perceived Person-Organization Fit……… 28

Table 3: Measurement of Supervisory Support……… 30

Table 4: Measurement of Procedural Justice……… 32

Table 5: Measurement of Overall Job Satisfaction……… 33

Table 6: Reliability statistics……… 35

Table 7: Descriptive statistics……… 36

Table 8: Model Summary……… 36

Table 9: Coefficients a……… 37

ABSTRACT

The purpose of the study is to discuss factors affecting to the helping behaviors of employees in Institute of Vaccines and Medical Biologicals (IVAC) through a questionnaire

This study analyses whether or not there are the significant relationships between Perceived Person-Organization Fit and Helping Behaviors, Supervisory Support and Helping Behaviors, Procedural Justice and Helping Behaviors, Overall Job Satisfaction and Helping Behaviors in IVAC

The theoretical framework of this study was tested by collecting data from employees in IVAC Questionnaires were given personally to 308 employees; in which 275 questionnaires were returned and used for the statistical analysis The reliability analysis, descriptive analysis, and hypothesis testing were employed to analyze the data

Although there are some limitations, the research outcomes are expected to be a possibly constructive source for IVAC to refer in building strategies and polities to enhance helping behaviors among employees

Keywords: Helping Behavior, Perceived Person-Organization Fit, Supervisory Support, Procedural Justice, Overall Job Satisfaction

CHAPTER 1 – INTRODUCTION

1.1 COMPANY BRIEF INTRODUCTION

1.1.1 Name of the Company

- Vietnamese name: Vien Vac xin va Sinh pham Y te

- English name: Institute of Vaccines and Medical Biologicals

Decision No 621/QD-TTg dated April 18, 2006

Since 1990, IVAC has successfully produced and sell Diptheria-Tetanus-Pertussis vaccine, Tetanus vaccine, and vaccine for Tuberculosis to the Expanded Programme

on Immunization Nowadays, There are 13 kinds of vaccine have been produced in IVAC

IVAC has built its facilities to become a relatively complete and integrated production unit from additional technical services to main production lines It has a large breeding farm for laboratory animals and crucial source technology with modern equipment for important functions such as: biofermentation technology; freeze-drying technology; antigen and antibody purifications; serum preparation technology from horses - plasmapheresis; vaccine fill - finish technology; production technology of influenza vaccine based on embryonated chicken egg; microbiological, chemical-immune techniques and cell culture for quality control of

products

Functions: IVAC has such functions as research, manufacture, business,

consultancy and service, cooperation in vaccines and medical biologicals; personnel

training

Responsibilities:

- Scientific and technological research

- Doing research and applying scientific and technological advances in the production of vaccines and medical biologicals

- Trial production, technological transfer, investment cooperation in developing new vaccines and medical biologicals with domestic and foreign individuals and organizations

- Making scientific research theses of all levels

- Involved in making and giving directions for the use of vaccines and medical biologicals

Production, business, consultancy and service operation

- Production of vaccines, sera and medical biologicals for domestic supply and export

- Business, import, export of semi finished and finished products of vaccines and medical biologicals

- Consultancy and service operation, including injection relevant to vaccines and medical biologicals within the competence of IVAC

- Retraining and sharpening technical staffs professional skills

- Compiling materials for teaching, reference books, preventive health magazines and disseminating specialist knowledge

International cooperation

- Establishing and maintaining the relationships with countries, governmental and nongovernmental organizations and individuals in the region and around the world in the training and research in the field of vaccines and medical biologicals in accordance with the law;

- Making plans and organizing the implementation of international cooperation programs and projects on vaccines and medical biologicals; seeking for international aid in the fields of scientific research, labor

training, basic construction and equipment supply prescribed by the law;

- Organizing and co-organizing training courses, workshops and international scientific seminars within the framework of law;

- Making plans for delegates under the international cooperation programs with IVAC; sending staff to attend training courses or do research abroad and receiving foreign trainees to do research and exchange experience at IVAC in accordancc to the lawful regulations on international cooperation IVAC must be responsible in law for the workforce sent or allowed by IVAC to go abroad and for the management of the delegates‟ arrival and departure

- Establish State enterprises under IVAC when needed to produce and trading

in vaccines and medical biologicals and provide scientific and technical services related to the functions and responsibilities of IVAC prescribed by the law;

- Implementing scientific, technical and preventive health services in its allowed scope of specialty, developing domestic and international cooperation projects prescribed by the law to support professional activities and raise funds for IVAC to improve its staff s living standards;

- Making reports on all the activities of IVAC in accordance with the law

1.1.3 The structure of organization and management of the company

Director

Production Vice Director

DPT vaccine Department

BCG vaccine Department

Sera Department

Final Product Department

Influenza vaccine Department

Probiotic Department

Quality Vice Director

Quality Assurance Department

Quality Control Department

Research and Development

Suoi Dau Breed Farm

Total IVAC‟ s manpower: 328 persons

Average age: ≤ 40: 51%; ≤ 50: 43%; < 60: 6%

This is the strength of IVAC with the experienced, qualified team in producing, controlling, managing vaccines as well as in breeding animals for quality control In current 5 years, 200 staffs have been educated at some developed countries to upgrade technical/professional skills and Quality Assurance knowledge

1.1.4 Characteristics of this particular company model

IVAC has authority to autonomy and self-responsibility for implementing the government‟s Decree 43/2006/ND-CP

IVAC is responsible for being led and managed by the Minister of Health and technically directed in by State authorities

IVAC is allowed to cooperate with agencies and individuals inside and outside the medical department from central to local levels to implement functions and responsibilities assigned by the Minister of Health

IVAC may cooperate with foreign organizations and individuals in the fields assigned by the Minister of Health and abide by international cooperation regulations on healthcare

IVAC is under the territorial management of the provincial peoples‟ committees of Khanh Hoa in accordance with the law and takes responsibility for cooperation with the local and relevant organizations to fulfill assigned functions and tasks IVAC is entitled to:

- Decide on property procurement, investment in construction of material foundations with non-business operation development funds and mobilized capital according to the plans approved by the Minister of Health authorities; participate in bidding for service activities in accordance with its professional domains; use property for joint venture, cooperation or contribute capital to joint-ventures with domestic and foreign organizations and/or individuals for construction investment, procurement of machinery and equipment for service activities

- Decide on its payroll; to sign labor-hiring or package contracts for the performance of jobs which need no regular staffs on the payroll, to sign contracts or other forms of cooperation with domestic and foreign experts

as well as scientists so as to meet the IVAC‟s professional requirements

- Decide on recruitment of cadres and civil servants through examination or consideration; decide on appointment of civil servants (for titles equivalent

to senior experts or lower titles), sign working contracts with recruits who satisfy all criteria of the concerned ranks and are compatible with the structure of professional titles; decide on mobilization, detachment, retirement, job severance, termination of working contracts, commendation

or discipline of cadres and civil servants under IVAC management; decide

on the raising of salary grades on time or ahead of time for cadres and civil servants in the same rank and receive, transfer holders of titles equivalent to senior experts or lower titles; decide to invite foreign specialists for professional jobs, send its cadres to work or study abroad in order to raise IVAC‟s professional qualifications

IVAC must register, declare and pay all taxes and other amounts (if any), enjoy tax exemption or reduction

IVAC may borrow capital from credit institutions, mobilize capital from its cadres and civil servants for investment in expansion and raising of quality operations,

organization of service activities in line with its functions and tasks, and have to pay debts by itself

IVAC has a legal status and a private stamp with an account at the State Bank and Treasury

Financial source of IVAC is from:

- State budget allocations for: performance of scientific and technological tasks; implementation of personnel training programs; implementation of national target programs; performance of orders placed by competent state agencies (investigation, planning, survey or other tasks); performance of urgent tasks assigned by competent authorities; implementation of the policy on payroll streamlining under the state regime; construction investment, procurement of equipment, overhaul of fixed assets in service

of non-business operations according to projects approved by competent authorities within the annually-assigned estimates; and reciprocal capital for implementation of projects funded with foreign capital sources which have been approved by competent authorities;

- Revenues from operations, including: the revenue from service activities; the revenue from other operations; profits gained from joint-venture or cooperation activities, interests on bank deposits

- Aids, financial supports, gifts, presents and donations provided for by law

- Other sources, including: capital borrowed from credit institutions, capital mobilized from cadres and civil servants within the units; and joint-venture and cooperation capital of domestic and foreign organizations and individuals provided for by law

Expenditure of IVAC include:

a) Regular expenditures, including:

- Salaries and allowances

- Operations according to the functions and tasks;

- Service activities (including those on fulfillment of obligations towards the state budget, fixed asset depreciation under regulations, and payment of loan principals and interests according to the provisions of law)

b) Irregular expenditures, including:

- Performance of scientific and technological tasks;

- Implementation of personnel training and fostering programs;

- Implementation of national target programs;

- Performance of orders placed by the State (investigation, planning, survey

or other tasks) according to prices or price brackets set by the State;

- Reciprocal capital for implementation of projects funded with foreign capital sources according to regulations;

- Performance of urgent tasks assigned by the Ministry of Health authorities;

- Payroll streamlining according to the state-prescribed regime;

- Capital construction investment, procurement of equipment, overhaul of fixed assets for implementation of projects approved by the Ministry of Health authorities;

- Implementation of projects funded with foreign aids;

- Joint venture and cooperation activities;

- Expenses for rewards;

- Other expenditures under regulations

Management of assets, materials, equipment and basic construction in IVAC:

- Every year, IVAC uses the current fund for maintaining, repairing and testing equipment and machinery; upgrading and improving the infrastructures of IVAC

- With regard to fixed assets used in service activities, depreciation must be made to recover capital IVAC may retain fixed asset depreciation sums and proceeds from the liquidation of assets belonging to the state budget for supplementation of non-business operation development funds

- Fixed asset depreciation sums and proceeds from the liquidation of assets belonging to loan capital sources shall be used for debt payment Where all debts have been paid, IVAC may retain the remainder for supplementation

of its non-business operation development funds

With regard to activities of performing the functions and tasks assigned by the State, IVAC shall calculate expenditures on wage and remuneration paid to its cadres, civil servants and laborers according to the rank and position-based wage levels stipulated by the State

Annually, after paying expenditures, taxes and fulfilling other financial obligations under regulations, the units shall be entitled to use positive differences between revenues and expenditures in the following order:

- Deducting at least 25% for setting up the nonbusiness operation development fund;

- Paying increased incomes to laborers The payment of increased incomes to laborers comply with the principle that who work with higher productivity and make more contributions to increasing revenues and reducing expenditures shall be paid more than others

- Making deductions for setting up the reward fund, the welfare fund and the reserve fund for income stabilization With regard to the reward fund and the welfare fund, the maximum deduction level shall not exceed the average

of 3 months' increased wages, remunerations and incomes actually paid in the year

Every year, IVAC must estimate revenues, expenditures; manage and use sources

of existing funds in accordance with the law The director is responsible for reporting the general estimate and account in accordance with the law in force IVAC must make financial disclosure in accordance with the law

IVAC executes self-examination and supervision activities according to assignments and level; and is under supervision of the Ministry of Health and State authorized agencies

1.1.5 Directorate, Councils and Officials

a) Directorate

There are 4 members (the director and 3 vice directors) in directorate They are appointed, re-appointed and dismissed by the Minister of Health according to the law They are accountable before their immediate superior agencies and before law for his decisions in exercising the right to autonomy with regard to the tasks, organizational apparatus, payroll and finance of IVAC

Duties of Directorate

- To organize the implementation of the State's regulations on environmental protection, security, social order, maintenance of safety and state secrets in IVAC‟s operations To fulfill obligations towards the State and implement preferential policies towards policy beneficiaries

- To elaborate plans for exercise of the right to autonomy and responsibility according to the provisions of this Decree and report them to superior agencies

self To elaborate and organize the implementation of internal spending regulations under the guidance of the Finance Ministry

- To organize the management and use of cadres and civil servants according

to the provisions of law; ensure regimes for, and interests of, laborers in terms of wages, remunerations, social insurance, health insurance,

professional training and retraining in accordance with the provisions of law

- To organize the bookkeeping accounting, statistics, management of assets

in strict compliance with the provisions of law, reflecting fully and promptly all revenues and expenditures of the units in accounting books To comply with the regulations on the regime of information and reporting on nonbusiness operations of the units in accordance with current regulations

- To observe regulations on grassroots democracy and financial publicity in accordance with current regulations

- To implement the State's and Party's regulations on activities of Party and mass organizations To be responsible for coordinating with, and creating conditions for, Party and mass organizations to join in supervision and management of all aspects of the units' operations

b) Councils

There are 2 councils in IVAC The scientific council and the moral council in medical and biological research provide advice for the director on the strategy on scientific and technological research, personnel training and preventive health service

The organization and operation of the scientific council and the moral council in medical and biological research adhere to the regulations of the Ministry of Science

& Technology and the Ministry of Health

eligible and enjoy all the rights prescribed by the law

1.2 RESEARCH PROBLEM STATEMENT

IVAC is the largest manufacturer of vaccines and sera in Vietnam

To maintain its competitive position, IVAC has equipped itself a staff of highly qualified and experienced

However, in recent years many skilled and experienced employees have reached retirement age so IVAC has to recruit new employees

There is not any university in Vietnam has specialized training in vaccine and serum production Therefore, it is necessary to identify the factors influence helping behavior that helps IVAC greatly reduces the cost of training abroad

1.3 SCOPE OF THE RESEARCH

This study was conducted on all employees of IVAC with managers excepted Each employee was sent with a questionnaire to fill in

1.4 SIGNIFICANCE OF RESEARCH

This study examined the relationships between Perceived Person-Organization Fit and Helping Behaviors, Supervisory Support and Helping Behaviors, Procedural Justice and Helping Behaviors, Overall Job Satisfaction and Helping Behaviors in IVAC

With the results of study, the managers of the IVAC could adjust strategies and policies to strengthen helping behaviors This study could also serve as a reference for other managers to improve helping behaviors for their department

CHAPTER 2 – LITERATURE REVIEW

2.1 DEFINITION OF CONSTRUCT

2.1.1 Helping Behaviors

Helping behavior refers to voluntary actions intended to help the others, with reward regarded or disregarded It is a type of prosocial behavior (voluntary action intended to help or benefit another individual or group of individuals, such as sharing, comforting, rescuing and helping)

According to Penner, Louis A., John F Dovidio, Jane A Piliavin, and David A Schroeder (2005) humans‟ survival relied strongly on the processes of giving and helping Those who displayed prosocial dispositions were thus met with evolutionary success Group selection evinces that if two groups are in direct competition with one another, the group with the larger number of altruists will have an advantage over a group of mainly selfish individuals Kin selection theory

is one perspective on helping behavior In this theory, helping behavior psychology can be due to evolution Natural selection contributes to the survival idea, and humans are screened out of the evolution process if they lack the ability to adapt to environmental changes To survive among groups of people with a similar genetic composition, desirable behaviors are maintained

A second perspective is called negative-state relief model helping behavior that people help because of egoism Egoistic motives lead one to help others in bad circumstances in order to reduce personal distress experienced from knowing the situation of the people in need Helping behavior happens only when the personal distress cannot be relieved by other actions The model explains also people‟s avoidance behavior from people in need: this is another way of reducing distress Fultz J., Schaller M., and Cialdini R.B (1988) found that people who are anticipating positive events (listening to a comedy tape), will show low helping

motivation since they are expecting their negative emotions to be lifted up by the upcoming stimulation

Empathy-altruism is the theory that helping behavior is triggered by empathy As Gilovich T., Keltner D., and Nisbett R.E (2006) Helping behavior may be initiated when we feel empathy for the person, that is, identifying with another person and feeling and understanding what that person is experiencing

Reciprocal helping behavior is a fourth perspective In general, people help others without the thought of personal gains that may occur as a result This theory states that people think about future benefits for themselves when they help others, as long

as the benefit will outweigh the sacrifice Future benefits can include similar repayment by the person being helped As Trivers R (1971) the incentive for an individual to help in the present is based on the expectation of the potential receipt

in the future He believes it to be advantageous for an organism to pay a cost to his

or her own life for another non-related organism if the favor is repaid (only when the benefit of the sacrifice outweighs the cost)

The final perspective of helping behavior is the social exchange theory, people help because they want to gain goods from the one being helped According to Foa U G., and Foa E B (1975) People calculate rewards and costs of helping others, and aim at maximizing the former and minimizing the latter, which is known as a

“minimax” strategy Rewards are either external or internal External reward is things that obtained from others when helping them, for instance, friendship and gratitude Internal reward is generated by oneself when helping, for example, sense

of goodness and self-satisfaction

2.1.2 Perceived Person-Organization Fit

Person–organization fit is defined by Kristof A.L (1996) as, "the compatibility between people and organizations that occurs when at least one entity provides what the other needs, they share similar fundamental characteristics, or both"

According to Gregory (2010) individuals are attracted to and seek to work for organizations where they perceive high levels of person–organization fit

Greguras G J., and Diefendorff J M (2009); Liu B., Liu J., and Hu J (2010); Rehfuss M C., Gambrell C E., and Meyer D (2012) defined person-organization fit in which fit was broken into three categories: One category was person-organization fit which was defined as the "congruence between employees' personal values and an organizations culture." Another category was demands-abilities fit and referred to the "correspondence between employee skills and demands of the job;" this category was also referred to as person-job fit The third category was needs-supplies fit that measured the "extent to which employees' needs and tangible rewards match"

2.1.3 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

As Eisenberger R., Huntington R., Hutchison S., and Sowa D., (1986) 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 Zhou J., and Shalley C E (2003) indicated that leadership is positively associated with employee-perceived empowerment and support for innovation

According to Shalley C.E., Zhou J., and Oldham G.R (2004) 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 In

order for innovative behavior to occur, supervisor needs to foster, encourage, and support creativity

do not like

Decisions should be reached through open procedures, without secrecy or deception William Nelson (1980) believes that procedural justice is not enough Reaching fair outcomes is far more important than implementing fair processes

2.1.5 Overall Job Satisfaction

There are many aspects to job satisfaction, depending on what each individual person feels is important

Locke, E.A (1976) defines job satisfaction as: “the pleasurable emotional state resulting from the appraisal of one‟s job as achieving or facilitating the achievement

of one‟s job values

Spector, P.E (1997) describe job satisfaction as: “the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs"

As Lu H., While A.E., and Barriball K.L (2005) Job satisfaction cover the affective feeling an employee has towards their job This could be the job in general or their

attitudes towards specific aspects of it, such as: their colleagues, pay or working conditions

Luthans F (1992) indicated that the extent to which work outcomes meet or exceed expectations may determine the level of job satisfaction

Chapter 3: RESEARCH MODEL AND HYPOTHESES

Behaviors

3.3 DATA COLLECTION

Questionnaires were printed out and sent to 308 employees of IVAC, 20 managers were excepted from this survey; 275 questionnaires were returned and used for the statistical analysis Timing of this survey is from June 2015 to July

Reliability:

Coefficient alpha values rated by self, peers, and supervisors ranged from 0.85 to 0.95 Test-retest reliability was 0.81 Where there were multiple peer ratings of the same employee, within-group correlation of the ratings averaged 0.85 and ranged from 0.77 to 0.89 (Van Dyne and LePine 1998)

Validity:

Self, peer, and supervisor ratings of helping behaviors were all positively correlated Self-rated helping correlated positively with performance Peer-rated helping correlated positively with education level, being male, and job level; correlated negatively with employee age Supervisor-rated helping correlated positively with job level; correlated negatively with age and tenure in the work group Confirmatory factor analysis showed that helping, and in-role behaviors were empirically distinct and that the factor structure of these dimensions was the same across time periods and across ratings by employees, their peers, and their supervisors (Van Dyne and LePine 1998)

Source:

Van Dyne, L., & LePine, J A (1998) Helping and voice extra-role behaviors:

Evidence of construct and predictive validity Academy of Management Journal,

4/(1), 108-119 © 1998 by Academy of Management Items were taken from Table

1, p.112 Reproduced with permission of Academy of Management in the format textbook via Copyright Clearance Center

Items:

Responses are obtained using a 5-point Likert-type scale where 1 = strongly disagree, and 5 = strongly agree

No Items Measurement

1 This particular co-worker volunteers to do things for

this work group

5-point response scale

in this group

the work group

4 This particular co-worker assists other in this group

with their work for the benefit of the work group

work group

learn about the work

with their work responsibilities

Table 1: Measurement of Helping Behaviors

3.4.2 Perceived Person-Organization Fit

Validity:

Perceived person-organization fit correlated positively with employee perceptions

of their person-job fit, job satisfaction, organizational commitment, willingness to recommend the organization to others, and employee rating of the importance of

person-job fit (Cable and Judge, 1996)

Source:

Cable, D M., & Judge, T A (1996) Person- organization fit, job choice decisions,

and organizational entry Organizational Behavior and Human Decision Processes, 57(3), 294-311 Items were taken from text, p.299 Copyright © 1996 by Academic

Press Reproduced with permission

Items:

Responses are obtained using a 5-point Likert-type scale where 1 = not at all and 5

= completely

organization and the current employees in this

organization?

5-point response scale

this organization

organization reflect your own values and personality?

Table 2: Measurement of Perceived Person-Organization Fit