Factors affecting helping behaviors of employees at FPT corporation

Student: Pham Thi Ngoc LanTables 14 Measurement of Job Satisfaction Relative to Expectation ………52 Tables 15 Measurement of Supervisory Support ………53 Tables 16 Measurement of Career Com

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MASTER OF BUSINESS ADMINISTRATION

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Student: Pham Thi Ngoc Lan

ADVISOR’S ASSESSMENT

………

ADVISOR’S SIGNATURE

(August 2015)

NGUYEN THE KHAI (DBA)

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ACKNOWLEDGEMENTS

My work on this dissertation could not have achieved without the support of the professors, colleagues, and friends in the Department of Management and Organization at the OUM- Hutech University, and the love and encouragement of

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TABLE OF CONTENTS

ABSTRACT 7

CHAPTER I - INTRODUCTION 1.1 COMPANY BRIEF INTRODUCTION……… 8

1.2 FPT ORGANIZATIONAL STRUCTURE……… 9

1.3 RESEARCH PROBLEM STATEMENT ……….10

1.4 PURPOSE OF THE RESEARCH……….………….11

1.5 SCOPE OF THE RESEARCH……… 11

1.6 SIGNIFICANCE OF RESEARCH……….12

1.7 LIMITATION OF THE RESEARCH………12

CHAPTER II – LITERATURE REVIEW 2.1 DEFINITION OF CONSTRUCT……… 13

2.1.1 HELPING BEHAVIORS………13

2.1.2 JOB SATISFACTION RELATIVE TI EXPECTATION……… 19

2.1.3 SUPERVISORY SUPPORT……… 20

2.1.4 PERCEIVED ORGANIZATIONAL SUPPORT………21

2.1.5 CAREER COMMITMENT……….24

2.2 RESEARCH HYPOTHESES……….25

2.3 CONCEPTUAL RESEARCH MODEL……….26

CHAPTER III – RESEARCH METHODOLOGY 3.1 DATA COLLECTION……… 27

3.2 MEASURE OF EACH CONSTRUCT……… 28

3.2.1 HELPING BEHAVIORS…… 28

3.2.2 JOB SATISFACTION RELATIVE TI EXPECTATION……… 29

3.2.3 SUPERVISORY SUPPORT……… 30

3.2.4 CAREER COMMITMENT……….31

3.2.5 PERCEIVED ORGANIZATIONAL SUPPORT………32

3.3 DATA ANALYSIS……….34

CHAPTER IV – RESEARCH FINDINGS AND ANALYSIS

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4.1 CRONBACH’S ALPHA………35

4.2 RELIABILITY STATISTICS………37

4.2.1 MAIN CONSTRUCT – HELPING BEHAVIORS……… 37

4.2.2 CONSTRUCT - JOB SATISFACTION RELATIVE TI EXPECTATION…37 4.2.3 CONSTRUCT - SUPERVISORY SUPPORT………38

4.2.4 CONSTRUCT - PERCEIVED ORGANIZATIONAL SUPPORT………….38

4.2.5 CAREER COMMITMENT……… 38

4.3 DESCRIPTIVE STATISTICS………39

4.4 HYPOTHESIS TESTING RESULTS……… 40

4.4.1 PROPOSED HYPOTHESIS H140 4.4.2 PROPOSED HYPOTHESIS H2……… 41

4.2.3 PROPOSED HYPOTHESIS H3……… 42

4.2.4 PROPOSED HYPOTHESIS H4……… 40

CHAPTER V: DISCUSSION……… 44

TABLE Tables 1 Time table for data collection progress……… 35

Tables 2 Cronbach's Alpha- Internal consistency……… 36

Tables 3 Cronbach’s Alpha of Helping Behaviors……….37

Tables 4 Cronbach’s Alpha of Job satisfaction relative to expectation………37

Tables 5 Cronbach’s Alpha of Supervisory support……… 38

Tables 6 Cronbach’s Alpha of Perceived Organizational support……….38

Tables 7 Cronbach’s Alpha of Career Commitment……… 38

Tables 8 Reliability Statistic of Cronbach’s Alpha………39

Tables 9 Descriptive Statistics………39

Tables 10 Model Summary … 41

Tables 11 ANOVA……….41

Tables 12 Coefficients …….………42

Tables 13 Measurement of Helping Behaviours ………51

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Tables 14 Measurement of Job Satisfaction Relative to Expectation ………52

Tables 15 Measurement of Supervisory Support ………53

Tables 16 Measurement of Career Commitment ………54

Tables 17 Perceived Organizational support ………55

FIGURE Figures 1 FPT Organizational Structure……… 9

Figures 2 Diagram decision of helping………17

Figures 3 Conceptual Research Model of Helping Behaviors……….27

REFERENCES……… 47

APPENDIX APPENDIX 1: SURVEY……….50

APPENDIX 2: PRESENTATION………58

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ABSTRACT

The main aim of this research was to find variables that explain analyse relationship between Job Satisfaction Relative To Expectation, Supervisory Support, Perceived Organizational Support, Career Commitment and Helping Behaviors among employees in FPT company That is way to find the factors influence to the Helping Behaviors of employees working at FPT company

This research project will use Business Research Methods to determine Helping Behaviors and what other main factors influences Helping Behaviors

And this research also was conducted by quantitative method with the data of 350 employees at FPT to collect the ideas and comments of employees on Helping Behaviors Next, the result of these surveys shall be statistically analyzed by software SPSS version 20 (copyright of IBM) to analyse the data Hypotheses used this research include five constructs: one dependent construct (Helping Behaviors) and four independent constructs (Job Satisfaction Relative to Expectation, Supervisory Support, Career Commitment, Perceived Organizational Support ) I hope the results of this research help the CEO; managers of FPT have some reference angle in human resource management to improve and increase the quality

of human resource based on Helping Behaviors of employees as well as clear perception that Helping Behaviors of employees will impact on working effectiveness, improving its policies in order to create a good working environment competitiveness of the company in the Vietnam market

Keywords: Job Satisfaction Relative to Expectation, Supervisory Support, Perceived Organizational Support, Career Commitment and Helping Behaviors

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CHAPTER I – INTRODUCTION FPT CORPORATION 1.1 COMPANY BRIEF INTRODUCTION

Established on 9/13/1988, FPT Information Technology and Telecommunications is among the largest private enterprises in Vietnam It leads the market with over US $ 1.2 billion in revenue (2012), with the core business areas in the field of Information Technology and Telecommunications, FPT provides service to 63 provinces in Vietnam, constantly expanding Global Marketplace

FPT has the presence in 19 countries around the world, such as Japan, USA, UK, France, Germany, Singapore, Australia, Thailand, Philippines, Malaysia, Myanmar, Laos, Cambodia, and Vietnam,etc

After 26 years of operation, now, FPT is the No 1 company in Vietnam in the fields of Software, System Integration, IT Services, Manufacturing and Distribution

of IT products, IT products, IT Retail Besides, FPT also owns a university specialized in training Information

FPT has developed the potentials and the cooperation spirit of all members, focus

on attracting talents

December 31st, 2014, FPT’s total number of employees was over 24,000, in which there were more than 8,500 engineers, programmers and technology professionals with international qualifcations FPT is proud to will be home of the largest community of IT engineers in Vietnam, IT engineers technology experts

FPT has strived to master related technologies in all operating segments and has achieved thousands of important certifcates granted by leading international technology corporations This has established a solid ground for FPT to continuously create new value-added services for customers and consumers

FPT leading technology corporation in Vietnam, have young employees under the ages of 30 (57.6%), stable and highly qualified workforce Human resources are the core value which enables FPT to constantly generate added value for customers There were more than 600 foreign staff

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1.2 FPT ORGANIZATIONAL STRUCTURE

Boad of supervisors

Boad of directors

Boad of managements

Boad of shareholder meetings

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1.3 RESEARCH PROBLEM STATEMENT

Today's service economy and the increased use of teams work skill in the workplace of FPT company, have led to increased expectations for FPT employees Not only are FPT employees expected to be flexible, have problem-solving skills and good social skills, but they are also expected to have Helping Behaviors skills These interpersonal Helping Behaviors characterize contextual performance Evaluate the construct of Helping Behaviors, where the latter will be defined as behavior that is a part of one's prescribed work role It will be intended to support the company and to help people who are the parts of the company

To keep helping employees on a long-term basis, Helping Behaviors in the form of team support from coworkers and supervisors is of utmost importance, as these two sources of support are related to enhance well-being, most often in the form of job satisfaction

Positive factors such as support from supervisors have a positive influence on engagement, a form of work-related well-being

Perceived Organizational Support helps to enhance this well-being by counteracting the negative influences of stress People experience certain emotions because they subscribe meaning to events that are expected to influence well-being When being applied to the context of supervisor Helping Behaviors, it can be hypothesized that the difference in meaning or motives people subscribe to these behaviors can evoke different emotions, which can be positive or negative

Since positive affect are components of a specific type of well-being - namely subjective well-being, different motives subscribed to Helping Behaviors is related

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1.4 PURPOSE OF THE RESEARCH

This research investigated the different factors which influence Helping Behaviours

in humans The interest in research within this FPT company

The research question raised based on background information was: what factors influence Helping Behaviours in humans

The investigation looked upon several different factors and found out the relationship between four main factors such as Job Satisfaction Relative to Expectation, Supervisory Support, Perceived Organizational Support, Career Commitment and Helping Behaviors among employees in company

Another important study related to Helping Behaviors, and more specifically how situational and how strategy in human resource factors influence it, A survey of situational and variables in Helping Behaviors The focus of this survey was very much on situational factors that helping, yet it also began to discuss why people help and what motivates them to intervene on behalf of others It investigated the effects of level of satisfy in the working environment relate with Helping Behaviors

1.5 SCOPE OF THE RESEARCH

This research was conducted on all 275 employees in FPT telecom, FPT software company, FPT information systerm and FPT university Each employee received with some questionnaires to fill in

Importance of understanding Helping Behaviors:

It is important to gain an understanding of Helping Behaviors Understanding why people help may help to understand how Helping Behaviors be increased There may practical applications of Helping Behaviors at workplace

These studies have shown a positive association between Job Satisfaction Relative

to Expectation on the one hand and Helping Behaviors the other The Helping Behaviors - Job Satisfaction Relative to Expectation model provides an explanation for this association According to this model, Job Satisfaction Relative to Expectation are those parts of the job that required much mental and physical

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energy Examples of job satisfaction such as the progress you are making toward the goals you set for yourself in your present position

Examples of such your present job when you consider the expectations you had when you took the job

On the other hand, when there are enough resources in the workplace, e.g Supervisor Support, motivate of Helping Behaviors employees be enhanced

These studies have shown a positive association between Career Commitment and Perceived Organizational Support on Helping Behaviors relative to expectation model provides an explanation for this association

1.6 SIGNIFICANCE OF RESEARCH

As we know, one of the key human characteristics is willingness to help others in need As adults we do this routinely, often immediate personal gain and occasionally even at great costs to ourselves It is often assumed that Helping Behaviors originate from cultural practices such as our parents having taught us

moral norms or having rewarded us for being nice to others Conversely, some idea

that we might have basic tendencies to care about others, which do not depend on social norms alone

That is the reason we find out some hypothesis related to Helping Behaviors at a workplace To let the company have clearer view of problems that affects the company’s working environment, that is the Helping Behaviors among employees With the results of the research, management of the company can adjust the policy and set out a strategy to encourage employees to change their attitude to help other people at the workplace

1.7 LIMITATION OF THE RESEARCH

This study has several limitations, the survey was conducted in a short time A total

of 50 questionnaires were distributed out to 350 employees in 4 brands: FPT telecom, FPT software company, FPT information systerm and FPT university of the FPT corporation, at the end we collect 275 surveys

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CHAPTER II – LITERATURE REVIEW 2.1 DEFINITION OF CONSTRUCT

2.1.1 HELPING BEHAVIORS

 Definition

Definition of Constructs Helping Behaviors

It was developed by Van Dyne and LePin (1998) The concept of Helping Behaviors has been developed in many ways by many different researchers and practitioners

According to Thomas Ashby Wills, helping can be defined as an interaction between helper and other people that has the specific purpose of resolving the other people's presenting problem

The helper provides benefit to others but it is not beneficial for the person who carries benefit to others but it is not beneficial them out According to Baron, R A., Byrne, D., & Johnson, B T 1998 is called Altruism which is action intended solely

to benefit another and not to gain external or internal reward

We perception the empathy was generally perceived to be a cause leading to Helping Behaviors Empathy is compassionate feelings caused by taking the perspective of a needy other and it sometimes called sympathy which is a form of feeling sorry for a separate other and it is easily moved by other's suffering

According to Newcomb, Rabow and Wolfinger (1999), defined Helping Behaviors

as a characteristic of care in a given situation Based on different perceptions and situation it reflecting several reasons why people help There are a number of interesting and important research findings on Helping Behaviors

First, one of the characteristic is empathy, in a similar situation that allows an

individual to offer help because they would want the same done for them in future

If an individual wants to give honorably to the workplace, help may be offered because it is the right thing to do That right for social perception so we may persuade people to help because it is good moralistic view

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Next, we focus of control what is in fluent with individual internal, what is they thinking, which is the belief that one can influence situational factors to maximize good outcomes and minimize bad ones

Finally, As Baron, Byrne & Johnson (1998), self-absorbed or competitive individuals are very egocentric and often refuse to help.The reasons for helping or not helping seem clear, however it is not the reason behind the behavior that impedes implementation: it is the real situation that demands the help

As Li (1997) identified some different helping situations First, casual helping occurred when the helper and helpee had no prior relationship This implies that the helper can donate help to the helpee without cost Neither is obligated to the other,

in the second situation is in case of factors such as personal helping and emotional helping impose opposite obligations related moral and social obligation The cost of not helping in these two situations could be harmful to the entire relationship Third

is in emergency situations, the focus is not on relationships at all The need is believed too high for the helpee, and the cost, not as important as adhering to the plea for help

As Cialdini and Kenrick (1976) contended that negative moods lead just as much toward Helping Behaviors as positive moods, if not more so This is because of the desire to relieve oneself from their negative mood

Reasons for helping: Altruism versus Egoistic Motivation

Not all Helping Behaviors may show altruism In some case Helping Behaviors may show altruism by motivated to help someone In another case Helping Behaviors may reflect egoistic motiation Egoistic motivation with respect to Helping Behaviors reflects selfish reasons for Helping Behaviors For example, Helping Behaviors may reflect a concern about being viewed as a kind or nice person by others

As mentioned before, positive affect is a component of subjective well-being The aforementioned relationship was explained by drawing on self-determination theory, which states that autonomous motives for helping satisfy certain

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psychological needs, resulting in enhanced well-being There is positive related between personal helping norms, individuals’ levels of self-monitoring and intentions to perform Helping Behaviors High self-monitors may be more sensitive

to others’ need for help since they pay more attention to their social context It is interesting to note that the fact that self-monitoring was significantly associated with individuals’ intentions to help may not demonstrate an altruistic motive As Flynn, F J., Reagans, R., Amanatullah, E T & Ames, D R (2006) suggested that high self-monitors may perform more Helping Behaviors because they expect something in return, such as a position of higher status among their group members According to Deutsch & Gerard, 1955, people to maintain their self-esteem those individuals with strong positive personal helping norms may exhibit of Helping Behaviors at high levels

Why did we choose this dependent Variable?

Helping Behaviors means prosocial behavior, is a theory of social psychology This

is describes the actions that people do to benefit others These actions affect others and all of activity that are not generally based on motivations but on how those run the actions

A person sharing helping, and comforting without any selfish expectations psychology can be due to evolution

The purpose for helping other people is that the altruism Helping Behaviors:

a As Kin selection theory is one perspective on Helping Behaviors Natural selection contributes to the survival idea In this theory 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

b A second perspective of modelHelping Behaviors It states that the helpers want

to reduce their own personal stress in similar situations so helping actions are done

So that Social psychology researchers use this perspective to explain how helping actions are egoistic People help others in situations they may be facing on their

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own, but they may avoid helping others who are experiencing situations that are not the same

c The third, the theory related empathy-altruism that Helping Behaviors is triggered by empathy, the ability to identify with a person and understand what they are experiencing and feeling Researches see a relationship between empathy and helping actions According to this theory, the idea is that empathetic people are triggered into acting by their empathy

d Reciprocal Helping Behaviors 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

e The final perspective of Helping Behaviors is the social exchange theory Although the concept of helping actions does not revolve around what a person may gain as a result, some instances are motivated by personal gain Similar to the reciprocal theory, the social exchange theory is based on the idea that people help others for the rewards they receive Rewards can be external, such as friendship, or internal, such as self-satisfaction

According to Daniel Batson (1991), the Empathy-altruism hypothesis by, the decision of helping or not depends primarily on whether you feel empathy for the person and secondarily on the cost and rewards or social exchange concerns It can

be illustrated in the following diagram:

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In social psychology, the helping is an important topic the psychology It is important to address reasons for Helping Behaviors, and how Helping Behaviors may be increased in workplace So that it apply in the workplace to encourage people helping your partners and colleagues That is one of the good ways to develop your company

NO RECIPROCATION (No favor in return)

You notice "cheating": lack

of reciprocation

You don't like me

You are unlikely to do me favors in the future

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 Descriptive Individual Helping Behaviors in workplace

In recent years, the subject of organizational citizenship behavior in the workplace has received increasing attention According to Borman & Motowidlo (1993); Organ (1997), Organizational citizenship behavior has been defined as those behaviors that are enhanced and kept up with the social and psychological environment that supports task performance

According to Reno, Cialdini, & Kallgren (1993), descriptive norms show what most people do in a specific situation It has been suggested that individuals use descriptive norms to find out proper behavior, as Cialdini, Kallgren, & Reno (1991) “If most people are doing this it must be the appropriate thing to do” This

is social proof to saves energy and individuals time and identifies a behavior with a high chance of being proper (Cialdini & Trost, 1998) As Bommer, Miles, and Grover (2003) identified two theories to explain the mechanism through which group norms influence individuals’ decision to exhibit Helping Behaviors: social learning theory and social information-processing theory Social learning theory (Bandura, 1986) asserts that people learn acceptable behavior by observing others’ behavior Social information processing theory developed by Salancik & Pfeffer, (1978), support that people seek information and social cues in their social context

to help them know which behavior is right Thus, both theories indicated that if group members see others performing Helping Behaviors they are likely to view such behaviors as typical and proper and should, in turn, show such behaviors

So to check how descriptive norms affect cooperative behavior, As Cress and Kimmerle (2007) found that to conform the behavior of their group members each individuals used information about others’ behavior to adjust their own behavior to suitable with group Specifically they found that individuals who were exposed to a positive descriptive norm of highly cooperative group members demonstrated higher levels of their own cooperative behavior than those exposed to a negative descriptive norm

I propose the following hypothesis:

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Hypothesis 1: Job Satisfaction Relative to Expectation is positively related to Helping Behaviors

Hypothesis 2: Supervisory Support is positively related to Helping Behaviors

Hypothesis 3: Perceived Organizational Support is positively related to Helping Behaviors

Hypothesis 4: Career Commitment is positively related to Helping Behaviors

2.1.2 JOB SATISFACTION RELATIVE TO EXPECTATION

Job Satisfaction Relative to Expectation was measure, developed by Bacharach, Bamberger, and Conley (1991) Another recent definition of the concept of job satisfaction is:

According to Hulin and Judge (2003), job satisfaction includes multidimensional psychological responses to an individual's job The affective of job satisfaction is representing an emotional feeling people have about their job That we can check these personal responses have cognitive, affective, and behavioral components Level job satisfaction difference to which they access the affective feelings about the job or the cognitive assessment of the job Thus, affective job satisfaction for people reflects the degree of pleasure or happiness their job in general induces Cognitive job satisfaction is a more objective and logical evaluation of various facets of a job Cognitive job satisfaction can n-dimensional if it comprises evaluation of just one facet of a job

Cognitive job satisfaction shows the extent to which those job facets are judged by the job holder be satisfactory in comparison with objectives they set or with other jobs While cognitive job satisfaction might help to bring about affective job satisfaction and have different antecedents and consequences

Job Satisfaction Relative to Expectation can also be seen within the broader context

of the range of issues which affect an individual's experience of work, or when you compare it to others in the organization, or your career expectations, or toward the goals you set for yourself in your present position, or their quality of working life

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Job satisfaction can be understood in terms of its relationships with other key factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions

2.1.3 SUPERVISORY SUPPORT

Supervisor Support is developed by Greenhaus, Parasuraman, and Wormley (1990)

It includes nine items That includes career guidance, performance feedback, challenging work assignments, work opportunities that promote employee development and visibility

Supervisor Support is defined as the extent to which leaders value their employees’ contributions and care about their well-being

Some supervisors aloof and too many uncaring and you could see the effect it had on their employees They were more unmotivated, they didn’t have as much company pride, and they seemed much more isolated from other groups

A leader with high Supervisor Support is one that makes employees feel heard, valued, and cared about

It sounds simple, was it easy? That providing this kind of support is one of the hardest transitions to make when promoted from employee to supervisor The move from “process expert” to “motivational leader” is possibly one of the largest steps one can take in his/her working life A supervisor, spending a minute to show how you should handle this hurdle

The important is Supervisor Support for effective leadership Because it is one of the key behaviors that effective leaders develop as soon as they move from individual contributor to manager In fact, it leads to positive outcomes at all levels

of leadership In specific terms, organizational research has identified a myriad of positive outcomes associated with high Supervisor Support, including:

 Increased organizational citizenship behaviors

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 Improved perceptions of employee organizational support

 Increased job satisfaction of staff

 Stronger person-organization fit indicated by degree to which personality or beliefs or values match organizational culture

 Relationships with employees be improved

 Increased in-role and extra-role performance

 Job tension be reduced

That is a strong predictor positive of many outcomes of Supervisor Support

Show concern for your employees: it is important for employees to know that you see them as more than a cog in a greater machine Take the time to ask into their lives by ask questions,when you talk to them make look them in the eyes , ask how they feel about their work and listen to what they have to say without interrupting

or becoming defensive The goal here is to convey that you care about how they feel, so shift the focus towards them when you can

That is concerns positively related to Helping Behaviors colleagues and support from supervisors

2.1.4 PERCEIVED ORGANIZATIONAL SUPPORT

It was developed by Eisenberger et al (1986), describes employee perception about extent to which organization is willing to reward greater efforts by the employee because the organization values the employee’s contribution and his or her well being It includes 17 items

Eisenberger and colleagues used the concept of Perceived Organizational Support (POS), which refers to employees’ perceptions about the degree to which the organization cares about their well-being and values their contribution, to describe the social exchange relationship between the organization and its employees (Eisenberger, Huntington, Hutchinson, & Sowa, (1986) It is argued that based on

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the norm of reciprocity in social exchange, employees with higher levels of Perceived Organizational Support are more likely to repay positive attitudes and favorable work behaviors (Eisenberger et al., 1986; Eisenberger, Fasolo, & Davis-LaMastro, 1990; Eisenberger, Cummings, Armeli, & Lynch, 1997) This contention

is further developed into organizational support theory (Rhoades & Eisenberger, 2002)

The purpose is to show the research questions to addressed in this research, briefly discuss its potential contributions to the Helping Behaviors in workplace

According to self-determination theory, motives differ to the extent to which they are perceived as originating from oneself, that is, their locus of causality In contrast, a prosocial motivation is defined as "the desire to benefit other people"

However, Helping Behaviors can also take place without perceiving external pressures, as one decides voluntarily to help another person The higher the internal locus of causality, the higher the intrinsic motivation to help In this situation, it said that the behavior is more autonomously motivated

Specifically, motivation helped to perceive Helping Behaviors as originating from oneself, i.e entirely autonomously motivated Therefore, I propose that autonomous motives for helping result in a higher degree of prosocial Helping Behaviors than controlled motives for helping:

Reasons for Helping Others

They want to gain as much as possible while losing as little as possible so people must help each other

Due to the social responsibility norm also explains Helping Behaviors The social responsibility norm is a societal rule that tells people they should help others who need help even if doing so is costly

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Perceived Organizational Support (POS) refers to employees’ perception concerning the extent to which the organization values their contribution and cares about their well-being Perceived Organizational Support has been found to have important consequences employee performance and well-being

Altruism can be defined as helping other people without experiencing pressure and with the intention to help others and no rewards are expected for these Helping Behaviors Addition, courtesy is defined as the prevention of problems for other people and can thus be considered as another kind of Helping Behaviors

These studies have shown a positive association between coworker and Supervisor Support on the one hand and well-being on the other

The job demands-resources model provides an explanation for this association According to this model, job demands are those parts of the job that require much mental and physical energy Examples of job demands are time pressure and a high workload Examples of such resources include the possibility to participate in decision-making and supervisory and coworker support The job-demands resources model states that the high energy requirements of job demands in one's work result in fatigue and exhaustion, and thus in poor health and a decreased well-being On the other hand, when there are enough resources in the workplace, e.g supervisor and coworker support, motivation of employees is enhanced

According to Shore and Tetrick (1991), Perceived Organizational Support (POS) had a positive relationship with employee satisfaction with their pay Moorman et al.’s (1998) research suggested that employee beliefs in procedural justice contributed to higher levels of Perceived Organizational Support In their recent study, Wayne et al (2002) further found that both procedural justice and distributive justice perceptions were positively related to Perceived Organizational Support Similarly, As 19 Rhoades et al (2001) also found that employee

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evaluations of favorable organizational rewards and procedural justice were both antecedents of Perceived Organizational Support

I hypothesize that the degree to which employees Perceived Organizational Support

is positively related to Helping Behaviors

2.1.5 CAREER COMMITMENT

As Colarelli and Bishop (1990), commitment to one’s career is an important value for several reasons: careers take time to develop; they are separate but related positions that accumulate over time through career progression Only through the strategic development of career is a worker able to evolve and hone specialised and high level skills Career Commitment also provides the endurance necessary to cultivate business networks and professional relationships According to Kalbers and Fogarty 1995: 68, Career Commitment can also lead to a potential for greater income and higher self-esteem Finally, the business world is no longer an assemblage of discrete and secure positions

As Colarelli and Bishop (1990), 159, “commitment to an internally defined career may become an important source of occupational meaning and continuity as organizations become more fluid and less able to guarantee employment security” That right in nowadays because today's job climate is dynamic and perpetually altering

Thus, employees with both low Helping Behaviors and low Career Commitment are most likely to leave the organization, have lowest organizational commitment, and feel the least since of obligation to help the organization make its goals

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2.2 RESEARCH HYPOTHESES

2.2.1 The social learning theory such as Bandura (1986), and social information processing theory as Salancik & Pfeffer (1978), suggest that if group members observe others performing Helping Behaviors they are likely to view such behaviors as typical and appropriate and should, in turn, exhibit such behaviors

 Hypothesis 1: Job Satisfaction Relative to Expectation is positively related to

Helping Behaviors

 2.2.2 One important aspect of the needs employees seek to satisfy in organizational settings is interpersonal relationships Thus, in evaluating the support provided by the organization, employees would take the work relationships they have with the supervisor into account If the employee has a higher quality exchange relationship with the supervisor, he or she would feel that the organization has contributed to satisfying his or her need and as such they would care about other people well-being I discuss each of these outcomes and propose specific hypotheses below

 Hypothesis 2: Supervisory Support is positively related to Helping Behaviors

2.2.3 According to Eisenberger et al., 1986; Eisenberger et al., (1997); Rhoades & Eisenberger (2002), that “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.” As Eisenberger, Stinglhamber, Vandenberghe, Sucharski, & Rhoades, 2002, p 565, also key to organizational support theory is the norm of reciprocity (Gouldner, 1960), which, applied to the employee-employer relationship, suggests that employees who receive favorable treatment from the employee organization, such as higher levels

of Perceived Organizational Support, would feel an obligation that they should care about the organization’s benefits and contribute to the achievement of organizational goals by helping other people at workplace

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Hypothesis 3: Perceived Organizational Support is positively related to Helping

Behaviors

2.2.4 As mentioned above, reciprocity is a basic principle of social exchange Based

on the reciprocity norm, Helping Behaviors, which indicates the evaluation of the Career Commitment to individuals, would produce a sense of obligation to care about the organization and to help the organization reach its by helping other people

In other words, higher levels of Career Commitment create obligations within individuals to repay the organization with continued stay, higher commitment, and better performance of job responsibilities and citizenship behaviors (Settoon et al., 1996) I discuss each of these outcomes and propose specific hypotheses below

Hypothesis 4: Career Commitment is positively related to Helping Behaviors

2.3 CONCEPTUAL RESEARCH MODEL

 Theoretical Background and Hypotheses Development

In this Chapter, based on a review of past research on Helping Behaviors and related constructs, I develop the hypotheses regarding the antecedents and outcomes

of Helping Behaviors, and the mediating and moderating mechanisms through which helping behavior influences employee attitudes and behaviors

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Conceptual Research Model

CHAPTER III – RESEARCH METHODOLOGY 3.1 DATA COLLECTION

Questionnaires will be delivered to people with employees of FPT company, their supervisors and coworkers, there by measuring relevant concepts In case Before filling in relevant questionnaires, participants will be provided informed consent and at the end of the study, participants will be thanked and debriefed

Participants of the survey are employees of FPT in 4 departments include Sales & Marketing, Business Development, Finance The questionnaires were sent out by email to all 350 employees for printing out and fill in 310 responses were returned

in which only 275 were usable Making the overall response rate at around 78.6 per

Helping Behaviors

Job satisfaction

relative to

expectation

Supervisory support

Perceived Organizational support

Career Commitment

H 1+

H 4+

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cent The data analyses used in this research are based on the survey results of these 275 respondents Timing of this survey is from June 2015 to August 2015

3.2 MEASURE OF EACH CONSTRUCT

3.2.1 HELPING BEHAVIORS:

Description:

This measure was developed by Van Dyne and LePine (1998), use 7 items to describe job behaviors called helping Helping is defined as proactive behaviour that emphasizes small acts of consideration It can be characterized as cooperative behaviour that emphasize harmony and builds working relationships

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p112.Reproduced with permission of Academy of management in the format textbook via copyright Clearance Center

I tems: Using the 5 - point Likert-type scale indicating 1 is Strongly disagree, 2 is

Disagree to some extent , 3 is Uncertain, 4 is Agree to some extent, 5 is Strongly agree The respondent has to choose one option from these five alternative selections

1 This particular coworker volunteers to do things for this work group

2 This particular coworker helps orient new employees in this group

3 This particular coworker attends functions that help the work group

4 This particular coworker assists others in this group with their work for the benefit

of the work group

5 This particular co-worker get involved to benefit this work group

6 This particular coworker helps others in this group learn about the work

7 This particular coworker helps others in this group with their work responsibilities

3.2.2 JOB SATISFACTION RELATIVE TI EXPECTATION:

Description:

Job Satisfaction Relative to Expectation will be measured using 5 items developed

by Bacharach, Bamberger, and Conley (1991) The questions used the 4 – point

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I tems: Using 4 point Likert-type scale indicating 1 is very dissatisfied, 2 is dissatisfied,

3 is satisfied, 4 is very satisfied The respondent has to choose one option from these four alternative selections

1 Your present job when you compare it to others in the organization

2 The progress you are making toward the goals you set for yourself in your present position

3 The chance your job gives you to do what you are best at

4 Your present job when you consider the expectations you had when you took the job

5 Your present job in light of your career expectations

3.2.3 SUPERVISORY SUPPORT:

Description

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, work opportunities that promote employee development and visibility

Source:

Greenhaus, J H , Parasuraman, A , & Wormley, W M (1990), Effects of race on organizational experiences, job performance evaluations, and care outcomes Academy of Management Journal, 33(1), 64-86 Copyright © 1990 in Academy of

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Management Items were taken from the appendix, pp.85-86 Reproduced with permission of Academy of Management in the format textbook via Copyright Clearance Center

Items: The questions used the 5-point Likert-type scale indicating 5 is Strongly

disagree, 4 is Disagree to some extent , 3 is Uncertain, 2 is Agree to some extent, 1

is Strongly agree The respondent has to choose one option from these five alternative selections

1 My supervisor takes the time to learn about my career goals and aspirations

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 My supervisor gives me helpful feedback about my performance

6 My supervisor gives me helpful advice about improving my performance when I need

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