Research about job satisfaction at coca cola vietnam

ABSTRACT This study tested that the impact of work – related expectancies, role innovation, procedural justice, and social support on employee job satisfaction.. Result: The results sup

MASTER OF BUSINESS ADMINISTRATION

EMPLOYEE JOB SATISFACTION

Ho Chi Minh City, August 2015

Advisor’s Assessment

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ACKNOWLEDGEMENTS

I wish to acknowledge the help of several individuals because without their assistance, guidance, and understanding this research would not have been possible Firstly, I am very grateful to my advisor DBA Khai Nguyen His patience, time, and commitment, in addition to his constant encouragement, effort, constructive comments, support, and individualized attention were a major source of inspiration Thank you for trusting in me The other members of my committee were also great assets

I wish to give my sincerest and deepest gratitude to my family and all of

my sweet friends for their encouragement, and great support

Contents

ABSTRACT 6

Chapter 1: INTRODUCTION 7

Introduction of COCA-COLA 7

Company background 7

Vision and mission 8

Vision 8

Mission 9

Current strategic objectives 11

Organizational structure 12

Leadership 12

Culture 13

Research problem statement of the study 15

Contribute of the study 15

Statement of purpose and the Question of the study 16

Chapter 2: LITTERATURE REVIEW 16

Job satisfaction 17

Work – Related Expectancies 21

Role innovation 22

Procedural Justice 23

Social support 24

The relationship between work – related expectancies and job satisfaction 27

The relationship between role innovation and job satisfaction 27

The relationship between procedural justice and job satisfaction 28

The relationship between social support and job satisfaction 29

Chapter 3: RESEARCH MODEL AND HYPOTHESES 30

Research model 31

Dependent Variables: 31

Independent Variables: 31

Constructs 31

Data Colection 32

Procedure for Data Collection and Analyze 32

Measures of Constructs 33

Job satisfaction questionnaire 33

Work – related expectancies 33

Role innovation 34

Procedural justice 35

Social support 36

Chapter 4 : RESULTS 38

Cronbach‘s Alpha 38

Descriptive statistics 39

Hypotheses testing 39

Hypothesis (H1) 40

Hypothesis (H2) 41

Hypothesis (H3) 41

Hypothesis (H4) 41

Chapter 5: CONCLUSIONS 42

Discussion 42

Contributions 43

Limitations 44

APPENDIX A 47

LIST OF FIGURE AND TABLE

Figure 1 Logo of Coca Cola 7

Figure 2 Coca Cola can 11

Figure 3: Organizational structure 12

Figure 4 Mr Vamsi Mohan - General Director of Coca-Cola Vietnam and Cambodia 12

Figure 5 Coca Cola‘s values 13

Figure 6: Hypothesized Research Model 31

Table 1: Cronbach's Alpha- Internal consistency 38

Table 2: Cronbach‘s Alpha of Construct 38

Table 3: Descriptive statistics 39

Table 4: R Square 40

Table 5: Coefficients value of the model 40

ABSTRACT

This study tested that the impact of work – related expectancies, role

innovation, procedural justice, and social support on employee job satisfaction

I hypothesized the positive relationship related to job satisfaction of employee The result of 286 data was collected form managerial and non- managerial employees

of COCA-COLA Corporation in Viet Nam Result: The results supported the

hypothesis that work – related expectancies, procedural justice have significant

relationship with employee‘s job satisfaction Conclusion: The findings in this

study would help managers to formulate strategies that involved work factors such

as distributive and 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, work – related expectancies, role innovation,

procedural justice, social support

Chapter 1: INTRODUCTION Introduction of COCA-COLA

As you know, Coca-Cola is one of the most favorable drinks all over the world, its own brand-name costs about $80 billion In 1960, Coca-Cola was the first time introduced in Vietnam After that, Coca-Cola Indochina Pte Company was established officially in Vietnam on August 1995

Company background

Figure 1 Logo of Coca Cola

The Coca-Cola Company is headquartered in Atlanta, Georgia in United States Coca-Cola was invented in 1886 by John Pemberton who was Georgia pharmacist Muhtar Kent who was born in 1952 in New York, United States is currently the Chairman and Chief Executive Officer (CEO) and stick with the operation of The Coca-Cola Company

The Coca-Cola Company establishes its firm in the worldwide areas and currently sells its products to over 200 countries The firm operations are divided into several geographies which are Eurasia and Africa, Europe, Latin American, North American and Pacific The Coca-Cola Company is a beverage company which produces more than 3000 beverage products The Coca-Cola Company is also a manufacturer, distributor, bottler, and marketer of non-alcoholic beverage concentrates and syrups Under the implementation of the Coca-Cola system, the Coca-Cola Company has to cooperate with over 300 bottling partners worldwide The company produces the products such as waters, juices and juice drinks, teas, coffees, sports drinks and energy drinks The company has four of the world‘s top

five nonalcoholic sparkling beverage brands which are Coca-Cola, Diet Coke, Sprite and Fanta

In 1960, Coca cola was the first time introduced in Vietnam After that, Coca-Cola Indochina Pte Company was established officially in Vietnam on August 1995 Since then, Coca-Cola has some locations in Vietnam, which were united as one Beverage Company called Coca-Cola Vietnam with the head office located in Thu Duc District, Ho Chi Minh City

Vision and mission

In the strategic management model, clear vision and mission statements are very important for alternative strategies to be formulated and implemented A clear business vision will help the firm build a comprehensive mission statement and a clear mission is needed before alternative strategies can be formulated and implemented So developing a good vision and mission is essential for any firm and

a big company like Coca Cola is not an exception

Vision

The vision 2020 is a great direction for Coca cola‘s development in beverage industry The company is aware of what they need to do in present and in the future They concern not only in their profit or productivity but also in people This can support them to develop in both quantity and quality

 People: Be a great place to work where people are inspired to be the best they can Attract, engage and retain the best talent by knowledge, inspiration of passion, recruiting, developing and advancing women, achieve true diversity

 Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs

 Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value

 Planet: Have responsibility to society by helping build and support sustainable communities

 Profit: Maximize long-term return to shareowners while being mindful

of our overall responsibilities

 Productivity: Be a highly effective, lean and fast-moving organization; manage people, time and money for the greatest effectiveness

Mission

Cola need a clear mission before setting up alternative strategies to be formulated and implemented Mission will be analyzed based on nine main factors which are customers, products, markets, technology, concern for survival growth-profitability, philosophy, self-concept, concern for public image and employee

―Our Roadmap starts with our mission, which is enduring It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions.‖

 To refresh the world

 To inspire moments of optimism and happiness

 To create value and make a difference ―

Above are three main factors that is inspiration for doing with Coke‘s mission from current to the future, at least to 2020 with company‘s expectation of serving people best

 Customers: For Coca cola, customers are the ones who need to be appreciated and offered the most quality products and the best of serving from Coca cola The company serves the diversity of customers including their agencies, distributors and all the Coca cola users in a large scale

 Products: Coca cola towards to bring the safety and quality products which ensure about the natural alcohol levels, colorings and carbon dioxide level…Diversity in kind of drinks is also a criteria of Coca cola products

 Market: Expand the market of Coca Cola; gain the aimed point of sales Coca cola expand their consumption investment They increase to participate and serve in local, provide more outlets and to many specific shoppers

 Public image: Mission of Coca cola is not only a leader in offering the best drinks, but also a global leader in environment protection, in packaging and producing and disposing system

 Philosophy: Coca-Cola Enterprises provides products and services meeting the beverage and business needs of thousands of retail customers Opening dialogue and ongoing relationships, Coca cola work to build mutual understanding and trust to pursuit the goals Customer relationships are central to Coca cola‘s effort and philosophy

 Technology: The company displays their direction of technology in the vision report as the purpose needed to achieve such as using the advanced and modern technology which contributes to increase the productivity

 Self-concept that Coca cola is the firm which refreshes the world with the delicious and fresh drinks and brings people on over the world the moments and feelings of optimism and happiness, creates the difference to make customers remember and appreciate Coca cola‘s values

 Concerns for employees: increasing people‘s system knowledge and system movement, inspiring employees to be passionate, recruiting, developing and advancing women, making better conditions for all employees to devote their creative and qualification for great drinks

cross- Concerns for growth, profit, survival: This element is not also demanded in the mission but generally the company displays what to do in a detail report Coca cola want to operate the lowest cost manufacturing and logistics in every market while maintain the quality standards; also use the size and expertise for creating the economic scale

There are some important components that should be considered and put in the mission such as technology, philosophy and its concern for survival growth and profitability Company should give more details about mission which would show the customers and employers know what Coca Cola‘s aim, targets and big picture about it in future

Current strategic objectives

Coca-Cola‘s objective is maintaining a trusted local presence in every community its serve Coca Cola is constantly looking ahead to anticipate what communities may need and gathering resources to support them To carry out this objective, they‘ve devised a strategy to build out on fundamental strengths in marketing and innovation by increasing efficiency and effectiveness in interactions and generating new energy through core brands that focus on health and wellness Their tactic is to increase their annual marketing budget, launch many new products, and developed a model to help our retail customers maximize their sales

Figure 2 Coca Cola can

Organizational structure

Figure 3: Organizational structure

Leadership

Mr Vamsi Mohan was born and brought

up in India During the nearly 20-year career at Coca-Cola, he had played many important roles before becoming general director of Coca-Cola Vietnam and Cambodia He holds a Bachelor of Technology degree in Electronics and Communications Engineering from Jawaharlal Nehru Technological University, Hyderabad and a post-graduate Diploma in Management from the Indian Institute of Management, Calcutta

Figure 4 Mr Vamsi Mohan - General

Director of Coca-Cola Vietnam and

Cambodia

Vamsi Mohan and other managers of Coca Cola have recognized that Vietnamese industry is extremely potential Some surveys have shown that the demand of this product in Vietnamese market is very high A lot of people, especially young people are very keen on Coca Cola drinks Therefore, Vamsi Mohan and his team successfully reintroduced and launched a number of Company brands and established Coca Cola‘s commercial operations across the country, laying a strong foundation for their business in this market

Culture

Coca-Cola exists to benefit and refresh everyone it touches Its beliefs stem from global ideals grounded in local insights and influences Coca-Cola takes responsibility for providing a wide variety of quality beverages so that parents, youth, children and all consumers will have enjoyable refreshment choices Today, these choices include soft drinks, juices, waters, sports drinks, tea and coffee products and others - with more options to come in the future

 Live Our Values It serves as a compass for Coca cola company‘s actions and describes how they behave in the world

Figure 5 Coca Cola’s values

 Coca cola focuses on the Market, especially on needs of consumers, customers and franchise partners Getting out into the market, listen and observe helping them to learn and understand more their business environment They become a world view focusing on execution in the marketplace every day However, the curiosity is never satiable because it is the factor stimulating the learning and development

 Work Smart is one of the most important core values They always act with urgency, remain responsive to change, have the courage to change course when needed, remain constructively discontent, work efficiently These are the smart way to work that brings more success to Coke in the future

 Coca cola act like an owner by understanding needs and what to do well for themselves and their customers An owner must have a smart system to operate and must focus on building their values, positioning in the beverage market The action of rewarding for people who take risks and find better way

to solve problem is a good solution to increase and develop the loyalty Learning form the outcomes is also a qualification of an owner

 Be the Brand Coca cola inspire creativity, passion, optimism and fun as their brand

 The true ‗secret formula‘ of Coca-Cola is its highly talented and motivated associates There is a statement spoken by a manager: ―We are a high performance team in a happiness factory with happy energy who takes ownership and pride in refreshing and inspiring the world around us We leverage our rich individuality to grow the collective excellence‖

 Employee engagement at every level is the key to being the employer of choice, where people create extraordinary results every day Not only does Coca Cola refresh the world through our brands, it also inspires each employee with optimism and ignites the passion within every individual Coca Cola ensures that every single employee at Coca-Cola Singapore is equipped

with adequate knowledge and opportunities to grow An openness in communication is what drives the dynamism here

Research problem statement of the study

The intense competition of the beverage industry in the Vietnamese market Coca-Cola is one of the big companies in the world and Vietnam Nowadays, many companies with high potential resources receive the opportunities in this field So lot of competitors try to compete to gain the market share They aren‘t only using the finance resource but also try to attract the people from the other competitors

The purpose of Coca-Cola in market economy is to achieve the most effective performance in long term Performance of the enterprise is the correlative result comparing the profits from the business activities of enterprises with the resources used to archive those profits The enterprise performance is decided by many factors, in which human resources quality is the most important

Human resources have an important role affect the survival and development of any organizations and job satisfaction has been an important point for organizational How does the organization create employee job satisfaction? This question is what heads of an organization are interested in Therefore, the relationship between employee job satisfaction and organization commitment are necessary and should be focused In fact, a lot of organization didn't satisfy the employee job satisfaction related promotion, salary so on

Human resources management is at the core development and execution of COCA-COLA The board of directors of COCA-COLA knows thoroughly innovation, leadership, cooperation and loyalty play a vital role in COCA-COLA‘s success COCA-COLA has invested heavily in people to make it become an advantage of the company

Contribute of the study

This study will be conducted from either managerial employees or managerial employees to exclude the bias of self-report The opinion of employees

non-in Coca-Cola about the impact of work – related expectancies, role non-innovation, procedural justice, and social support on Coca-Cola Corporation‘s employee job satisfaction will be collected to see what the being implemented side evaluates the company HRM policies

The study provided a general view to HMR about the satisfaction of their employees They understand the needs and how the employees feel about the current at Coca-Cola Thereby the board of management make a policy and set out strategy to enhance satisfaction of employees and contribute on the development of Coca- Cola

Statement of purpose and the Question of the study

The purpose of the current study are to investigate the impact of work – related expectancies, role innovation, procedural justice, and social support on Coca-Cola employee job satisfaction

This study addresses some points follow:

 How are the impact of work – related expectancies on Coca-Cola employee job satisfaction?

 How are the impact of role innovation on Coca-Cola employee job satisfaction?

 How are the impact of procedural Justice on Coca-Cola employee job satisfaction?

 How are the impact of social support on Coca-Cola employee job satisfaction?

Chapter 2: LITTERATURE REVIEW

LITERATURE REVIEW AND HYPOTHESES This chapter reviews literature on the job satisfaction construct and on the relationships between this construct and specific outcomes in order to develop the study hypotheses This chapter consists of two main parts The first part

summarizes and discusses the theories and empirical studies that have been utilized

to introduce, develop and validate the job satisfaction construct Ultimately, the

second part of the chapter identifies the potential areas in the extant literature that this study aims to explore and introduces the proposed model The second portion

of this chapter develops a set of hypotheses based on the model stemming from issues identified from the literature 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:

 The relationship between work – related expectancies and job satisfaction

 The relationship between role innovation and job satisfaction

 The relationship between procedural justice and job satisfaction

 The relationship between social support and job satisfaction

Job satisfaction

a literature review, Lu, While, and Barriball (2005) mentioned the traditional model of job satisfaction focuses on all the feelings about job of an individual However, what makes a job satisfying or dissatisfying does not depend only on the nature of the job, but also on the expectations that individuals have of what their job should provide

Maslow (1954 cited in Huber, 2006) arranged human needs along a five level hierarchy from physiological needs, safety and security, belonging, esteem to self-actualization In Maslow‘s pyramid, needs at the lower levels must be fulfilled before those rise to a higher level According to Maslow‘s theory, some researchers have

approached on job satisfaction from the perspective of need fulfillment (Regis & Porto, 2006; Worf, 1970) Job satisfaction as a match between what individuals perceive they need and what rewards they perceive they receive from their jobs (Huber, 2006) However, overtime, Maslow‘s theory has diminished in value In the current trend, the approach of job satisfaction focuses on cognitive process rather than

on basic needs in the studies (Huber, 2006; Spector, 1997)

Another approach as proposed by Herzberg (Herzberg et al., 1959; cited in Huber, 2006) is based on the Maslow‘s theory Herzberg and colleagues built Herzberg‘s motivation-hygiene theory of job satisfaction Theory proposed that there are two different categories of needs, which are intrinsic (motivators) and extrinsic (hygiene) factors Theory postulates that job satisfaction and/or is dissatisfaction is the function of two need systems Intrinsic factors are related to the job itself Intrinsic factors seem to influence positively on job satisfaction The motivators include advancement, growth and development, responsibility for work, challenging, recognition, and advancement In other words, extrinsic factors are closely related to the environment and condition of the work The hygiene‘s relate to job dissatisfaction including supervision, company policy and administration, working condition and interpersonal relation (Lephalala, Ehlers, & Oosthuizen, 2008; Shimizu et al., 2005) This theory has dominated in the study of job satisfaction, and become a basic for development of job satisfaction assessment (Lu et al., 2005)

As job satisfaction is a widely researched and complex phenomenon, it follows that there are numerous definitions of the concept Job satisfaction can be defined as

an individual‘s total feeling about their job and the attitudes they have towards various aspects or facets of their job, as well as an attitude and perception that could consequently influence the degree of fit between the individual and the organization (Ivancevich & Matteson 2002; Spector 1997) A person with high job satisfaction appears to hold generally positive attitudes, and one who is dissatisfied to hold negative attitudes towards their job (Robbins 1993)

The concept of job satisfaction has been defined in many ways However, the most-used definition of job satisfaction in organizational research is that of Locke(1976), who described job satisfaction as "a pleasurable or positive emotional state resulting from the apprajsa1 of one's job or job experiences" (p 1304) Building

on this conceptualization, Hulin and Judge (2003) noted that job satisfaction includes multidimensional psychological responses to one's job, and that such responses have cognitive (evaluative), affective (or emotional), and behavioral components This tripartite conceptualization of job satisfaction fits well with typical conceptualizations

of social attitudes (Eagley & Chaiken, 1993)

Job satisfaction has been an important focal point for organizational and industrial psychology In defining job satisfaction the reference is often made to Locke‘s (1976) description of job satisfaction as a ―pleasurable or positive emotional state resulting from the appraisal of one‘s job or job experiences‖ (Jex 2002 p.116) The appraisal involves various elements related to the job such as salary, working conditions, colleagues and boss, career prospects and, of course, the intrinsic aspects

of the job itself (Arnold et al 1998 p 204)

One of the most often cited definitions on job satisfaction is the one given by Spector according to whom job satisfaction has to do with the way how people feel about their job and its various aspects It has to do with the extent to which people like one dislike their job That's why job satisfaction and job dissatisfaction can appear in any given work situation

Job satisfaction represents a combination of positive or negative feelings that workers have towards their work Meanwhile, when a worker employed in a business organization, brings with it the needs, desires and experiences which determinates expectations that he has dismissed Job satisfaction represents the extent to which expectations are and match the real awards Job satisfaction is closely linked to that individual's behavior in the work place (Davis et al.,1985)

Job satisfaction is a worker‘s sense of achievement and success on the job It

is generally perceived to be directly linked to productivity as well as to personal well-being Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for one‘s efforts Job satisfaction further implies enthusiasm and happiness with one‘s work Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment (Kaliski.,2007)

Job satisfaction can be defined also as the extent to which a worker is content with the rewards he or she gets out of his one her job, particularly in terms

of intrinsic motivation (Statt, 2004) The term job satisfactions refers to the attitude and feelings people have about their work Positive and favorable attitudes towards the job indicate job satisfaction Negative and unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006)

Job satisfaction is the collection of feeling and beliefs that people have about their current job People‘s levels of degrees of job satisfaction can range from extreme satisfaction to extreme dissatisfaction In addition to having attitudes about their jobs as a whole People also can have attitudes about various aspects of their jobs such as the kind of work they do, their coworkers, supervisors or subordinates and their pay (George et al., 2008)

Job satisfaction can be considered as one of the main factors when it comes

to efficiency and effectiveness of business organizations In fact the new managerial paradigm which insists that employees should be treated and considered primarily as human beans that have their own wants, needs, personal desires is a very good indicator for the importance of job satisfaction in contemporary companies When analyzing job satisfaction the logic that a satisfied employee is a happy employee and a happy employee is a successful employee

Work – Related Expectancies

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

There are two factors for work-related expectancies One dimension captures expectancies about pay and promotion rewards The other dimension describes expectancies about approval and recognition The two factors were consistent across samples of hourly workers and managers Expectancies for pay/promotion rewards and approval/recognizational support, job satisfaction, participation in decisions, and job involvement (Eisenberger et al.,1990; Smilth&Brannick, 1990)

In relation to opportunities for upgrading, Herzberg (1966) proposed that person needs for progress, accountability, appealing and challenging work, safety, vacation and currency are all connected to salary system preference Individuals high in the first three desires, referred to as ―motivator‖ desires, were establish to favor a pay for performance system more than individuals low in these needs (Bajpai & Srivastava, 2002)

Fair upgrading policies and practice provide chances for personal development, more tasks and increased social condition When a person get fair upgrading which is usually his true evaluation, he gets a type of acknowledgment and hence job satisfaction It amplifies worker perception to the excellence of their job and improves both their job satisfaction and organizational commitment (Luthans, 2005:212)

The workers who value opportunity for evolution display a high degree of job participation in the wishes of solicit such compensation Naturally, if workers

do not perceive development chances materialized, this outcome will be lost Even

though condemn for various causes, the hierarchical and insular kind of country civil service systems do give for transparent and expected inner progress (Manzoor

et al., 2011)

Adequate salary structure is linked with job satisfaction (Bajpai & Srivastava, 2002; Marginson, 2003) The characteristic of education depends on the incentive for teaching performance determined by the academia, which, sequentially depends on the marginal dollars of university income produce from education excellence (Marginson, 2003)

Worker reward refers to all forms of pay or rewards available to workforce and arising from the service (Dessler, 2005:410; Fattah, 2010) Money or other monetary incentive in the classic performance exemplar is based broadly on the abstract propositions of reinforcement theory Reinforcement theory concentrates

on the affiliation between the target behavior (performance) and its consequences (pay) and is premised on the main beliefs and methods of organizational behavior adjustment Organizational behavior modification is a structure within which worker behaviors are recognized, measured, and analyze in terms of their functional consequences (existing reinforcements) and where an interference is developed using values of reinforcement (Perry et al., 2006) Compensation systems have impacts on the job satisfaction in both the public and private sector workers (Getahun et al., 2007)

Role innovation

Herzberg‘s pioneering work on employee motivation in the 1950s and 1960s identified a set of hygienic factors and a separate set of motivating factors that work together to create job satisfaction (Prather 2010) Providing the hygienic factors (pay and benefits, job security, status, company policy and administration, relationships with co-workers, physical environment and supervision) does not result in job satisfaction butrather not dissatisfaction Once all the hygienic factors are provided, an employee‘s level of job satisfaction will be a direct result of the

motivating factors Herzberg identified the motivating factors as achievement, recognition, work itself, responsibility, advancement and growth

Innovation cannot flourish in a climate of job dissatisfaction where people

do the minimum to keep their jobs To foster an innovative culture both individual and team innovation behaviors (such as creativity, risk-taking attitude and problem-solving ability) and output (implementation of new goods and services) need to be recognized and rewarded Consequently, desired behaviors and outputs need to be identified and measured (Chen & Huang 2009)

King and Anderson (2002) consider an innovation as something new to the social setting in which it is introduced (an individual, group, firm, industry, wider society) although not necessarily new to the person(s) introducing it Ideas are necessary conditions for innovations They are a starting point, but it cannot be called innovative without further development efforts An innovation is aimed at producing some kind of benefit Apart from financial gains, possible benefits might

be personal growth, increased satisfaction, improved cohesiveness or better interpersonal communication

Procedural Justice

According to Tang et al (1996), there was one factor related to the distributive justice to which the extend how fairly employees were rewarded while there were five identified factors (aspects) of procedural justice, namely fairness, two- way communication, trust in supervisor, clarity of expectations and understanding of the performance appraisal process They found that distributive justice was significantly related to satisfaction with pay, promotion, the performance appraisal, and organizational commitment while procedural justice were related to satisfaction with supervision, self-reported performance appraisal rating, performance appraisal, commitment, and job involvement

Procedural justice refers to participants' perceptions about the fairness of the rules and procedures that regulate a process (Nabatchi, et al., 2007) Whereas

distributive justice suggests that satisfaction is a function of outcome, procedural justice suggests that satisfaction is a function of process Among the traditional principles of procedural justice are impartiality, voice or opportunity to be heard, and grounds for decisions (Bayles, 1990) Procedural issues such as neutrality of the process (Tyler and Lind, 1992), treatment of the participants (Bies and Moag, 1986; Lind and Tyler, 1988), and the trustworthiness of the decision making authority (Tyler& Bies, 1990) are important to enhancing perceptions of procedural justice Extensive literature supports procedural justice theories of satisfaction In general, research suggests that if organizational processes and procedures are perceived to be fair, then participants will be more satisfied, more willing to accept the resolution of that procedure, and more likely to form positive attitudes about the organization (Bingham, 1997;Tyler and Lind,1992)

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 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

Social support

One of the most widely used and earliest definitions comes from Cobb (1976), who defined social support as an individuals‘ belief that she is loved,

valued, and her well-being is cared about as part of a social network of mutual obligation Others have viewed social support as involving perceptions that one has access to helping relationships of varying quality or strength, which provide resources such as communication of information, emotional empathy, or tangible assistance (Viswesvaran, Sanchez, & Fisher, 1999) Our review suggested that both

of these core ideas of (a) feeling cared for and appreciated; and (b) having access to direct or indirect help have been used in the social-support literature, often combined in global measures Regardless of the items used, we assume that social support is a critical job resource that makes the role demands for which support is given such as the integration of the work–family interface experienced more positively

According Cobb S, social support is defined as information leading the subject to believe that he is cared for and loved, esteemed, and a member of a network of mutual obligations The evidence that supportive interactions among people are protective against the health consequences of life stress is reviewed It appears that social support can protect people in crisis from a wide variety of pathological states: from low birth weight to death, from arthritis through tuberculosis to depression, alcoholism, and the social breakdown syndrome Furthermore, social support may reduce the amount of medication required, accelerate recovery, and facilitate compliance with prescribed medical regimens

According to Cohen and Wills (1985), social support is comprised of four parts: esteem support, information support, emotional support and instrumental support Esteem support is providing affirmation and feedback, which contributes

to enhancing self-esteem, while information support is help in coping with problematic events by giving advice, suggestion and information Emotional support is providing affection and trust, and instrumental support is aid in time, labor, money or modification of the environment

Sources of social support can be divided according to the degree of intimacy that a person has with the sources: primary and secondary sources (Beehr, 1985: 377) Primary sources of social support involve family and friends; while secondary sources are those a person has less intimate relationship with including supervisor, coworker and counselor

Family and friend support: The support of family and friends has long

been seen to have a positive emotional effect on people However, this support also has a physical benefit as well During stressful times, people tend to experience higher blood pressure and heart rates However, the presence of friends or family members has been shown to reduce these rates among people during difficult periods

In terms of chronic disease, the support of family or friends has been shown

to lessen the chance that one will become sick or die from heart disease Research conducted at Brigham Young University and the University of North Carolina showed that people who did not have strong social support were 50% more likely to die from illness than those who had such support

Coworker Support Coworkers can provide emotional and instrumental

support, which both have a positive relationship with job satisfaction (Ducharme & Martin, 2000; Himle et al., 1989b; Sargent & Terry, 2000) Employees experience extensive exposure and interactions with their coworkers and therefore, maintaining positive and supportive relationships with peers is critical for a healthy workforce Ducharme and Martin explain that coworker support does not only function as a means to peer-level social integration (i.e., social acceptance), but also as an avenue for efficient functional interdependence within a workgroup

Supervisor 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