The impact of supervisory support, social support, procedural justce, goal and process clarity on vietinbanks employee satisfaction

Page 7 of 70 RESEARCH PROJECT ABSTRACT This study examined the impact of supervisory support, social support, procedural justice, goal and process clarity on Vietinabnk’s employee job

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Page 1 of 70 RESEARCH PROJECT

MASTER OF BUSINESS ADMINISTRATION

VIETINBANK’S EMPLOYEE JOB SATISFACTION

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

August, 2015

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Advisor’s Assessment

-

Advisor’s signature

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ACKNOWLEDGEMENTS

In fact, no success has come without associated with the support During the period from the beginning of Programe at OUM and HUTECH so far, I've received a lot of attention, help from the teacher, family and friends

I sincerely thank DBA Khai Nguyen has dedicated guided us through each classroom sessions as well as the presentation story, discuss the creative fields of scientific research If no words to guide, teach from Dr, I think it very hard to be perfect in this research

Let me deeply thank to the Board of Directors, staffs at Vietinbank Branch 9 HCM.City who gave me the survey had higher academic values

My sincere thanks also go to my lovely wife Ms Nho,

Wish you health, success and happiness!

Researcher

Nguyen Quang Anh Quyen

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TABLE OF CONTENTS

LIST OF FIGURES AND TABLE 6

ABSTRACT 7

CHAPTER 1: INTRODUCTION 8

1.1 Background of the study 8

1.2 Significance of the study 8

1.3 Purpose of the study 9

1.4 Research Questions 9

1.5 Introduction of Vietinbank 9

1.5.1 Company Description 10

1.5.2 History and Milestones 11

1.5.3 Organizational structure of Vietinbank 13

1.5.4 Key Financial Indicators 15

1.6 Problem Statement 16

CHAPTER 2: LITTERATURE REVIEW 18

2.1 Job satisfaction 18

2.2 Supervisory support 20

2.3 Social support 21

2.4 Procedural Justice 24

2.5 Goal and process clarity 26

2.6 The relationship between supervisory support and job satisfaction 26

2.7 The relationship between Social support and job satisfaction 27

2.8 The relationship between procedural justice and job satisfaction 27

2.9 The relationship between Goal and process clarity and job satisfaction 28 CHAPTER 3: RESEARCH MODEL AND HYPOTHESIS 29

3.1 Research model 29

3.1.1 Dependent Variables: 29

3.1.2 Independent Variables: 29

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3.2 Constructs 29

3.3 Research Hypothesis: 30

3.4 Instruments 30

3.5 Research Participants 38

3.6 Procedure for Data Collection and Analyze 38

CHAPTER 4: RESULTS AND FINDINGS 40

4.1 Reliability statistic by Cronbach’s Alpha .40

4.2 Descriptive statistic 41

4.3 Hypothesis Testing Result: 41

4.3.1 Hypothesis 1 Testing Results: 42

4.3.2 Hypothesis 2 Testing Result: 43

CHAPTER 5: DISCUSSION 46

5.1 Main Findings for Research 46

5.2 Some recommendations from the research results 47

5.2.1 Solutions related to policy development HR development 47

5.2.2 Related solutions support concerns of leaders 47

5.2.3 Related solutions policy formulation equitable income distribution 47

5.3 Limitations of the research 48

REFERENCES 49

APPENDIX A 54

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LIST OF FIGURES AND TABLE

Figure 1: Proposed Research Model of Employee Job Satisfaction in Vietinbank -

Table 2: Key Financial Indicators (Source: Annual report 2014 of Vietinbank )Page 16-17

Table 4: Job satisfaction index questionnaire - Page 30-31

Table 5: Supervisory support questionnaire - Page 32-33

Table 6: Social support questionnaire - Page 34-35

Table 7: Procedural justice questionnaire - Page 36

Table 8: Goal and Process Clarity questionnaire - Page 37-38

Table 9: Reliability statistic result - Page 40

Table 10: Reliability statistics - Page 40

Table 11: Descriptive statistics - Page 41

Table 12: Model Summary - Page 41

Table 13: Coefficients - Page 42

Table 14: Coefficients in term of Supervisory support - Page 42

Table 15: Coefficients in term of Social support - Page 43

Table 16: Coefficients in term of Procedural justice - Page 44

Table 17: Coefficients in term of Goal and process clarity - Page 45

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ABSTRACT

This study examined the impact of supervisory support, social support,

procedural justice, goal and process clarity on Vietinabnk’s employee job satisfaction Data was collected through the use of standardized questionnaires

Questionnaires were given personally to 280 managerial and non- managerial

employees in all over 5 branches of Vietinbank It include Vietinbank –

HCM.City Branch, Vietinbank – No 9 HCM.City Branch, Vietinbank – No 1 HCM.City Branch; Vietinbank – No 3 HCM.City, Vietinbank – No 8 HCM.City Branch, there were 280 questionnaires returning, in which 270

completely responses were used for the statistical analysis The collected data were computed and analyzed through factor analysis, Cronbach’s alpha, descriptive

statistics, correlation, and multiple regression analysis Hypothesis test result: The results supported the hypothesis that supervisory support, social support,

procedural justice, goal and process clarity have positive relationship with

employee’s job satisfaction at Vietinbank

Conclusion: The findings in this research would help levels of management related

of Vietinbank to formulate strategies that involved work factors such as procedural justice to improve the management of human resource development These strategies would help in influencing positive behaviors among employees, and hence achieve effectiveness and high productivity in the organization Therefore, it was worth the effort for the organization to train and educate their managers on the impact of perceptions of organizational justice on the motivation and commitment

of their employees

Keywords: Job satisfaction, supervisory support, social support, procedural justice, goal and process clarity

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CHAPTER 1: INTRODUCTION

1.1 Background of the study

Engaged employees are more likely to perform beyond the call of duty to meet the needs of customers and are highly motivated to work at full capacity

These features are critical to the continued commitment of the customer and current income and growth of an organization Engaged employees remained in the employment of the company longer, they resisted offers competitive labor and not actively looking for another job and recommend the company to others as a best place to work Long companies maintain their employees; there would be no need for additional spending to train new employees (Saker, 2003)

People are most important resources of any organization Employees are the livelihood of a company How do you feel about the work they are doing and the results received that work directly affect the performance of an organization and ultimately, its stability (Milliman et al., 2008) For instance, if employees of the organization are highly motivated and pro-active, they will do whatever is necessary

to achieve the objectives of the organization and track the industry to achieve the goals of organizational performance to address any potential challenge

The success any business depends largely on the motivation of employees Organization low motivation is completely vulnerable to internal and external challenges, because its employees are not given a step further to maintain the stability of the organization As we know, unstable organization ultimately effective

1.2 Significance of the study

The researcher hopes that this study will contribute to numerous benefits in terms of theoretical, management and academic perspectives:

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+ In terms of theoretical perspective: This research will help someone else

to test the theory and also support future research, it generates good ideas and also provides a better understanding

+ In terms of management perspective: This study could support the

management to improve the job performance of employees in the future, and to increase job satisfaction of employees

+ In terms of academic perspective: This study will benefit other students to

understand the relationship between job satisfaction, supervisory support, social support, procedural justice, goal and process clarity

1.3 Purpose of the study

The purpose of this study is to investigate the impact of supervisory support, social support, procedural justice, goal and process clarity on job satisfaction of employees of Vietinbank

1.4 Research Questions

This study seeks to investigate is whether supervisory support, social support, procedural Justice, goal and process clarity is related to the job satisfaction as the questions below:

- What is the relationship between supervisory support and job satisfaction in Vietinbank ?

- What is the relationship between social support and job satisfaction in Vietinbank ?

- What is the relationship between procedural Justice and job satisfaction in Vietinbank ?

- What is the relationship between goal and process clarity and job satisfaction

in Vietinbank ?

1.5 Introduction of Vietinbank

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on increasing over the years and have been substantially rising since 1996 with the annual average growth of 20 percent, especially up 35 percent a year against that of last year

- VietinBank has developed an operations network comprising of 01 Transaction Centers, 150 branches, over 1000 transaction offices/ savings offices Has established correspondent relationship with 900 banks, financial institutions of 90 countries and territories all over the world

- Being diversified with 07 independent accounting subsidiaries: VietinBank Leasing Company, VietinBank Securities Company, VietinBank Asset Management Company, VietinBank Insurance Company, VietinBank Fund Management Company, VietinBank Gold and Jewellery Company, VietinBank Global Money Transfer Company and 03 non-profit making units: VietinBank Information Technology Center, VietinBank Card Center and VietinBank Training Center

- Being the founder of the following Financial Credit Institutions:

+ Saigon Bank for Commerce and Industry

+ Indovina Bank (the first joint-venture bank in Vietnam)

+ Vietnam International Leasing Company – VILC (the first financial leasing company in Vietnam)

+ Vietinbank Insurance Company Ltd

- Being the official member of :

+ Vietnam’s Banker Association

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+ Asian Banker’s Association

+ Society for Worldwide Interbank Financial Telecommunications (SWIFT) + Visa International Services Association

- Being the first bank in Vietnam to apply modern technology and e-commerce

in its banking operations

- Mission: To become the leading fnancial and banking corporation in

Vietnam that operates in diverse areas, as well as provides products and services that conform to international standards, aiming to improve the values of life

- Vision: To become one of the most modern and efective fnancial and

banking group in and outside the country

- Core Values:

+ Customer-oriented operations;

+ Dynamic, innovative, professional, devoted, transparent, modern;

+ Workers have the right to make their best efort and contribution – they have the right to receive rightful compensation – they have the right to pay homage to outstanding individuals and workers

- Business Philosophy:

+ Safe, efective, sustainable, and in compliance with international standards; + United, ready to cooperate, share, and be socially responsible;

+ Your prosperity is our success

- Slogan: Improving the values of life

1.5.2 History and Milestones

- Establishment date of Vietnam Bank for Industry and Trade:

* March 26 1988 Establishment of the specialized banks under Decision

No 53/HĐBT issued by the Ministerial Committee

Bank into the Industrial and Commercial Bank of Vietnam under the

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Decision No 402/CT issued by the Ministerial Committee

* March27 1993 Establishment of the State-owned Enterprise named Bank for Industry and Commerce of Vietnam under the Decision No

67/QĐ-NH5 issued by the Governor of the State Bank of Vietnam

* September 21 1996 Re-establishment of Industrial and Commercial Bank of Vietnam under the Decision No 285/QĐ-NH5 of the State Bank of Vietnam

Establishment of member units:

Decision No 12/NHCT of the General Director of VietinBank

* April 20 1991 Establishment of VietinBank Transaction Center No.II

in Hochiminh city under the Decision No 48 of the State Bank of Vietnam

* October 29 1991 Establishment of Indovina Bank, the first joint

venture bank in Vietnam under the Business License No 08/NH-GP VN

* March 27 1993 Opening further 77 VietinBank branches nation-wide under the Decision No 67/QĐ-NH5 of the Governor of the State Bank of Vietnam

* March 30 1995 Establishment of VietinBank Transaction Center No I

in Hanoi under Decision No 83/NHCT-QĐ of the Management Board of VietinBank

* October 28 1996 Establishment of VietinBank International Financial Leasing Company under the Business License No 01/GP-CTCTTC of the Governor of The State Bank of Vietnam

Decision No 37/QĐ-NHCT1 of VietinBank’s General Director

Decision No 52/QĐ-HĐQT-NHCT1

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Development Center under Decision No 089/QĐ-HĐQT-NHCT1

under Decision No 53/1998-QĐ-NHNN5 of the Governor of the State Bank

of Vietnam

No I under Decision No 134/QĐ-HĐQT-NHCT1 issued by VietinBank’s Board of Management

* February 12 1999 Opening VietinBank Branches such as: Gia Lai, Bình Phước, Đắc Lắc under Decision No 019, 020, 021/QĐ-HĐQT-NHCT1

of VietinBank’s Board of Management

* April 22 1999 Set up VietinBank Representative Offices under

Decision No 46/QĐ-HĐQT-NHCT1 of VietinBank’s Board of

Management

No 106/QĐ-HĐQT-NHNN of VietinBank’s Board of Management

* July 17 2000 Establishment of VietinBank Information Technology Center under Decision No 091/QĐ-HĐQT-NHCT1 issued by VietinBank’s Boar of Management

1.5.3 Organizational structure of Vietinbank

Scope of business: Scope of business: VietinBank’ services include Fund

Mobilization in the form of Term Deposits for Retail and Corporate clients, Foreign Exchange, Guarantees, International Settlements, Letters of Credit, Capital Markets, Money Markets, Bonds, Equity Investments, Correspondent Banking, Internet Banking and other innovative financial and investment services and solutions licensed by the State Bank of Vietnam

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Branch Network: VietinBank branch network is comprised of: Head Office

located at 108 Tran Hung Dao Street, Hoan Kiem District, Hanoi; 01 Main Operation Centre; 03 functional units; 02 Representative Offices in Hochiminh City and Danang City; 01 Representative Office in Myanmar; 149 local branches in 63 cities and provinces across the country and 03 foreign branches (02 in Germany and

01 in Laos PDR) In addition to the extensive network, VietinBank has established correspondent relationship with over 1,000 financial institutions of more than 90

countries and territories worldwide

Organizational structure of Vietinbank:

Table 1: Organizational structure chart of Vietinbank ( Source: Annual report 2014

of Vietinbank)

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Organizational chart of Vietinbank:

Table 3: Organizational chart of Vietinbank (Source: Annual report 2014 of Vietinbank)

1.5.4 Key Financial Indicators

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Table 4: Key Financial Indicators ( Source: Annual report 2014 of Vietinbank )

1.6 Problem Statement

Every organization could not last without their employees Employees are the main reason an organization could exist for a long time Similarly to Tradewinds Group, employees are the ones who play the major roles and make significant contributions to the organizations Hence, the organization should pay attention to them in order to keep them in the organization This will also influence the productivity of the organizations which eventually will lead to achieving the organizations’ visions and goals Highly satisfied and committed employees will deliver high quality of job performance

At Vietinbank there are some issues related to job satisfaction and performance which affect the employee satisfaction and performance in the organization (HR Report 2009) Although the number is rather small but tackling

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poor performance is a challenge for all managers in the organization According to the sources and data collected from the Human Resource Department of some branches in Ho Chi Minh City, there are continuous issues of job satisfaction as well as job performance in the organization (HR Report 2010)

This is the reason that researchers do this study, which evaluated the factors affecting job satisfaction level and propose solutions to improve and increase labor productivity, efficiency business

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CHAPTER 2: LITTERATURE REVIEW

This chapter presents the body of organizational literature containing the base theory and relevant other theories used in this study This chapter includes the following:

- (1) Job satisfaction

- (2) Supervisory support

- (3) Social support

- (4) Procedural justice

- (5) Goal and process clarity

- (6) The relationship between Supervisory support and job satisfaction

- (7) The relationship between Social support and job satisfaction

- (8) The relationship between procedural justice and job satisfaction

- (9) The relationship between Goal and process clarity and job satisfaction

2.1 Job satisfaction

Job satisfaction or employee satisfaction has been defined in many different ways Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision (Spector, P.E 1997) Others believe it is not

so simplistic as this definition suggests and instead that multidimensional psychological responses to one's job are involved (Hulin, C L., & Judge, T A 2003) Researchers have also noted that job satisfaction measures vary in the extent

to which they measure feelings about the job (affective job satisfaction) (Thompson, E.R.; Phua F.T.T 2012) or cognitions about the job (cognitive job satisfaction) (Moorman, R.H 1993)

The concept of job satisfaction has been developed in many ways by many different researchers and practitioners One of the most widely used definitions in

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organizational research is that of Locke (1976), who defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences" (Locke,E.A (1976 p 1304) Others have defined it as simply how content an individual is with his or her job; whether he or she likes the job or not (Spector, P.E 1997) It is assessed at both the global level (whether or not the individual is satisfied with the job overall), or at the facet level (whether or not the individual is satisfied with different aspects of the job) (Spector, P.E 1997) Spector (1997) lists 14 common facets: Appreciation, Communication, Coworkers, Fringe benefits, Job conditions, Nature of the work, Organization, Personal growth, Policies and procedures, Promotion opportunities, Recognition, Security, and Supervision)

A more recent definition of the concept of job satisfaction is from Hulin and Judge (2003), who have noted that job satisfaction includes multidimensional psychological responses to an individual's job, and that these personal responses have cognitive (evaluative), affective (or emotional), and behavioral components (Hulin, C L., & Judge, T A 2003) Job satisfaction scales vary in the extent to which they assess the affective feelings about the job or the cognitive assessment of the job Affective job satisfaction is a subjective construct representing an emotional feeling individuals have about their job Hence, affective job satisfaction for individuals 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 be unidimensional if it comprises evaluation of just one facet of a job, such as pay or maternity leave, or multidimensional if two or more facets of a job are simultaneously evaluated Cognitive job satisfaction does not assess the degree of pleasure or happiness that arises from specific job facets, but rather gauges the extent to which those job facets are judged by the job holder to be satisfactory in comparison with objectives they themselves set or with other jobs While cognitive job satisfaction might help to bring about affective job satisfaction,

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the two constructs are distinct, not necessarily directly related, and have different antecedents and consequences (Moorman, R.H (1993)

Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or their quality of working life 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 (Tomaževič, N.; Seljak, J.; Aristovnik, A 2014)

A study title "Analysis of Factors Affecting Job Satisfaction of the Employees

in Public and Private Sector", in India concluded that in India Employees tend to love their job if they get what they believe is an important attribute of a good job Weightage factor of each such attribute based on exhaustive survey has been calculated Region, sector and gender wise study of job satisfaction has provided consistent picture with respect to distribution of data set analyzed showed that most of the employees in Indian industry are not satisfied with their job except for a few like male in commerce sector and female in education sector Total job satisfaction level

of males is found to be higher than that of woman Total job satisfaction level in manufacturing sector is found to be very low (Kumari, G., Joshi, G., and Pandey, K.M 2014)

2.2 Supervisory support

Support from supervisors often involves showing one’s concern for and encouraging employees, providing key resources, a structured work environment, feedback, opportunities for career advancement, information, and assistance in coping with work-related stressors (Babin & Boles, 1996; Griffin et al., 2001; Jiang

& Klein, 2000; Rauktis & Koeske, 1994) This source of support might be more important to the focal employee than other sources of support because of the supervisor’s position of power and hierarchical standing (Beehr 1995, cited in Beehr & Glazer, 2001) It is also important for supervisors to coach and guide

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employees through self-assessment and goal setting (Jiang & Klein) Jiang and Klein focus on the importance of supervisor support on career satisfaction and note that this source of support is critical to early career success by increasing employee self-awareness and personal goal setting Furthermore, if supervisors spread knowledge of career advancement opportunities and learn about employees’ career goals, then supervisors can reduce turnover and improve performance

2.3 Social support

Social support is the perception and actuality that one is cared for, has assistance available from other people, and that one is part of a supportive social network These supportive resources can be emotional (e.g., nurturance), tangible (e.g., financial assistance), informational (e.g., advice), or companionship (e.g., sense of belonging) and intangible (e.g personal advice) Social support can be measured as the perception that one has assistance available, the actual received assistance, or the degree to which a person is integrated in a social network Support can come from many sources, such as family, friends, pets, neighbours, coworkers, organizations, etc Government provided social support is often referred to as public aid

Social support is studied across a wide range of disciplines including psychology, medicine, sociology, nursing, public health, and social work Social support has been linked to many benefits for both physical and mental health, but social support is not always beneficial

Two main models have been proposed to describe the link between social support and health: the buffering hypothesis and the direct effects hypothesis (Thomas A Widiger 1997) Gender and cultural differences in social support have also been found

Distinctions in measurement

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Social support can be categorized and measured in several different ways

There are four common functions of social support (Wills, T.A 1991):

 Emotional support is the offering of empathy, concern, affection, love, trust,

acceptance, intimacy, encouragement, or caring (Langford, C.P.H.; Bowsher, J.; Maloney, J.P.; Lillis, P.P 1997) It is the warmth and nurturance provided

by sources of social support (Taylor, S.E 2011) Providing emotional support can let the individual know that he or she is valued (Slevin, M.L.; Nichols, S.E.; Downer, S.M.; Wilson, P.; Lister, T.A.; Arnott, S.; Maher, J.; Souhami, R.L.; Tobias, J.S.; Goldstone, A.H.; Cody, M (1996) It is also referred to as "esteem support" or "appraisal support" (Wills, T.A 1991)

 Tangible support is the provision of financial assistance, material goods, or

services (Heaney, C.A., & Israel, B.A.(2008) Also called instrumental support, this form of social support encompasses the concrete, direct ways people assist others (Langford, C.P.H.; Bowsher, J.; Maloney, J.P.; Lillis, P.P 1997)

 Informational support is the provision of advice, guidance, suggestions, or

useful information to someone (Krause, N 1986).This type of information has the potential to help others problem-solve (Tilden, V.P.; Weinert, S.C 1987)

 Companionship support is the type of support that gives someone a sense of

social belonging (and is also called belonging) (Wills, T.A 1991) This can

be seen as the presence of companions to engage in shared social activities (Uchino, B 2004)

Researchers also commonly make a distinction between perceived and received support (Uchino, B 2004) & (Barrera, M 1986). Perceived support refers

to a recipient’s subjective judgment that providers will offer (or have offered)

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effective help during times of need Received support (also called enacted support)

refers to specific supportive actions (e.g., advice or reassurance) offered by providers during times of need (Gurung, R.A.R 2006)

Furthermore, social support can be measured in terms of structural support or functional support (Wills, T.A 1998) Structural support (also called social integration) refers to the extent to which a recipient is connected within a social

network, like the number of social ties or how integrated a person is within his or her social network (Wills, T.A 1985) Family relationships, friends, and membership in clubs and organizations contribute to social integration (Lakey, B

"Social support and social integration" (PDF) Retrieved 2011-11-13) Functional

support looks at the specific functions that members in this social network can

provide, such as the emotional, instrumental, informational, and companionship support listed above (Uchino, B 2004).Data suggests that emotional support may play a more significant role in protecting individuals from the deleterious effects of stress than structural means of support, such as social involvement or activity (Kessler, R C.; McLeod, J D 1984)

These different types of social support have different patterns of correlations with health, personality, and personal relationships (Barrera, M 1986) & (Uchino,

B 2009) For example, perceived support is consistently linked to better mental health whereas received support and social integration are not (Barrera, M 1986) & (Uchino, B 2009) In fact, research indicates that perceived social support that is untapped can be more effective and beneficial than utilized social support (Taylor, S.E.; Sherman, D.K.; Kim, H.S.; Jarcho, J.; Takagi, K.; Dunagan, M.S 2004) Some have suggested that "invisible support," a form of support where the person has support without his or her awareness, may be the most beneficial (Bolger, N.; Amarel, D (2007) "Effects of social support visibility on adjustment to stress:

Experimental evidence" Journal of Personality and Social Psychology 92: 458–

475) As of yet, there is no universally agreed upon definition of social support

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among researchers in the field, but these distinctions are all key in understanding what exactly researchers are examining in studies (Uchino, B 2006)

Sources

Social support can come from a variety of sources, including (but not limited to): family, friends, romantic partners, pets, community ties, and coworkers (Taylor, S.E 2011) Sources of support can be natural (e.g., family and friends) or more formal (e.g., mental health specialists or community organizations) (Hogan, B.; Linden, W.; Najarian, B 2002) The source of the social support is an important determinant of its effectiveness as a coping strategy Support from a romantic partner is associated with health benefits, particularly for men (Kiecolt-Glaser, J.K.; Newton, T.L 2001) However, one study has found that although support from spouses buffered the negative effects of work stress, it did not buffer the relationship between marital and parental stresses, because the spouses were implicated in these situations.However, work-family specific support worked more

to alleviate work-family stress that feeds into marital and parental stress (http://onlinelibrary.wiley.com/doi/10.1111/j.1744-6570.2011.01211.x)

Interestingly, employee humor is negatively associated with burnout, and positively with, stress, health and stress coping effectiveness Additionally, social support from friends did provide a buffer in response to marital stress, because they were less implicated in the marital dynamic (Jackson, P B "Specifying the buffering

hypothesis: Support, strain, and depression" Social Psychology Quarterly 55: 363–

378)

2.4 Procedural Justice

After ten years of Adams' (1965) study, Thibaut and Walker (1975) discovered a new dimension of organizational justice, namely procedural justice Procedural justice focuses on the processes which are used to determine the outcomes

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Procedural justice perceptions are universally recognized today, but Thibaut and Walker (1975) were the pioneers of these procedural influences According to them

if employees were given a chance to participate into the process used to reach outcomes then they might perceive the outcomes as fair These findings gave way

to a new dimension of organizational justice perceptions Organizational justice found its way from a distributive view to a comprehensive, procedural view (Bernerth, Feild, Giles, Cole, 2006)

Folger and Konovsky identified a major difference regarding justice in work organizations, stating that "distributive justice refers to the perceived fairness of the amounts of compensation employees receive; procedural justice refers to the perceived fairness of the means used to determine those amounts" (1989: 115) Leventhal (1980) substantiated that procedural justice prevails only when employees feel that the process includes aspects of ethicality, consistency, precision and indiscrimination Skarlicki & Folger (1997) identified one form of procedural justice which is known as the fairness of a company's formal procedures

Personal outcomes, such as satisfaction with pay can be predicted by distributive justice while procedural justice is related to evaluating trust and commitment in the supervisor therefore procedures are important predictor of outcomes than distributive justice (McFarlin, & Sweeney 1992)

Tyler (2003) conducted a study to show the use of procedural justice in law and order regulating bodies and its impact on the trust and confidence of public Tyler (2003) researched that procedural justice responds to public concerns about fairness

in the exercise of legal authority Such approach helps in the improvement of police performance and court which will lead to higher levels public trust and confidence

in those institutions Kim and Mauborgne (1998) studied procedural justice and its impact on the feelings of people when strategic decisions are taken According to them when decision-making processes are perceived to be fair, employees show

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high level of voluntary cooperation based on commitment and trust On the other hand, employees show resistance in executing strategic decisions and refuse to cooperate when they feel that the processes are unfair

Only few studies have been conducted in the past which show the interactive effects

of both types of justice but they have used laboratory experiments Research by Greenberg (1987) was carried out in which distributive (pay level) and procedural dimensions of justice (determination of pay level) were manipulated while subjects worked on a task Subjects perceived high pay levels as fair irrespective of the procedures but accepted low pay levels as fair only when procedures were used fairly (McFarlin, & Sweeney 1992)

2.5 Goal and process clarity

Role clarity (in terms of goal and process) refers to an individual’s perceptions about the expectations and behaviours associated with his/her role (Kahn, Wolfe, Quinn, Snoek and Rosenthal 1964).1 King and King (1990) describe four forms of role clarity, or conversely, role ambiguity: (1) ambiguity regarding what is required

or uncertainty over the scope of responsibilities, (2) ambiguity regarding how responsibilities are to be met or uncertainty about the role behaviours necessary to fulfil responsibilities, (3) ambiguity regarding role senders or uncertainty about whose expectations for role behaviours must be met, and (4) ambiguity regarding the consequences of role behaviour or uncertainty about the effects of actions on well being, the role set and the organisation

Therefore, this study examines the clarity of expectations about the goals and objectives of a work role (termed goal clarity) and clarity of the behaviours necessary to fulfil a work role (termed process clarity)

2.6 The relationship between supervisory support and job satisfaction

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In any environment, mutual assistance increase the satisfaction level of each person Especially in the business environment, the role between management and staff is very important, create a lifelong, supported jointly developed

You can imagine, work in any environment with support, you'll be interested, are facilitated, thereby increase satisfaction and productivity And that creates employee loyalty to the company

2.7 The relationship between Social support and job satisfaction

Larocco and Jones (1978) pointed out that social support for job satisfaction has a significant main effects and interactions Boss support and specific job satisfaction has highly relevance Locke (1976) indicated that employees can appreciate immediate supervisor, giving encouragement to perform well, and to listen to the supervisor voices of goodwill, staff satisfaction will relatively increase Therefore, this study suggested that social support has a significant impact on job satisfaction in Vietinbank

2.8 The relationship between procedural justice and job satisfaction

Meyer and Smith (2000) considered the justice climate of the procedural, interpersonal and the informational, and suggested that the provision of training of managers to ensure that all of their employees perceived fair treatment Facilitating meetings where subordinates were able to express their opinions, and that needed information was well communicated, that explanatory role-playing was performed, and that interpersonal sensitivity was observed when providing performance appraisal feedback to subordinates As well as establishing policies, that increased the likelihood of procedural and informational justice and rule satisfaction

Interest in job satisfaction proceeds from its association with other significant organizational outcomes (Zainalipour, Fini, & Mirkamali, 2010) One of the most

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important concepts related to job satisfaction is organizational justice In 1987, Greenberg first used the term "organizational justice" to refer to the ethical and fair treatment of employees in the workplace

Organizational justice is usually conceptualized with three components: distributive, procedural, and interactional justice (Cropanzano, Byrne, Bobocel, & Rupp, 2001; Masterson, Lewis, Goldman, & Taylor, 2000) However, Organizational justice models that have been proposed and explored have ranged from one to four components (Colquitt, Conlon, Wesson, Porter, & Ng, 2001)

2.9 The relationship between Goal and process clarity and job satisfaction

The fact that the job description and objectives as clearly, the level of job satisfaction is higher reason: employees are motivated to strive for, to know the way to go, which results in business

It is an incentive to employees engrossed in work

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CHAPTER 3: RESEARCH MODEL AND HYPOTHESIS

- Supervisory support (SuS)

- Social support (SoS)

+ Supervisory support (SuS)

+ Social support (SoS)

+ Procedural justice (PJ)

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+ Goal and process clarity (GPC)

The questionnaire total consists of 39 questions The questionnaire will be

organized into two sections including section one is general information of employee (―answerer‖) of Vietinbank Section two will be designed to collect information about Job satisfaction, supervisory support, social support, procedural justice, goal and process clarity of Vietinbank’s employees

3.4.1 Job satisfaction index questionnaire: Total of 06 items was used, which

measure overall job satisfaction Items were presented in Likert-type format with a scale ranging from (1 = strongly disagree) to (5 = strongly agree) Format as below:

Disagree

Somewhat Disagree

Neither Agree nor Disagree

Somewhat Agree

Strongly Agree

1 How satisfied are

nature of the work

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you perform?

superior?

you with the pay

you receive for

your job?

satisfied are you

with your current

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job situation?

Table 4: Job satisfaction index questionnaire

3.4.2 Supervisory support questionnaire: Total of 07 items was used, which

measure assesses 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 Items were presented in Likert-type format with a scale ranging from (1 = strongly disagree) to (5 = strongly agree) Format as below:

Disagree

Somewhat Disagree

Neither Agree nor Disagree

Somewhat Agree

Strongly Agree

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Table 5: Supervisory support questionnaire

3.4.3 Social support questionnaire: Total of 6 items was used, were divided into 2

groups of questions, includes subscales that describe the support an employee

perceives is available from his or her co-workers, supervisor, spouse, and

family/friends Items were presented in Likert-type format with a scale ranging

from (1 = Don’t have any such person) to (5 = Very much) Format as below:

have any such person

Not at all A little Somewh

at

Very much

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How easy is it to talk with each of the following people ?

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